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Demand-Side Factors Related
 to Hiring and Retaining of
  People with Disabilities



           Fong Chan, Ph.D.
                 Professor
  Department of Rehabilitation Psychology
     University of Wisconsin- Madison
Demand-Side Employment
   A recent National Organization on Disability report (2007)
    indicated that only 35% of working-age people with chronic
    illness and disability are employed comparing to 78% of those
    without disabilities.
   Two-thirds of the unemployed persons with chronic illness and
    disability indicated that they would like to work but could not find
    jobs.
   Employment rates for people with disabilities has been hovering
    around 35% in the past two decades, even during the robust
    economy of the 1990s.
   Rehabilitation rates for people with disabilities after receiving
    state vocational rehabilitation services are about 60% varying by
    disability types.


    2
Demand-Side Employment
Research
   There seems to be a limit to what the supply-side
    employment and job placement model can achieve.

   The supply-side approach ignores variables related to
    employer demand (and the interaction of employer
    demand/supply and the environment) as predictors of
    employment outcomes for people with chronic illness
    and disability.




    3
Demand-Side Employment
Research
         United States Unemployment Rates 1950-2005

    12

    10

    8

    6

    4

    2

    0
       55
       60
       65
       70
       75
       80
       85
       90
       95
       00
       50




       05
    19
    19
    19
    19
    19
    19
    19
    19
    19
    20
    19




4   20
Demand-Side Employment
Research




5
Demand-Side Employment
Research
                                               Employment and Disability--1997

    90
    80
    70                                                                                                                  Severe
    60                                                                                                                  Not Severe
    50                                                                                                                  No Disability
    40
    30
    20
    10
    0
         Wheelchair     Cane,     Difficulty     Difficulty   Difficulty w/   Difficulty   Difficulty w/   Difficulty
                      Crutches,    Seeing        Hearing        Speech        Walking         Stairs        Lifting
                       Walker




6
Demand-Side Employment
Research




7
Employment Rates of People
with Disabilities- Netherland




 8
Demand-Side Employment
   The focus of demand-side employment models is on
    the employer and work environment (i.e., occupational
    shifts and industrial change).

   Demand-driven employment strategies must
    emphasize the preparation of persons with disabilities
    for jobs that employers need to fill.

   Rehabilitation counseling professionals must have a
    thorough understanding of the real concerns of
    employers about hiring persons with disabilities and be
    able to address their concerns and needs.

    9
Demand-Side Employment
   The focus of demand-side employment models is on
    job placement of people with all types of disabilities
    and all levels of severity and not just people with
    significant disabilities.

   The focus of demand-side employment is participation
    of people with disabilities in occupations representing
    all levels of complexity from unskilled occupations to
    professional/technical and managerial occupations.



10
Demand-Side Employment
Research Questions
   Does [Wisconsin] have enough workers today?

   Will there be enough workers in the future?

   Do these workers have the skills our businesses are
    demanding?

   What kind of jobs are in demand?




11
Demand-Side Employment
Research Questions
   In the event of a skills gap, what are the reasons for the
    gap and what are the implications?
   What could be done about the skills gap?
   What are employers’ perceptions about people with
    disabilities as skilled and productive workers who can be
    a solution to this skills gap?
   How can we, as rehabilitation counselors, help increase
    the “comfort” level of employers toward hiring and
    retaining people with disabilities in demand occupations?
    (Gilbride & Stensrud, 1992).

12
Globalization




13
Demand-Side Employment
    Employment demand is changing and projected to shift due to
     fundamental structural economic changes.
    What and where lie the greatest and growing areas of
     employment opportunities.
    What do these changes imply in terms of skill requirements.
    Labor demand must be a key driver of skill development.
    The changing demographic makeup in the American work
     force will translate into dramatic changes in hiring and work
     environment structuring. Employers will increasingly have to
     recruit and accommodate people from the non-traditional
     labor pool including minorities and people with disabilities just
     to meet their labor needs.


    14
Demand-Side Employment
Analysis
   Drivers of Labor Market Change:
     Globalization of markets
     Technological change
     Changing customer-driven demands
     Changing patterns of trade
     Changing demographic trends
     Public policy
     Changing skill requirements and requisite job tasks
      within occupations



15
Demand-Side Employment
Analysis
   Demographic makeup is changing (e.g., the ageing
    workforce).
   Structural unemployment may be edging higher in
    certain countries.
   Occupational employment changes vary geographically
    (e.g., the U.S. has been losing manufacturing jobs and
    gaining in services and information technology jobs).
   Employment growth in small businesses—lower wages,
    higher layoff rates, requiring multiple skills and flexibility.
   Organizational structure is changing—flatter and more
    team-based.


