Maximizing Meaningful Disability Workplace Inclusion Susanne Bruyère, Ph.D . (smb23@cornell.edu) Employment and Disability Institute, ILR School Cornell University American Psychological Association Annual Convention 2014 Distinguished Contributions to the Advancement of Disability Issues in Psychology August 9, 2014 Research described funded by the U.S. Department of Education National Institute on Disability and Rehabilitation Research to Cornell University for a Employer Practices Related to Employment Outcomes among Individuals with Disabilities Rehabilitation Research and Training Center (grant #H133B100017).
Why Disability Focus is Important • Significant part of the U.S. and global population (24% of American households and 15% or one billion people globally) • A natural part of the human condition; crosses every population/national boundary • Continued economic and employment disparities (in U.S. participation rates half) • Continuing violations of human rights
Why Employment Is Important • Economic independence • Provide a meaningful place in society • Ability to contribute talents and skills • Enhanced sense of self-worth • Enhanced health, physical and mental well-being • A right of each American/global citizen • Yet, significant disparities continue
Employment Focus Points • Equitable workforce preparation • Recruitment and hiring • Retention • Accommodation and accessibility • Advancement/promotional opportunities • Meaningful workplace inclusion
Survey of SHRM Membership • Over 250,000 members; stratified sample across industries and org. sizes • Online/phone based survey focused on: o Recruitment and Hiring o Accessibility and Accommodation o Retention and Advancement o Barriers, Metrics and Training • Data collected fall of 2011 • Response rate: 23% (n=662) Cornell/SHRM 2011 Employer Survey 5
Barriers to Employment or Advancement Attendance of people with disabilities 9% Cost of training 9% Additional cost of supervision 9% Productivity and performance 13% Attitudes/stereotypes 16% Cost of accommodations 19% Supervisor knowledge of accomm. 23% Lack of requisite skills and training 30% Lack of related experience 35% Lack of qualified applicants 50% Cornell/SHRM 2011 Employer Survey 6
Recruitment and Hiring Policies and Practices Includes people with disabilities explicitly in its diversity and 61% 39% inclusion plan. (n = 567 ) Requires sub-contractors/suppliers to adhere to disability 59% 41% nondiscrimination requirements. (n = 525) Trains HR staff and supervisors on effective interviewing of people 42% 58% with disabilities. (n = 580) Has relationships with community organizations that promote the 57% 43% employment of people with disabilities. (n = 568) 47% 53% Actively recruits people with disabilities. (n = 574) Yes No Cornell/SHRM 2011 Employer Survey 7
Recruitment and Hiring Policies and Practices Has senior management that demonstrates a strong commitment 40% 60% to disability recruitment and hiring. (n =555) Takes advantage of tax incentives for hiring people with disabilities (e.g., Small Business Tax Credit, Architectural/ Transportation Tax 27% 73% Deduction, or Work Opportunities Tax Credit). ( n = 467) Has explicit organizational goals related to the recruitment or 27% 73% hiring goals for people with disabilities in the performance appraisals of senior management. (n = 540) Participates in internships or similar programs that target people 20% 80% with disabilities. (n =525) Includes progress toward recruitment or hiring goals for people 18% 82% with disabilities in the performance appraisals of senior management. Yes No (n = 547) Cornell/SHRM 2011 Employer Survey 8
Accessibility and Accommodation Policies and Practices Has a designated office or person to address 75% 25% accommodation questions. (n = 613) Allows an employee to exceed the maximum duration of 73% 27% medical leave as an accommodation. (n = 557) Requires training for supervisors on legal requirements of 73% 27% disability non-discrimination and accommodation. (n = 585) Has an established grievance procedure to address 68% 32% reasonable accommodation issues. (n = 582) Evaluates pre-employment occupational screenings to 65% 35% ensure they are unbiased. (n = 547) Yes No Cornell/SHRM 2011 Employer Survey 9
Accessibility and Accommodation Policies and Practices Provides advance notice to job applicants that reasonable 63% 37% accommodations are provided during the job application process. (n = 552) Has a formal (i.e., written, documented) decision-making 47% 53% process for the case-by-case provision of accommodations . (n = 558) Regularly reviews the accessibility of its on-line application 30% 70% system to people with visual, hearing, finger, dexterity, and cognitive impairments . (n = 481) Has a centralized accommodations fund (i.e., company-wide 20% 80% fund to provide accommodations for people with disabilities). (n = 505) Yes No Cornell/SHRM 2011 Employer Survey 10
Retention and Advancement Policies and Practices Has a return-to-work or disability management program for 81% 19% employees who are ill/injured or become disabled. (n = 595) Encourages flexible work arrangements for all employees (e.g., 59% 41% flextime, part-time, telecommuting). (n = 599) Employees are invited to confidentially disclose whether they 42% 58% have a disability (e.g., staff surveys). (n = 580) Has a structured mentoring program to support employees 18% 82% with disabilities. (n = 578) Yes No Cornell/SHRM 2011 Employer Survey 11
Retention and Advancement Policies and Practices Offers special career planning and development tools for 17% 83% employees with disabilities. (n = 572) Has a disability-focused employee network (e.g., an 14% 86% employee resource group or affinity group). (n = 581) Has explicit organizational goals related to retention and 13% 87% advancement of employees with disabilities. (n = 543) Includes progress toward retention and advancement 91% 9% goals for employees with disabilities in the performance appraisals of senior management. (n = 542) Yes No Cornell/SHRM 2011 Employer Survey 12
Creating a Disability Inclusive Workplace Rehabilitation and I/O Psychology collaboration
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 Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit managers. 14
Inclusive Climates – 3 Dimensions Fairness of employment practices •Do employment practices perpetuate stereotypes by favoring members of some demographic groups over others? •In order to “buy” message of inclusion, employees have to perceive HR practices to be fair Cultural integration of differences •Does the culture value integration of differences or expect assimilation to dominant norms? •Can employees enact and engage their “whole” selves? •Is there an expectation that everyone is both a teacher and learner? Inclusion in decision-making •Are perspectives of diverse workforce actively sought and incorporated into decision making and core operational processes? • Do employees and managers share a common commitment to working through differences as a source of insight and skill? Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit managers. 15
Details on People with Disabilities Employees with disabilities report that they experience : • Less “fit” between their skills and demands of the job • Less empowerment on the job Less (perceived) organizational support • • Lower levels of procedural and interactional justice during the accommodation process • Their work arrangements to be less fair (especially fairness of job responsibilities and access to mentors) Lower quality relationships with their managers • • Their units and managers’ behaviors to be less inclusive Perhaps therefore : • Lower organizational commitment and job satisfaction • But turnover intentions are not any higher Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit managers. 16
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 Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit managers. 17
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