New regulations from the federal government are aimed squarely at motivating employers to more actively recruit, hire, promote, and retain employees with disabilities.
While the regulations are particularly important for employers who are federal contractors, employers who are not federal contractors will almost certainly experience increased competition for this diverse and largely untapped talent pool.
In this webinar, Cornell University Professor Susanne M. Bruyère provides an overview of workplace policies and practices that facilitate the recruitment, hiring, retention, advancement and inclusion of people with disabilities, with an emphasis on creating a culture where people with disabilities are comfortable asking for accommodations and disclosing their disabilities.
Finally, we will discuss how companies can self-assess their effectiveness in moving toward a truly disability-inclusive workplace.
Susanne M. Bruyère, Ph.D., CRC, is Professor of Disability Studies, the Director of the Employment and Disability Institute, and Associate Dean of Outreach at Cornell University’s ILR School in Ithaca, N.Y. Dr. Bruyère is currently Project Director and Co-Principal Investigator of numerous federally-sponsored research, dissemination, and technical assistance efforts focused on employment and disability policy and effective workplace practices for people with disabilities including: the Rehabilitation Research and Training Center on Employer Practice to Improve Employment Outcomes for Persons with Disabilities; and the Organizational Practices to Increase Employment Opportunities for People with Disabilities: The Power of Social Networks.
She is a past president of the Division of Rehabilitation Psychology (22) of the American Psychological Association, the American Rehabilitation Counseling Association, and the National Council on Rehabilitation Education. She holds a doctoral degree in Rehabilitation Counseling Psychology from the University of Wisconsin-Madison, is a Fellow in the American Psychological Association, a member of the National Academy of Social Insurance, and currently serves as an Executive Board Member of the Division of Rehabilitation Psychology (22) American Psychological Association, a past-chair of GLADNET (the Global Applied Disability Research and Information Network on Employment and Training), and a past-chair and current Board Member of CARF (rehabilitation facility accreditation organization).
Building a Disability-Inclusive Workplace [webinar]
1. Building a Disability-Inclusive
Workplace
April 15, 2015
1
Susanne Bruyère
Director, Employment &
Disability Institute (EDI)
smb23@cornell.edu
This webinar is sponsored in part by the Cornell University Employer Practices RRTC funded through a grant from the U.S. Department
of Education, National Institute on Disability and Rehabilitation Research (Grant No. H133B100017). The contents of the webinar do not
necessarily represent the policy of the Department of Education or any other federal agency, and you should not assume endorsement
by the Federal Government (Edgar, 75.620 (b)). The views presented are not necessarily endorsed by Cornell University or the National
Institute on Disability and Rehabilitation Research (NIDRR).
3. The
big
picture
Sec.on
503
Who
must
comply:
Employers
with
federal
contract
or
subcontract
of
>$10,000
Who
has
rights:
Anyone
with
a
disability
as
defined
by
ADAAA
VEVRAA
Who
must
comply:
Employers
with
federal
contract
or
subcontract
of
>$100,000
Who
has
rights:
Several
categories
of
veterans,
including
“disabled
veterans”
Both
• Took
effect
March
24,
2014
• Enforced
by
OFCCP
of
the
US
DOL
5. Most Common Issues Cited on ADA
Charges: 2005-2010
Condition Percent of Charges
Discharge
58.4
Reasonable
Accommoda7on
28.2
Terms
and
Condi7ons
19.8
Harassment
14.8
Discipline
8.6
Hiring
6.7
Note: a charge may cite one or more issues.
Von Schrader, S. (2011). Calculations from EEOC Charge Files. RRTC on Employer Practices Related to Employment Outcomes
Among Individuals with Disabilities. Ithaca, NY: Cornell University, ILR School, Employment and Disability Institute.
5
6. Most Common Specific Conditions
Cited on ADA charges: 2005-2010
Condition Percent of Charges
Orthopedic/Structural
Back
Impairment
9.3
Non-‐paraly7c
Orthopedic
Impairment
6.9
Depression
6.0
Diabetes
4.6
Heart/Cardiovascular
3.6
Anxiety
Disorder
3.5
Cancer
3.2
Hearing
Impairment
3.1
Manic
Depression
(Bi-‐Polar)
3.1
Note: a charge may cite more than one basis.