16
Demand-Side Employment
Analysis
Components of employment—companies are changing and
  the use of the following three main interacting
  components of employment may increasingly become
  more common:
  1.   A core workforce of full-time full-year workers within
       organizations;
  2.   A group of skilled, self-employed and professional workers
       who work mainly on a contract or project basis either
       chiefly for one organization or a number of different ones;
       and
  3.   A peripheral or contingent group of workers who are
       involved in part-time, temporary or seasonal work, and who
       often are low-skilled.

17
Demand-Side Employment
Analysis
Describing and Quantifying Future Occupational
  Demand—need to focus research efforts to
  gather information even more directly upon the
  demand side in terms of employer needs, their
  hiring decisions, and their workplace training
  decisions.




18
Demand-Side Job Placement
Models for People with Disabilities
     Focus on the employer and work environment (i.e.,
      occupational shifts and industrial change).

     Emphasize the preparation of persons with chronic
      illness and disability for jobs that employers need to fill
      (i.e., demand occupations).

     Provide consulting and training to employers on how to
      better recruit, accommodate, support, and integrate
      workers with disabilities.



 19
Demand-Side Job Placement
Model (Gilbride & Stensrud, 1992)
 1. Increase Demand
      Identify jobs employers have difficulty filling
      Evaluate essential functions, perform cost/benefit analyses on
       levels of accommodations and task restructuring
      Assist employers in developing a recruitment plan and/or training
       program
      Inform public rehabilitation agencies on current and future labor
       requirements of local business
      Collaborate with employers, public rehabilitation, and training
       institutions to provide skills training for persons with disabilities



 20
Demand-Side Job Placement
Model (cont.)
2. Consultation
     Consultation approach, not selling clients
     RCs offer employers expertise in helping employers to solve
      their human resources needs.
     Rehabilitating workplace, not rehabilitating clients
     Function as organization development and human resource
      development consultant




 21
Demand-Side Job Placement
Model (cont.)
3. Employer Needs Focus
     Speak the language of business
     Understand the real concerns of employers and be able to speak
      to their needs
     Understand and know how to help employers get work done
     Help employers view people with disabilities as resources to get
      work done
     Must match people with disabilities carefully for the job
     Match employers with “qualified” and competent workers with
      disabilities


 22
Demand-Side Job Placement
Model (cont.)
4. Job Focused

     Increase the number and range of jobs that people with various
      functional limitations can perform within a specific organization
     Work with employers to identify jobs they need to fill, develop
      accommodation strategies, and then find applicants.
     Network with rehabilitation agencies (e.g., public rehabilitation
      agencies, vocational-technical schools, private job placement
      firms, etc.) to have a pool of people with specific capacities and
      characteristics ready to fill the available positions




 23
Demand-Side Job Placement
Model (cont.)
5. Private Funding

     Consultation services provided by RCs should be paid
      by employers
     Public rehabilitation agencies will be part of the
      solution (e.g., paying for the training costs) and not all
      of the solution




 24
Demand-Side Job Placement
Model (cont.)
6. Consultation is Ongoing

  Work with employers and employees to provide on-going
     OD/HRD consultations so that employees with
    disabilities can progress from entry-level positions to
    higher level positions.




 25
Demand-Side Job Placement
Model (cont.)
6. A Business Approach

     Provide quality services to meet the high expectations
      of employers
     Do the best person-job match analysis
     Find people with disabilities who can do the job
     Help employers with their bottom line—i.e., to make a
      profit



 26
Demand-Side Job Placement
Model (cont.)
7. Middle Managers and Line Supervisors Focus

     View middle managers and line supervisors as the
      most important customers to help them solve day-to-
      day problems and to get work done efficiently.
     Make sure that middle managers, line supervisors,
      and co-workers consulted, involved, educated, and
      supported to reduce stress and increase “comfort”
      level of working with people with disabilities



 27
Demand-Side Employment –
Critical Issues
     Changing structure of the workforce and the impact of
      downsizing.
     Increasing use of on-call workers, temporary help
      agencies, and independent contractors.
     Rapid advances in technology requiring the need for
      highly educated, highly skilled workers.
     Employer perceptions, beliefs, and attitudes regarding
      the employment of individuals with disabilities.
     Employer knowledge and use of incentives for hiring
      individuals with disabilities.
 28
Demand-Side Employment –
Critical Issues
     The effect of labor market demand policies and
      economic factors on employment outcomes for
      individuals with disabilities
     Employer-based hiring practices that influence
      employment outcomes and employer understanding of
      the implications of employment practices for individuals
      with disabilities
     Predictors of return to work and workforce participation.




