11. 22 Employer Best Practices in Employing People with Disabilities Susanne M. Bruyère Employment and Disability Institute Lisa H. Nishii Human Resource.

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22

Employer Best Practices in Employing People with Disabilities

Susanne M. Bruyère Employment and Disability Institute

Lisa H. NishiiHuman Resource Studies

November 12, 2008

www.ilr.cornell.edu

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Presentation Objectives

• Examine workplace factors which may contribute to ongoing barriers in the successful hiring, retention, and career advancement of employees with disabilities

• Identify workplace policies and practices which address barriers & contribute to more effective hiring, accommodations, retention and engagement of people with disabilities

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Importance of Employment Focus

• People with disabilities continue to be significantly un- under-employed, compared to their nondisabled peers.

• Claims of discrimination are higher, in comparison to other protected groups.

• The ADAA provides an opportunity to re-examine and improve workplace practices, especially in light of an aging workforce.

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Presentation Overview

• Employment gap for people with disabilities• Areas (disability type/employment process)

of disability employment discrimination• Continuing barriers to accommodation and

employment disability nondiscrimination• Ways to address those barriers• Disability as a diversity issue• Workplace culture and disability inclusion

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Employment Gap (Ages 21-64)

79.7%

36.9%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

People with DisabilitiesPeople without Disabilities

Gap=42.8%

Source: Calculations by W. Erickson, Cornell University, Employment and Disability Institute, using the American Community Survey (ACS) 2007. Research funded by the USDE-NIDRR.

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Percentage of ADA Charges by Basis (Top 5 Disabilities), 1993-2007

0.00

0.02

0.04

0.06

0.08

0.10

0.12

0.14

0.16

0.18

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Orthopedic/Structural BackImpairmentRegarded as Disabled

Nonparalytic OrthopedicImpairmentDepression

Diabetes

Source: Calculations by M. Bjelland, Cornell University, Employment and Disability Institute, using the EEOC IMS files, 1993-2007. Research funded by the USDE-NIDRR.

88

Percentage of ADA Claims by Issue (Top 5), 1993-2007

0.00

0.10

0.20

0.30

0.40

0.50

0.60

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Discharge

ReasonableAccommodation

Terms/Conditions

Harassment

Hiring

Source: Calculations by M. Bjelland, Cornell University, Employment and Disability Institute, using the EEOC IMS files, 1993-2007. Research Funded by the USDE-NIDRR.

99

Number of Charges by Statute per 10,000 People in the Labor Force with

Protected Class Characteristics, 1993-2007

0

10

20

30

40

50

60

70

80

90

100

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

ADA

ADEA

Title VIIFemale

Title VIINonwhite

Source: Calculations by M. Bjelland, Cornell University, Employment and Disability Institute, using the EEOC IMS files, 1993-2007. Research funded by the USDE-NIDRR.

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Public Policy Factors

•Social Security Benefits

•Work Incentives•Health Care Coverage

•Nondiscrimination Legislation

•Workforce Development Initiatives

Individual Factors

•Nature of disability/impairment

•Prior work experience•Prior training•Family/social supports

Systems / Organizational

Factors•Efficacy/philosophy of state VR service delivery systems

•Efficacy/philosophy of community-based support services

•Employer policies and practices

Factors Impacting Successful Employment Outcomes for People with Disabilities*

*Illustrative, not exhaustive, list

1111

53

6

3

9

54

3

109

46

32

25

8

36

1514

10

0

5

10

15

20

25

30

35

40

Percent

recruitinglocations

accessible

changewording jobapplication*

changinginterviewquestions

interviewlocations

accessible

modify pre-employment

testing

medical testspost-offer

employeeorientationaccessible

info for hearingimpaired*

info for visuallyor learningimpaired*

restroomsaccessible

Percent Reporting Diffi cult or Very Diffi cult to Make Changes by

Federal/PrivateSectors (of Those Who Made Changes) (S2B1)

Private

Federal

Note: between 10-60% of all organizations did not need to make these changes.Percentages also do not include those who were not able to make the change.

* statistically significantly different across countries (p<.05)

Source: Bruyère, S.  (2000). Disability employment policies and practices in private and federal sector organizations. Ithaca, NY: Cornell University, School of Industrial and Labor Relations Extension Division, Program on Employment and Disability.

