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• U.S. Department of Labor, Office of Disability Employment Policy. Survey of Employer Perspectives on the Employment of People with Disabilities. Technical Report , November 2008.
• Meta-analysis: employer discrimination accounted for a substantial part of the wage differential (Baldwin & Johnson, 2006)
• National surveys of employers: Pre-conceived attitudes and lowered expectations are significant barriers to people with disabilities finding employment (Bruyere, 2000; Dixon, Kruse & VanHorn, 2003)
• Various types of negative expectations lie behind this discrimination (Schur, Kruse & Blanck (2005):
– Low performance expectations – Negative assumptions about co-worker and customer reactions– Pre-conceived ideas about which types of jobs are “appropriate” for people with disabilities
• Discrimination persists even when applicants with disabilities are rated as equally qualified (Drehmer & Bordieri, 1985)
• Laboratory experiments: Out of 13 simulation experiments involving attitudes toward hiring people with disabilities, 10 found that “applicants” with disabilities with the same credentials as others were rated significantly lower on perceived future performance potential and promote-ability (Colella, Denisi & Varma, 1998)
• Discrimination in hiring process may be more hidden and less measurable than other types of discrimination in employment processes (e.g. promotion, termination or accommodation)
21.2% Percent of working age people with disabilities employed full-time/full-year
56.7% Percent of working age people without disabilities employed full-time/full-year
By the numbers*…
About income in 2007…
$38,400 Median income of households that include any working-age people with disabilities in the US was $38,400
$61,000 Median income of households that do not include any working-age people with disabilities in the US was $61,000
*Source Erickson, W., & Lee, C. (2008). 2007 Disability Status Report: The United States. Ithaca, NY: Cornell University Rehabilitation Research and Training Center on Disability Demographics and Statistics.
•Yet, mid-level managers might be more important as gate-keepers & decisions makers
•Transition from transactional to strategic HR practice might heighten the importance of mid-level managers as arbiters of employment lives of people with disabilities
Increased volatility & fluidity in how work gets done.
“The Blur”*“The late, great job.”**
…And the late, great essential function.
What will this mean given Americans with Disabilities Amendments Act?
*Blur: The Speed of Change in the Connected Economy by Stanley Davis and Christopher Meyer, Warner Publishing, 1999.** Job Shift: How to Prosper in a workplace without jobs. William Bridges, Perseus Books, 1994.
Are job-seekers with disabilities being prepared for employment sectors that are vulnerable to being moved to the contingent workforce (outsourced)
or of disappearing overseas?
Bureau of Labor Statistics projections: people with disabilities are under-represented in the fastest-growing occupations and over-represented in employment sectors with fastest rate of decline (NCD Report, 2007)
There would be an additional 860,000 jobs for people with disabilities if they were being prepared for occupations with the highest rate of job growth (Kruse & Schur, 2006)
The % of HR Prof.s who expect hiring in their organizations to
increase minus the % who expect it to
decline
Source: Society Source: SHRM Leading Indicators of National Employment: Employment Expectations. SHRM Outlook Special Supplement to HR Magazine, pages 4 – 6, Society for Human Resource Management: 2009.
Source: Society Source: SHRM Leading Indicators of National Employment: Employment Expectations. SHRM Outlook Special Supplement to HR Magazine, pages 4 – 6, Society for Human Resource Management: 2009.
Movement toward competency-based hiring; movement away from task-based or “essential functions” hiring
•About 75% of organizations report using some form of competency-based hiring (Van Der Heijde & Van Der Heijden, 2006)
•Competencies—deep, underlying knowledge, behaviors and commitments that predict high performance in a broad range of job categories. (Sources: McClellend & McClelland, 1995; Spencer, 1996; McLagan, 1996; Boyatzis, 2003)
•Formed either through internal study of high performers or purchased “off the shelf”
•Though different studies have different findings, according to Goleman, McGee & Boyatzis (2003), EI predicts about 60% of high performance in the workplace
•SHRM 2006 Outlook survey: About 70% of employers include EI in their hiring practice
•Different formulations—usually focus on about 5 – 7 areas of emotional intelligence
Rapid rise in number of employers using online hiring systems
Target website lawsuit brought this issue to the forefront
Studies of IT and the workplace--Erickson (2002) and Bruyere, Erickson & VanLooy (2005)
(2002) Vast majority of recruiting/hiring sites not accessible: only UPA & IBM accessible(2005) Only 13% employer-respondents familiar with guidelines for accessible web design
Hiring “kiosks” being used more extensively (World Privacy Forum, 2003):Blockbuster deployed an estimated 4,000 employment kiosks in 2000 Albertsons deployed an estimated 2,300 employment kiosks in 2003 Sports Authority and Sears have greatly increased use of kiosks
– 87% respondents will switch from one product to another (price and quality being equal) if the other product is associated with a good cause (an increase from 66% in 1993)
– Brands that can engage customers emotionally command prices significantly higher than the competitors
– 72% of employees want their employers to do more to support a cause (up from 52% in 2004)
What a company “stands for” matters for how customers make buying decisions
Employers are aware of an upcoming talent shortage, but are postponing their response
2006 survey of organizational leaders. The most commonly cited concern for respondents’ business future is lack of talent and inability to retain and develop talent (Wellins, & Caver, 2006)
According to the SHRM 2008 Survey•21% of employers said retaining retiring workers is part of their HR strategy for 2009•61% said it would be part of their HR strategy within the next five years
What does this mean? Despite the current economic meltdown, there is an upcoming “teachable moment” for VR professionals to reach employers