 29
Meta-Analysis of Employment
Skills and Abilities Employers
Demand




30
Taxonomy of Psychological
Constructs
Mental ability. Many employers are interested in how well a job
  applicant can perform mental operations. Mental ability can be
  categorized into general mental ability, applied mental skills, and
  creativity. General mental ability is related to the overall ability to
  learn and process information. Measures of general mental
  ability have found to be related to performance across a range of
  jobs (Schmidt & Hunter, 1998). Applied mental skills refer to the
  application of mental ability (e.g., judgment, decision making,
  problem solving, and planning) to solve organizational issues in
  real-world contexts. Creativity is defined as flexibility of thought,
  originality, and the ability to see beyond current structures and
  operations (Cohen & Swerdlik, 1999).
   Creativity  Job performance (r = .58)
   Applied mental skills  Job performance (r = .28)
   General mental ability  Job performance (r = .24)


 31
Taxonomy of Psychological
Constructs
Knowledge and skills.
Knowledge and skills are related to information already stored in long-
   term memory. Direct measures of job knowledge and skills have
   been found to predict job performance (Schmidt & Hunter, 1998)
      Knowledge and skills  Job performance (r = .42)




 32
Taxonomy of Psychological
Constructs
Basic personality tendencies.
Huffcutt et al. (2001) found a growing preference to measure
   personality traits using the “Big Five” personality dimensions:
   Extroversion, Conscientiousness, Agreeableness (basic desire
   to be liked by and to fit in with other people), Openness to
   experience, and Emotional stability.
   Agreeableness  Job performance (r = .51)




 33
Taxonomy of Psychological
Constructs
Applied social skills.
The ability to function effectively in social situations may be
   influenced by both the underlying personality structure and the
   acquired competencies. Specific applied social skills typically
   evaluated in employment interviews include: oral communication
   skills, interpersonal skills, leadership, and persuasiveness.
   Applied social skills Job performance (r = .39)




 34
Taxonomy of Psychological
Constructs
Interests and preferences.
Interests and preferences in the context of employment interviews
    has been defined as “the verbal profession of interest in an
    object, activity, task, or occupation” (Super, 1949, p. 377).
    Interests and preferences Job performance (r = .24)




 35
Taxonomy of Psychological
Constructs
Organizational fit.
Each organization has its own unique culture or climate, defined by
   characteristics such as values, goals, norms, and attitudes. The
   closer that the values and attitudes of an individual correspond
   to those of the organization, the better the fit between them.
   Organizational fit  Job performance (r = .49)




 36
Taxonomy of Psychological
Constructs
Physical appearance.
Physical attributes. Employers generally assess physical
   characteristics such as health, appearance, attractiveness and
   job-related characteristics such as physical ability, stamina and
   agility.




 37
Employers’ Perceptions of
People with Chronic Illness
and Disability in the Workplace




38
Focus Group Studies
Funded by SPR, Inc., Chicago, Illinois, USA




 39
Focus Group Participants




40
Results
1.    Productivity Issues

2.    Barrier Issues

3.    Strategies for Improving Hiring




 41
Benefits
Employers identified the following benefits of Hiring
  individuals with disabilities (Front-line hiring and C-
  level):
   Individual/Personal Attributes
   Dedication and loyalty
   Appreciation (of opportunity)
   Dependability/reliability
   Work ethics
   More satisfied with the pay scale
   Organizational Factors




 42
Benefits
     Informal educator/ambassador to educating others in
      the organization
     Helping employees feel comfortable interacting with
      people with disabilities
     Low turnover
     Less prone to litigate
     Fill the gap of reduced talent pool, especially in the
      area of IT
     Making the organization a more inclusive working
      environment


 43
Productivity Concerns
     Low productivity (quantity)
     High error rate (quality)
     Lack of experience (tend to hire people with experience)
     Lack of supply of qualified personnel
     Lack of time to train
     May need special treatment
     People with disabilities may need more training, more
      supervision, more special needs; can create resentment
      among co-workers and affect morale.
 44
Productivity Concerns
     Lower skill sets (technical and applied social skills)

     Reduced physical stamina

     People with disabilities are slow learners

     May need more supervision

     Perception that employers need to lower standards



 45
Attitudinal-Based Concerns
     Other employees would be fearful of individuals with
      disabilities

     Close-mindedness of other employees

     Lack of acceptance

     Cannot see through disability




 46
Employer Concerns
     Don’t know how to interview individuals with disabilities
     Lack of knowledge regarding ADA resources
     People with disabilities are frequently being screened
      out before getting a chance to interview
     Risk aversion theory (easy to hire, difficult to fire)
     Lack of familiarity with disability related issues
     Lack of exposure to success stories
     Lack of exposure to people with disabilities

 47
Employer Concerns
     Do not know how to develop a relationship with
      individuals with disabilities
     Concern about individual with a disability fitting into the
      corporate culture
     Lack of acceptance
     Co-workers do not feel comfortable communicating with
      individuals with disabilities
     Some employees will feel the need to mother their co-
      workers with a disability

 48
Myths About People with
Disabilities
     Lack of maturity
     Poor soft skills
     People with disabilities take things too personally
     Poor grooming and hygiene
     Individual health related issues
     Poor mental health
     People with disabilities lack workplace socialization skills



 49
Barriers
    Applicant pool of people with disabilities is small
    Diversity training is offered occasionally and disability
     is not emphasized.
    Lack of practice/do not interview that many applicants
     with disabilities
    Do not have enough exposure to quickly learn to
     communicate with people with disabilities. A similar
     example will be communicating with immigrant workers
     (e.g., Asian Indian IT workers).



50
Barriers
    Do not know etiquette in communicating with people
     with disabilities
    Do not know how to discuss disability with people with
     disabilities
    Disability is not one of the focus of diversity in
     corporation




51
Strategies to Improve Hiring
    The use of temporary employment as a starting point
    More effective use of internships
    Contract to hire
    Employer consultation services by job placement
     agencies (e.g., DVR)




52
Strategies to Improve Hiring
    Better assessment/better job-matching
    Linking disability explicitly as part of diversity/disability
     as a culture
    Need to have more success stories/visible/TV and
     other media
    Better outreach efforts to the disability community




53
A Follow-up Employer Survey




54
A Follow-up Employer Survey
On-line survey and collected information from 138 HR
 and front-line managers about:
     Diversity climates of their company
     To what extent disability management is important
     Knowledge about the Americans with Disabilities Act (ADA)
     Knowledge about job accommodations
     Perceptions of people with disabilities as productive
      workers
     Hiring strategies to increase employment of people with
      disabilities
     Efforts to hire people with disabilities.

 55
Sample Characteristics
   62% are men
   91% are white
   Average age of 45 years old
   Employed predominantly in the:
       health-care industries (19%),
       finance (16%),
       information technology (15%),
       manufacturing (14%)
       other services (except public administration) (12%), and
       professional/technical (10%).
56
A Follow-up Employer Survey
The majority of these participants are employed by
  companies with 501 or more employees (64%),
  followed by companies with employees between
  15-100 (16%), companies between 101 and 500
  employees (12%), and companies with less than 15
  employees (7%)




57
Employers in the Midwest
        Companies support diversity
        The emphasis of diversity is on gender and race but not
         disability
        Hiring people with disabilities is not in the diversity plan
        No incentive or quotas to hire or retain people with
         disabilities at the departmental or unit levels
        Hiring managers are not trained in diversity management
         related to individuals with disability
        Resources for recruiting people with chronic illness and
         disability are limited
        Disability sensitivity training for line managers is less than
         adequate
        Hiring managers have no problem hiring and retaining
         people with disability in their department.
    58
Employers in the Midwest
        HR and line managers believe that people with disability
         have workplace socialization skills; are reliable; can perform
         essential tasks; and meet productivity standards
        Hiring people with disability help promote an inclusive
         workplace
        Hiring people with disability provide opportunity for
         employees to learn to work with people from diverse groups




    59
Employers in the Midwest
        HR and line managers indicated that they are not as familiar
         with ADA as they should
        There are in-house resources to help with employment-
         related ADA issues
        HR and line managers indicated that they are familiar with
         government resources for ADA and employment technical
         assistance
        There is no in-house job accommodations experts for
         consultation