Non-specific conditions were not included in the table: Other Disability 26.7%; Retaliation 17.7%; Regarded as Disabled 12.8%
Record of disability 4.8%; Other 3.6%
Von Schrader, S. (2011). Calculations from EEOC Charge Files. RRTC on Employer Practices Related to Employment
Outcomes Among Individuals with Disabilities. Ithaca, NY: Cornell University, ILR School, Employment and Disability Institute.
6
9. Benefits of Inclusive Climates
1. Across multiple samples, data show members of
historically marginalized groups (e.g., women, ethnic
minorities, people with disabilities, aging workers)
experience less discrimination and overall better work
experiences in inclusive units
2. The demographic-based differences in experiences of
“fit,” perceived fairness, harassment, engagement
perceived organizational support that are commonly
seen disappear in inclusive units, thereby enabling
better group functioning
– Higher cohesion, better information exchange
– Less conflict and miscommunication
– More creative; higher financial performance
9
Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit
managers.
12. Perceptions of Climate for Inclusion
Fairness of employment practices
When employees perceive the organization is effective at hiring
people with disabilities, supporting disability networks, and
including disability in diversity policy, they perceive employment
practices to be fairer overall.
Openness of the work environment
Managers’ perceptions of the openness of the work environment
predict discrimination experienced by employees with disabilities.
Inclusion in decision-making
The more inclusive the decision-making environment, the more
psychologically empowered employees feel, the more they feel
supported and valued by the organization, and the less conflict they
experience in their group.
12
Disability Case Study Research Consortium, 2008.
13. Experiences Are Better In Inclusive Units
Individuals with disabilities who work in inclusive
climates report significantly
– Greater success at having their accommodation
requests granted
– Greater coworker support of their accommodations
– Better experiences of procedural and interactional
justice during accommodations
– Lower levels of disability harassment/discrimination
– Higher organizational commitment and satisfaction
– Lower turnover intentions
13
Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit
managers.
24. Retention and Advancement
Policies and Practices
24
Cornell/SHRM 2011 Employer Survey
18%
42%
59%
81%
82%
58%
41%
19%
Yes
No
Has
a
structured
mentoring
program
to
support
employees
with
disabili.es.
(n
=
578)
Employees
are
invited
to
confiden.ally
disclose
whether
they
have
a
disability
(e.g.,
staff
surveys).
(n
=
580)
Has
a
return-‐to-‐work
or
disability
management
program
for
employees
who
are
ill/injured
or
become
disabled.
(n
=
595)
Encourages
flexible
work
arrangements
for
all
employees
(e.g.,
flex.me,
part-‐.me,
telecommu.ng).
(n
=
599)
25. Retention and Advancement
Policies and Practices
25
Cornell/SHRM 2011 Employer Survey
9%
13%
14%
17%
91%
87%
86%
83%
Yes
No
Includes
progress
toward
reten.on
and
advancement
goals
for
employees
with
disabili.es
in
the
performance
appraisals
of
senior
management.
(n
=
542)
Has
a
disability-‐focused
employee
network
(e.g.,
an
employee
resource
group
or
affinity
group).
(n
=
581)
Offers
special
career
planning
and
development
tools
for
employees
with
disabili.es.
(n
=
572)
Has
explicit
organiza.onal
goals
related
to
reten.on
and
advancement
of
employees
with
disabili.es.
(n
=
543)
27. Effects of selected practices on hiring PWDs
Organizations with: Increased likelihood of hiring:
• Internships for PWDs : 5.7 times
• Strong senior management commitment: 4.8 times
• Explicit PWD organizational goals : 4.1 times
• Actively recruiting PWD: 3.2 times
• Including PWD in diversity & inclusion plan: 3.2 times
• Relationships with community orgs: 2.7 times
27Erickson, W., von Schrader, S., Bruyère, S., VanLooy, S., & Matteson, D. (in press). Disability-inclusive employer practices and hiring of individuals with disabilities. Journal
of Rehabilitation Research, Policy and Education.
36. Accommodation Requests
Across our surveys, about 50% of people with
disabilities had requested accommodation
• Less than 3% reported not requesting accommodation
because of fear of negative consequences.
• For private sector, “Knowledge of unsuccessful
requests by others” was ranked highest reason (this
was lowest worry for public sector).
• Federal employees most feared “limitations on future
opportunities.”
• “Being treated differently by supervisor” was the second
most important fear for both groups.