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1619

911 12

10

22

43

3134

39

45

49

53

0

10

20

30

40

50

60Percent Yesof all

Respondents

cost of adjustment cost of training cost of supervision attitudes/stereotypes* supervisorknowledge/accom to

make

lack of requisiteskills/training*

lack of related experience

Percent Reporting Barriers to Employment or Advancement for Persons

with Disabilities by Federal/Private Sectors

Private

Federal

* statistically significantly different across sectors (p < .05)

Source: Bruyère, S.  (2000). Disability employment policies and practices in private and federal sector organizations. Ithaca, NY: Cornell University, School of Industrial and Labor Relations Extension Division, Program on Employment and Disability.

1313

26

69

41 43

62

71

58

71

59

71

81

90

0

10

20

30

40

50

60

70

80

90Percent Reporting

Effective or Very Effectiveof All Respondents

employer taxincentives*

short-term outsideassistance

staff training* on-siteconsultation/tech

assistance*

mentoring* visible top-managementcommitment*

Percent Reporting Eff ective or Very Eff ective Means of Reducing

Barriers to Employment for Persons with Disabilities by Federal/Private

Sectors

Private

Federal

* statistically significantly different across sectors (p<.05)

Source: Bruyère, S.  (2000). Disability employment policies and practices in private and federal sector organizations. Ithaca, NY: Cornell University, School of Industrial and Labor Relations Extension Division, Program on Employment and Disability.

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Emerging Issues

• Employers will be asked to make accommodations to retain an aging workforce (as

workforce ages, visual and hearing disabilities become more common, as do upper extremity issues due to arthritic conditions)

• Workplace culture and climate for inclusion is an important factor for the successful employment of diverse populations, including an aging employee population and people with disabilities

• Workplace culture should be a focus of attention

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The Aging Workforce

• The 45 to 54 and 55 to 64 year old U.S. population is projected to grow by nearly 44.2 million (17%) and 35 Million (39%) in the next ten years*

• This group will account for nearly half (44%) of the working age population (20-64) by the year 2010*

• The prevalence of disability grows with age (Figure 1)• By 2010 the number of people with disabilities between the ages

of 50 and 65 will almost double, and will be significantly larger than at any other age**

*From U. S. Census Bureau population projects http://www.census.gov/ipc/www/usinterimproj/ accessed March 17, 2005.

**From “The Economic Consequences of Disability Onset Near Retirement,” mimeo, Robert Weathers 2005.

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Figure 1. Growth in Disability Prevalence by Age

Prevalence = 4.5715e0.0383*Age

R2 = 0.9881

0

10

20

30

40

50

60

70

80

20

24

28

32

36

40

44

48

52

56

60

64

68

72

76

80

84

88

Age

Pre

vela

nce (

%)

Disability Prevalence Rate

Source: NIDRR Demographics and Statistics RRTC at Cornell University’s Employment and Disability Institute, calculations from 2003 ACS PUMS file performed by Robert Weathers, 2005.

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Figure 2. Estimated Growth in Disability Population 2000-2010, By Age

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

20 30 40 50 60 70 80 90

Age

Num

ber

2000

2010

Source: NIDRR Demographics and Statistics RRTC at Cornell University’s Employment and Disability Institute, Disability Prevalence Rates from 2003 American Community Survey (ACS) applied to U. S. Census Bureau population forecasts performed by Robert Weathers. 2005.

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Why Workplace Culture as a Focus?

• Little research has focused to date on culture/context in the work environment that creates an experience of real inclusion for people with disabilities

• Need research on how a company’s “culture”—values, norms, policies, and practices—facilitate or hinder the inclusion and engagement of people with disabilities?

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Disability as a diversity issue

• Attention to people with disabilities has been noticeably lacking from the diversity agenda– In research– In practice

• Can extrapolate from more general diversity research to understand importance of inclusion, but also need research that explicitly focuses on people with disabilities

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What is Inclusion?• Recent rhetoric has switched from a focus on “diversity”

to a focus on “inclusion” • What is the difference?

– Diversity – focus on EEO compliance & representation; access discrimination

– Inclusion – focus on how individuals experience the culture once they enter an organization; more subtle treatment discrimination• Do they have to assimilate in order to be accepted?• Are differences valued and seen as a source of learning?• Are people’s diverse ideas actively sought AND utilized to

improve organizational decision-making and functioning?• Is the value of an idea judged based on its quality or based

on who offers the idea?

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What we know from past research on diversity

The importance of inclusion• Research suggests that the major disadvantages

associated with increased diversity can be: – Stereotyping and group polarization based on demographic

differences– Increased work group conflict and tension– As a result of these experiences, people report being less

satisfied and more likely to turnover

• However, these negative effects are greatly reduced in inclusive contexts

– When the climate is inclusive– When managers are inclusive in the way that they treat their

subordinates

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•Equity (of employment practices) – Extent to which organization’s HR practices ensure a fair and level

playing field for all employees• “The employment/HR practices of this organization are fairly implemented.”

•Openness (of work environment to differences) – Extent to which employees can be authentic and still accepted (vs

having to construct public representations)• “This organization is characterized by a non-threatening environment in which

people can reveal their “true” selves.”

•Inclusion (in decision making) – Extent to which the organization actively seeks and utilizes the full

participation of employees• “Employees are encouraged to challenge “status quo” thinking as a means of

stimulating organizational improvement.”

What we know from past research on diversity

Elements of an inclusive climate

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• People who experience the climate to be inclusive report higher levels of:– organizational commitment– Satisfaction– Feeling supported by the organization, feeling they can count on the

organization– Willingness to engage in citizenship behaviors

• Diverse groups with more inclusive climates:– Experience lower levels of conflict– Whatever conflict is experienced increases satisfaction rather than

decreases it!

What we know from past research on diversity

Why inclusive climates matter

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Managers who create inclusive climates also:– Treat employees with respect and dignity– Are sensitive to people’s personal needs– Are transparent about how decisions are made– Are careful about collecting accurate information when making

decisions so as to reduce biases– Are concerned about the fairness of people’s outcomes

(opportunities, pay, scheduling, etc.)– Are careful about doing what they say– Are flexible– Promote cooperation and highlight the value of people’s diverse

backgrounds

What we know from past research on diversity

Managers’ behaviors influence inclusive climates

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Assessing inclusion in a manager’s “ingroup”:1. I usually know how satisfied my managers is with what I do.

2. I feel that my manager understands my problems and needs.

3. I feel that my manager recognizes my potential.

4. If necessary, my manager would use his or her power and influence to help me.

5. I can count on my manager to support me even when I’m in a tough situation at work.

6. I would support my manager’s decisions even if he or she was not present.

7. I have an effective working relationship with my manager.

What we know from past research on diversity

Inclusion in managers’ ingroups

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– Employees who are in their managers’ ingroup enjoy many benefits• Better access to resources, opportunities, responsibilities• Higher commitment, satisfaction, engagement• Lower levels of harassment from coworkers

– Why? • Employees in managers’ ingroup are conferred “high status”

– The overall pattern of inclusion in a manager’s ingroup matters for group dynamics:• When managers develop high-quality relationships with some

subordinates but not others, feelings or resentment and exclusion hamper cooperation, cohesion, and harmony, and increase turnover

What we know from past research on diversity

Inclusion in managers’ ingroups

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Other aspects of the Workplace Environment/Culture that matter

• Perceptions of Human Resource (HR) Practices– Perceived fairness of work arrangements and HR practices for individual

employees– Distributive, Procedural, and Interactional justice

• Perceptions of climate– Climate for Inclusion– Discrimination against members of specific identity groups (people with

disabilities, racial minorities, aging workers, women, etc.)• Perceptions of Managers

– Managerial diversity behaviors– Quality of relationship with manager

• Perceptions of one’s relationship with the organization & job– Perceived organizational support– Perceived “fit” between one’s values/skills and those of one’s group/job– Psychological empowerment enjoyed on the job– Conflict with/among coworkers

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Experiences of Workplace Environment/Culture

• Unfortunately, past research indicates people’s perceptions of these aspects of the workplace environment differ significantly based on demographic background (e.g., race, gender, hierarchical position, tenure, and sometimes age)

• Perceptions of the work environment matter because they predict:

– Commitment – Job satisfaction– Turnover – Willingness to engage in citizenship behaviors

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Future Research Needs

• Very little of the diversity literature has focused specifically on people with disabilities

• Need research that focuses on the way in which people with disabilities experience their work environment, culture/climate, leadership, etc.

– This is the focus of our ongoing research

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Forthcoming Research

• Funded by USDOL Office of Disability and Employment Policy to Syracuse U. (Grant No. #E-9-4-6-0107)

• A consortium of six universities/orgs. (Syracuse, Rutgers, Cornell, Georgia Institute of Technology, West Virginia University, and Human Futures Inc.)

• Each entity conducted a common survey and also conducted focus groups and interviews in one org.

• Further information coming in 2009.

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Resources for Future Reference

• Further information about this study – – Susanne Bruyère, [email protected]– Lisa Nishii, [email protected]

• Cornell brochures on workplace accommodations, HR policies and practices – www.hrtips.org

• Cornell state and national disability statistics – www.disabilitystatistics.org

• Cornell University ILR School and EDI – – www.ilr.cornell.edu; www.ilr.cornell.edu/edi