    60
Employers in the Midwest
        Companies are concerned about disability issues in the
         workplace related to work injuries, alcohol and drug abuse,
         and mental health issues (M=3.77, SD=.74).
        Modest but positive rating of people with disabilities as a
         productive and reliable worker with appropriate workplace
         socialization skills (M=3.54, SD=.32).
        Close to neutral rating to their knowledge about the
         Americans with Disabilities Act and job accommodation
         (M=3.22, SD=.64)
        Inclusion of disability in the company’s diversity efforts
         (M=3.20, SD=.50)
        Use of innovative strategies to recruit and retain people with
         disabilities (M=3.09, SD=.40).
    61
Employers in the Midwest
Knowledge about the ADA and job accommodations in the
   workplace is positively related to:
     including disability as part of the company’s diversity efforts (r
      = .67, p < .01)
     commitment to hire people with disabilities (r = .64, p < .01),
      diversity climate of the company (r = .51, p < .01),
     strong concern about managing disabilities in the company (r
      = .50, p < .01),
     perceptions of people with disabilities as productive and reliable
      workers (r = .28, p < .01), and
     the use of innovative strategies to recruit and retain people with
      disabilities (r = .28, p < .01).


 62
Employers in the Midwest
    Managers who rated themselves as having good
     knowledge of the ADA also rated themselves as
     having less negative perceptions about people with
     disabilities as productive workers in the workplace (r =
     -.32, p < .01).
    Negative attitudes toward people with disabilities is
     negatively related to perceptions of people with
     disabilities as productive workers (r = -.35, p < .01),
     inclusion of disability in the diversity effort (r = -.34, p <
     .01), and commitments to hire people with disabilities (r
     = -.35, p < .01).




63
Employers in the Midwest
       Diversity climate of the company is related to the
        inclusion of people with disabilities. Companies with a
        strong commitment to diversity have a higher
        propensity to:
       include disability as part of their diversity efforts (r = .
        67, p < .01)
       a stronger commitment to hire people with disabilities
        (r = .44, p < .01).
       Inclusion of disability as diversity efforts of the
        company is also significantly related to knowledge of
        ADA and job accommodations (r = .67, p < .01).


64
Multiple Regression
A multiple regression was conducted with ADA
   knowledge, concerns about disability
   management, negative attitudes, positive
   perceptions, diversity climates, inclusion of
   disability in diversity efforts, and hiring strategies
   were used as independent variables to predict the
   commitment of the company to hire people with
   disabilities.




 65
Multiple Regression
    The result was significant with R2 = .58, F(7, 125)
     = 24.13, p < .001. (Large effect size)
    An examination of the beta coefficients revealed
     that only knowledge of ADA and job
     accommodation (b = .23, p < .05) and inclusion of
     disability in diversity efforts (b = .56, p < .01) are
     significant in predicting commitment of the
     company to hire people with disabilities.




66
Recommendations
    Job development efforts must be expanded to:
    work with companies to incorporate disability as part of
     their diversity plans;
    incorporate incentives to hire and retain people with
     disabilities at the unit/departmental level;
    provide disability sensitivity and stigma reduction
     training, to provide ADA and job accommodation
     training;
    help design innovative recruitment and retention
     strategies such as the use of private job placement
     firms and state vocational rehabilitation agency and
     resources, internship programs, work trails, and
     mentoring.
67
Recommendations
    Hiring managers are still ambivalent about people
     with disabilities as productive and reliable workers
     in the workplace and the potential negative impact
     of accommodating people with disabilities on the
     reactions of other workers in the workplace.




68
Exemplary Demand-Side Job
Placement Services




69
Introduction and Overview
               January 1st, 2008




70
nAblement Contents
   MPS Partners/ nAblement Mission
   MPS Partners/ nAblement Overview
   nAblement Channel Strategy
   nAblement Initiatives
   nAblement Internship
   nAblement Solution Summary



71
NAblement’s Mission
nAblement is focused on partnering with our clients to help
   them achieve greater diversity as it relates to making a
   commitment to hiring professionals with a disability in
   their IT organization.
     Provide cost-effective / entry-level through transitional
      skilled IT professionals with disabilities to local
      businesses.
     Provide candidates with qualities consistent with the
      ability to succeed in a career in the IT industry.
     Provide application & infrastructure support positions for
      skilled IT professionals with disabilities.
     Provide IT solutions that address real business problems
      while improving access for all professionals, with or
      without disabilities.

 72
Vision- Mission- Opportunity
Vision – Positively impact the employment profile among
  qualified individuals with disabilities in the Information
  Technology sector.

Mission – By 2011 place 150 individuals with disabilities in
  local Information Technology positions.

Opportunity – nAblement believes that professionals with
  disabilities can be productive members of the IT
  community and fully integrated in every facet of society.



 73
Goal
The nAblement goal is to increase the overall employment
  among professionals and aspiring professionals with
  disabilities in the IT industry, and to influence the
  employment of qualified PWD into other industries.
nAblement aligns the following four core efforts in order to
  structure an integrated approach to achieve this
  objective.




