CESP Exam Dumps : Certified Employment Support Professional (CESP)

The LEAST appropriate FIRST step is to help her get a small business loan. This would be premature and risky, as it would involve committing to a financial obligation without having a clear and realistic business plan. It would also bypass the important steps of assessing her strengths, interests, needs, and goals, as well as researching the market and the feasibility of her business idea. The other options are more appropriate and helpful because:

• A. Visiting local businesses would help her to learn from other entrepreneurs, network with potential partners or customers, and identify the opportunities and challenges of running a business in her community.
• B. Determining her prior work experience would help her to evaluate her skills, knowledge, and abilities, as well as her areas of improvement and development. It would also help her to showcase her qualifications and achievements to potential investors or lenders.
• C. Learning why she wants to start her own business would help her to clarify her vision, mission, and values, as well as her motivation and passion. It would also help her to set realistic and attainable goals and objectives for her business. References:
• CESP Candidate Handbook, page 12, Domain 2: Individualized Employment and Career Planning, Task 2.20: Self-employment resources for job seeker, Knowledge of 2.20.1: Self-employment options and resources
• CESP Practice Exam, question 5, answer C: The job seeker’s strengths, interests, needs and conditions for employment.

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 CESP certification is based on the principles of individualized, integrated, and competitive employment for people with disabilities1. One of the core values of this approach is to promote the self-determination and empowerment of the individuals being supported2. This means that the employment support professionals should respect the preferences, choices, and goals of the individuals, and help them develop the skills and confidence to achieve their desired outcomes2.

The options A, B, and C are examples of reasonable supports that align with these principles. They provide Susan with visual, auditory, or human cues that can help her remember the sequence of her tasks, without interfering with her autonomy or productivity. They also allow her to use the tools or strategies that work best for her learning style and preferences. These supports can be faded over time as Susan becomes more familiar and comfortable with her job3.

The option D, however, is an example of an unreasonable support that violates these principles. It implies that the store manager does not trust Susan to perform her tasks correctly, and that he or she needs to monitor and control her every hour. This can undermine Susan’s self-esteem, motivation, and satisfaction with her job. It can also create a negative or hostile relationship between Susan and her manager, and affect her integration and inclusion in the workplace. Moreover, it can be disruptive and inefficient for both Susan and the manager to have such frequent check-ins, especially if they interfere with their other duties or responsibilities. References: