CESP Exam Results

The Work Opportunity Tax Credit (WOTC) is a federal tax credit available to employers for hiring and employing individuals from certain targeted groups who have faced significant barriers to employment1. The WOTC aims to promote workplace diversity and facilitate access to good jobs for American workers1. The WOTC is available for wages paid to certain individuals who begin work on or before December 31, 20252.

Under the WOTC program, participating employers may do all the following:

• Hire as many new individuals who qualify for these tax savings as they need3. There is no limit on the number of individuals an employer can hire to qualify for the WOTC.
• Make the hiring decisions3. The employer has the sole discretion to decide whom to hire and whether to claim the WOTC for eligible employees.
• Complete minimal paperwork to claim the tax credit3. The employer and the job applicant must complete Form 8850, Pre-Screening Notice and Certification Request for the Work Opportunity Credit, and submit it to the State Workforce Agency within 28 days of the new employee’s start date1. The employer must also file Form 5884, Work Opportunity Credit, or Form 5884-C, Work Opportunity Credit for Qualified Tax-Exempt Organizations Hiring Qualified Veterans, to claim the credit1.

However, participating employers may not do the following:

• Hire members of their family who are disabled. The WOTC is not available for hiring relatives or dependents of the employer or the employer’s shareholders, partners, or members. This rule applies regardless of whether the relative or dependent belongs to a targeted group or not.

Therefore, the correct answer is A. Hiring members of their family who are disabled is the only option that is not allowed under the WOTC program. References: 1: Work Opportunity Tax Credit 2: Small businesses can benefit from the work opportunity tax credit 3: What is Work Opportunity Tax Credit? Tax Credit : CESP Examination Content Outline, Domain 3, 3J

According to the CESP handbook, one of the core competencies of an employment support professional is to facilitate natural supports in the workplace1. Natural supports are the relationships and assistance that occur among co-workers and supervisors in a typical work environment2. They can help the employee with ADHD to integrate into the work culture, learn new skills, and receive feedback and encouragement3. Working with the employee at all times to keep him on task is the least important structured activity because it may undermine his autonomy, self-confidence, and motivation. It may also create a dependency on the employment support professional and prevent the development of natural supports. A better approach would be to help the employee find strategies to cope with his ADHD symptoms, such as minimizing distractions, breaking down tasks, using reminders, and taking breaks4. Movinghim to a less busy time of the day, developing a routine of tasks, and having the co-workers be his natural supports are all more important structured activities than working with him at all times. References: 1: CESP Candidate Handbook, page 5 2: CESP Candidate Handbook, page 18 3: Natural Supports in the Workplace 4: ADHD in the Workplace

The best way for an employment support professional to assist a new hire to participate in an employer’s training is to provide supports based on needs identified by the new hire. This is because the new hire is the best source of information about their own strengths, preferences, and challenges, and the employment support professional should respect their autonomy and self-determination. Providing individualized supports can help the new hire learn the skills and knowledge required for the job, as well as build confidence and trust with the employer and co-workers. Asking the employer to provide special training, having a co-worker explain the unwritten rules, or attending the training on behalf of the new hire are not the best methods, as they may imply that the new hire is not capable of learning the same way as other employees, or that they need extra help or supervision. These methods may also create dependency, stigma, or isolation for the new hire, and may not address their specific needs or goals. References:

• CESP Candidate Handbook, page 5, Domain 4: Workplace and Related Supports, Competency 4.1: Provide individualized supports to the employee based on their needs and preferences.
• Online Learning - Association of People Supporting Employment First, Module 4: Workplace and Related Supports, Lesson 1: Individualized Supports.

The best sustainable structured activity for this situation is to coach the material handler to build relationships with co-workers who take lunch and return to work at the same time. This option supports the core values and principles of employment support, such as self-determination, inclusion, and natural supports. By encouraging the material handler to socialize with his co-workers, he can benefit from peer modeling, accountability, and positive reinforcement. He can also feel more connected and valued at his workplace, which can increase his motivation and satisfaction. This option is also sustainable, as it does not rely on external or artificial interventions that may not be available or effective in the long term.

The other options are not as good as option A, for the following reasons:

• Option B: Referring to an assistive technology person to inquire if anything can help with time management is not a bad idea, but it may not be the most effective or appropriate solution for this situation. Assistive technology can be helpful for some individuals with disabilities who need specific tools or devices to perform their job tasks, but it may not address the underlying reasons why the material handler is returning late from lunch breaks. Assistive technology can also be costly, inaccessible, or incompatible with the work environment or the individual’s preferences. Therefore, this option is not the best sustainable structured activity for this situation.
• Option C: Having a parent, friend, or job coach call him to monitor time spent on lunch is not a good option, as it violates the core values and principles of employment support, such as self-determination, dignity, and respect. This option implies that the material handler is not capable of managing his own time or making his own decisions, and that he needs constant supervision or reminders from others. This option can also create dependency, resentment, or embarrassment for the material handler, and can damage his relationship with his employer or co-workers. Therefore, this option is not a good sustainable structured activity for this situation.
• Option D: Instructing the supervisor to remind him when to return to work is also not a good option, as it does not support the core values and principles of employment support, such as empowerment, inclusion, and natural supports. This option places the responsibility andburden on the supervisor, who may not have the time, skills, or interest to do so. This option can also create conflict, tension, or mistrust between the material handler and his supervisor, and can undermine his autonomy and confidence. Therefore, this option is not a good sustainable structured activity for this situation.

References:

• APSE CESP Practice Exam
• APSE CESP Exam Content Outline
• APSE CESP Study Guide