 74
Four Core Efforts
             Drive thought leadership, research and marketing
Awareness
             activities with our channel partners to educate the
             market.

Recruiting   Access & Build traditional and non-traditional channels
             for the purpose of creating a robust candidate base to
             meet the needs in the market.

 Training     Build and execute curriculums that provide educational
              opportunities with a direct and measurable impact on
              placement .
Placement    Provide opportunities for candidates for project-based
             or permanent placement in the IT industry.


 75
Awareness


                      Educational
                            Institutions
     Recruiting   Industry Grps/Fndtns.

                     Local Business

                   Local Government

      Training       Non for Profits

                   Corporate Partners


 Placement



76
Mission
  To expand our networking base with the goal of furthering the
  reach of our message. Align our corporate initiatives with other
  organizations with similar missions
Educational    University of Illinois,      Local       Wolters Kluwer,
               Marquette University,                    Sonnenschein, Northern
Institutions   MSOE, DeVry, IIT,          Business      Trust, BP, Discover, Blue
               COD, University of WI-                   Cross, PepsiCo
               Whitewater, Robert
               Morris
Corporate                                Local/State     Chicagoland Chamber
                                                         of Commerce , DORS
 Partners      Microsoft                 Government

                                                         Ability links, JVS,
 Industry      Illinois Technology         Non for       Anixter Center, Ability
               Association (ITA)                         Connection, RIC
 Groups                                     Profits      Business Team, Great
               AbilITy Connection
                                                         Lakes DBTAC

 77
Awareness Recruiting   Training   Placement

ITA PWD SIG                  X          X                      X
Lunch & Learn                           X           X
Breaking Down Barriers       X                                 X
Productivity Research        X                      X

          nAblement Initiatives
Mayor’s Council of
Technology Advisors
                             X                                 X

ITA PWD Internship           X                      X          X

DOE Productivity             X                      X          X
Employment Grant
50 for the Future            X          X
Solution Selling             X                                 X

     78
Initiative                         Goal
ITA PWD SIG              Build awareness and grow a larger group of individuals connected to
                         nAblement. Use as vehicle to connect with local business.

Lunch & Learn            Build awareness and expand candidates and supporters connected to
                         nAblement. Use as vehicle to connect with people with disabilities interested
                         in IT.

Breaking Down Barriers   Build awareness within local businesses of the opportunities and challenges
                         facing PWD’s and demonstrate the ease of integrating them.
Productivity Research    Demonstrate the true productive levels, cost and benefit of employing people
                         with disabilities. Schedule CIO facing event to communicate results.

Mayor’s Council of       Build awareness with local businesses and offer them the opportunity to
                         participate in the ITA PWD Internship program. Schedule time to integrate with
Technology Advisors      existing group.
(MCTA)
             nAblement Initiatives
ITA PWD Internship       Build a repeatable model for training and placing nAblement internship
                         candidates. Proactively find sponsorship and 6 month internships with local
                         companies running Microsoft technologies.
DOE Productivity         Build awareness within local businesses of the opportunities and challenges
                         facing PWD’s and demonstrate the ease of integrating them. Provide validated
Employment Grant         information and results.

50 for the Future        Identify at least 5 strong candidates to submit for this award through the ITA.

Solution Selling         For the SPR sales channel build a solution set that can be proactively
                         marketed and sold. Target 20 companies where 508 Compliance is most
                         relevant.

      79
Awareness




             nAblement Process
                   Productivity                                                             DOE
                   Perception                        ITA PWD SIG                        Employment
                     Survey                                                             Grant for pwd



                                                                                          Qualified
Recruiting




                                                       50 for the                         Candidates
                  Lunch & Learn
                                                        Future
                                                                                                              Internship
                                                                                                             Candidates
Training




                                  ITA PWD Internship Program (Microsoft Technologies)
                                        Structure, Overview, Promotion, Launch




                                                                                                        Internship Placement
Placement




                                                      Breaking                             PWD
                     MCTA
                                                    Down Barriers                       Sponsorship
                                                                                                          Permanent Placement




             80
Goals of nAblement
    nAblement and its partners will build awareness and recruit qualified
     people with disabilities
    Corporate Partners will donate hardware and software for classroom
     training supplies and materials
    Robert Morris college will hold instructor led classes for Microsoft
     System Center Network Support and SharePoint/MOSS
     administration and Development.
    Corporate and Foundation partners will provide financial
     sponsorship for student interns
    DOE and other aligned grants will be applied for to assist in
     offsetting internship program costs and preparing candidates for hire
    Students will participate in 12 week training class consisting of;
    classroom training, hands on product certification, industry
     awareness, local business onsite mentoring
    Corporate partners will hire certified graduates for 6 month
     internship with opportunity to hire at the end of training