36
Sources: Nishii & Bruyère (2013, 2014), Rubineau (2013). Presentations on unpublished survey data
37. Under what conditions are employees
more likely to disclose their disability?
When cues in their organizational environment indicate it is safe to do so:
1 Perceived fairness of HR practices
2 Pro-disability climate
3
Perceived management commitment to
disability
4
Perceptions that disability advisory/employee
resource group is effective
37
Nishii, L., & Bruyere, S. (2013). Inside the workplace: Case Studies of Factors Influencing Engagement of People with Disabilities. A
research brief to summarize a presentation for a state of the science conference entitled Innovative Research on Employment Practices:
Improving Employment for People with Disabilities held October 22-23, 2013 in Crystal City, MD.
40. Creating an Environment that
Encourages Disclosure
Demonstrate disability inclusiveness
through:
– Actively recruiting people with disabilities
– Conducting disability awareness training for staff
– Enacting flexible workplace policies
– Having fair systems to address complaints
– Creating accessible workplaces
– Fostering supportive supervisor-staff relationships
– Including disability in the diversity statement
40
von Schrader, S. Malzer, V., Erickson, W., & Bruyère , S. (2010). Emerging Employment Issues for People with Disabilities: Disability Disclosure,
Leave as a Reasonable Accommodation, Use of Job Applicant Screeners. http://digitalcommons.ilr.cornell.edu/edicollect/1288
41. Creating an Environment that
Encourages Disclosure
Avoid:
– Focusing on disability
– Treating employees with disabilities differently
in relation to:
• Interpersonal interactions
• Opportunities for advancement
• Performance reviews
• Hiring/termination
41
von Schrader, S. Malzer, V., Erickson, W., & Bruyère , S. (2010). Emerging Employment Issues for People with Disabilities: Disability Disclosure,
Leave as a Reasonable Accommodation, Use of Job Applicant Screeners. http://digitalcommons.ilr.cornell.edu/edicollect/1288
43. Positive Workplace Culture Factors
Disability-friendly cultures have:
• Top management support for the employment of people
with disabilities
• An emphasis upon a business case for employing people
with disabilities
• Disability initiatives aligned with corporate strategy
• Disability philosophy that focuses on abilities rather than
upon disability
• Systematic accommodation policies and procedures
• Systems to address supervisors’ and coworkers’
negative attitudes and concerns
43
Colella & Bruyere, 2010, p. 494, 496, citing Legnick-Hall, 2007.
44. Positive Workplace Culture Factors (con’t)
• Partnerships with community resources and schools to
recruit people with disabilities.
• Affinity groups, task forces, and information
clearinghouses related to disability.
• Employee diversity training and orientations that address
disability issues.
• Systems to monitor the progress of individuals with
disabilities within the organization.
• Means of publicizing the achievements of people with
disabilities.
• Procedures for examining personnel policies that could
stimulate the hiring of more people with disabilities.
44
Colella & Bruyere, 2010, p. 494, 496, citing Legnick-Hall, 2007.
47. % Organizations tracking disability metrics
47
32
29
23
18
17
14
11
0
5
10
15
20
25
30
35
Data
on
accommoda7ons
(e.g.,
types
and/or
costs)
Number
of
job
applicants
hired
Number
of
job
applicants
Employee
reten7on
and
advancement
Grievances
from
employees
with
disabili7es
Compensa7on
equity
Turnover
rate
for
employees
with
disabili7es
Erickson, W. von Schrader, S. Bruyère, S & Sara VanLooy, S. (2013) The Employment
Environment: Employer Perspectives, Policies, and Practices Regarding the Employment
of Persons with Disabilities. Rehabilitation Counseling Bulletin
http://rcb.sagepub.com/content/early/2013/11/14/0034355213509841.full.pdf
48. Metrics Tracked by Organizations
48
65
60
46
41
29
23
18
14
Number
of
job
applicants
Number
of
job
applicants
Employee
reten.on
and
Compensa.on
equity
By
Disability
Erickson, W. von Schrader, S. Bruyère, S & Sara VanLooy, S. (2013) The Employment
Environment: Employer Perspectives, Policies, and Practices Regarding the Employment
of Persons with Disabilities. Rehabilitation Counseling Bulletin
http://rcb.sagepub.com/content/early/2013/11/14/0034355213509841.full.pdf