    81
Solution Overview
nAblement goes to market with the specific objective of selling and
  staffing projects with teams IT professionals with disabilities.
  nAblement believes that by effectively leveraging the abilities of IT
  professionals with disabilities, many IT functions can be
  successfully accomplished. The solutions that nAblement has
  defined and markets address specific opportunities that fortune
  1,000 companies are facing today. nAblement’s unique
  understanding and perspective of the challenges facing professional
  with disabilities enables them to focus on the solutions required in
  today’s marketplace.
   508 Compliance Solution Audit, Assessment, Remediation,
     Maintenance
   Data Validation & Testing Solution Data Preparation, Scripting,
     Validation
   Helpdesk & Desktop Support Solution Help Desk Integration,
     Staffing & Out Sourcing


 82
Questions?



83
Contact Information
           Fong Chan, Ph.D.

     University of Wisconsin- Madison

      Email: chan@education.wisc.edu




84
THANK YOU!



85
TACE Center: Region IV
          Toll-free: (866) 518-7750 [voice/tty]
            Phone: (678) 686-1712 [voice/tty]
                  Fax: (404) 541-9002
              Web: TACEsoutheast.org
     My TACE Portal: TACEsoutheast.org/myportal
          Email: tacesoutheast@law.syr.edu




86
Education Credits
Participants may** be eligible for CRCC and CEU credits.
CRCC Credit (1.5)
         By Tuesday, May 19, 2009, participants must score 80% or
          better on a online Post Test and submit an online CRCC
          Request Form via the MyTACE Portal.
CEU Credit (.10)
         Site Coordinators must distribute the CEU form to participants
          seeking CEU credit on the day of the webinar.
         Site coordinators must submit CEU form to the TACE Center:
          Region IV by fax (404) 541-9002 by Tuesday, May 19, 2009.
My TACE Portal: TACEsoutheast.org/myportal
       **For CRCC credit, you must reside in the 8 U.S. Southeast states
       served by the TACE Region IV [AL, FL, GA, KY, MS, NC, SC, TN]. If
       beyond TACE Region IV, you may apply for CEU credit.


  87
Disclaimer
This presentation was developed by the
  TACE Center: Region IV ©2009 with funds from
  the U.S. Department of Education, Rehabilitation
  Services Administration (RSA) under the priority of
  Technical Assistance and Continuing Education
  Projects (TACE) – Grant #H264A080021. However,
  the contents of this presentation do not necessarily
  represent the policy of the RSA and you should not
  assume endorsement by the Federal Government
  [34 CFR 75.620 (b)].

 88
Copyright Information
This work is the property of the TACE Center:
  Region IV.
  Permission is granted for this material to be
  shared for non-commercial, educational
  purposes, provided that this copyright
  statement appears on the reproduced materials
  and notice is given that the copying is by
  permission of the authors. To disseminate
  otherwise or to republish requires written
  permission from the authors.

89

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Chandemandsideemplmnt2009

  • 1. Demand-Side Factors Related to Hiring and Retaining of People with Disabilities Fong Chan, Ph.D. Professor Department of Rehabilitation Psychology University of Wisconsin- Madison
  • 2. Demand-Side Employment  A recent National Organization on Disability report (2007) indicated that only 35% of working-age people with chronic illness and disability are employed comparing to 78% of those without disabilities.  Two-thirds of the unemployed persons with chronic illness and disability indicated that they would like to work but could not find jobs.  Employment rates for people with disabilities has been hovering around 35% in the past two decades, even during the robust economy of the 1990s.  Rehabilitation rates for people with disabilities after receiving state vocational rehabilitation services are about 60% varying by disability types. 2
  • 3. Demand-Side Employment Research  There seems to be a limit to what the supply-side employment and job placement model can achieve.  The supply-side approach ignores variables related to employer demand (and the interaction of employer demand/supply and the environment) as predictors of employment outcomes for people with chronic illness and disability. 3
  • 4. Demand-Side Employment Research United States Unemployment Rates 1950-2005 12 10 8 6 4 2 0 55 60 65 70 75 80 85 90 95 00 50 05 19 19 19 19 19 19 19 19 19 20 19 4 20
  • 6. Demand-Side Employment Research Employment and Disability--1997 90 80 70 Severe 60 Not Severe 50 No Disability 40 30 20 10 0 Wheelchair Cane, Difficulty Difficulty Difficulty w/ Difficulty Difficulty w/ Difficulty Crutches, Seeing Hearing Speech Walking Stairs Lifting Walker 6
  • 8. Employment Rates of People with Disabilities- Netherland 8
  • 9. Demand-Side Employment  The focus of demand-side employment models is on the employer and work environment (i.e., occupational shifts and industrial change).  Demand-driven employment strategies must emphasize the preparation of persons with disabilities for jobs that employers need to fill.  Rehabilitation counseling professionals must have a thorough understanding of the real concerns of employers about hiring persons with disabilities and be able to address their concerns and needs. 9
  • 10. Demand-Side Employment  The focus of demand-side employment models is on job placement of people with all types of disabilities and all levels of severity and not just people with significant disabilities.  The focus of demand-side employment is participation of people with disabilities in occupations representing all levels of complexity from unskilled occupations to professional/technical and managerial occupations. 10
  • 11. Demand-Side Employment Research Questions  Does [Wisconsin] have enough workers today?  Will there be enough workers in the future?  Do these workers have the skills our businesses are demanding?  What kind of jobs are in demand? 11
  • 12. Demand-Side Employment Research Questions  In the event of a skills gap, what are the reasons for the gap and what are the implications?  What could be done about the skills gap?  What are employers’ perceptions about people with disabilities as skilled and productive workers who can be a solution to this skills gap?  How can we, as rehabilitation counselors, help increase the “comfort” level of employers toward hiring and retaining people with disabilities in demand occupations? (Gilbride & Stensrud, 1992). 12
  • 14. Demand-Side Employment  Employment demand is changing and projected to shift due to fundamental structural economic changes.  What and where lie the greatest and growing areas of employment opportunities.  What do these changes imply in terms of skill requirements.  Labor demand must be a key driver of skill development.  The changing demographic makeup in the American work force will translate into dramatic changes in hiring and work environment structuring. Employers will increasingly have to recruit and accommodate people from the non-traditional labor pool including minorities and people with disabilities just to meet their labor needs. 14
  • 15. Demand-Side Employment Analysis  Drivers of Labor Market Change:  Globalization of markets  Technological change  Changing customer-driven demands  Changing patterns of trade  Changing demographic trends  Public policy  Changing skill requirements and requisite job tasks within occupations 15
  • 16. Demand-Side Employment Analysis  Demographic makeup is changing (e.g., the ageing workforce).  Structural unemployment may be edging higher in certain countries.  Occupational employment changes vary geographically (e.g., the U.S. has been losing manufacturing jobs and gaining in services and information technology jobs).  Employment growth in small businesses—lower wages, higher layoff rates, requiring multiple skills and flexibility.  Organizational structure is changing—flatter and more team-based. 16
  • 17. Demand-Side Employment Analysis Components of employment—companies are changing and the use of the following three main interacting components of employment may increasingly become more common: 1. A core workforce of full-time full-year workers within organizations; 2. A group of skilled, self-employed and professional workers who work mainly on a contract or project basis either chiefly for one organization or a number of different ones; and 3. A peripheral or contingent group of workers who are involved in part-time, temporary or seasonal work, and who often are low-skilled. 17
  • 18. Demand-Side Employment Analysis Describing and Quantifying Future Occupational Demand—need to focus research efforts to gather information even more directly upon the demand side in terms of employer needs, their hiring decisions, and their workplace training decisions. 18
  • 19. Demand-Side Job Placement Models for People with Disabilities  Focus on the employer and work environment (i.e., occupational shifts and industrial change).  Emphasize the preparation of persons with chronic illness and disability for jobs that employers need to fill (i.e., demand occupations).  Provide consulting and training to employers on how to better recruit, accommodate, support, and integrate workers with disabilities. 19
  • 20. Demand-Side Job Placement Model (Gilbride & Stensrud, 1992) 1. Increase Demand  Identify jobs employers have difficulty filling  Evaluate essential functions, perform cost/benefit analyses on levels of accommodations and task restructuring  Assist employers in developing a recruitment plan and/or training program  Inform public rehabilitation agencies on current and future labor requirements of local business  Collaborate with employers, public rehabilitation, and training institutions to provide skills training for persons with disabilities 20
  • 21. Demand-Side Job Placement Model (cont.) 2. Consultation  Consultation approach, not selling clients  RCs offer employers expertise in helping employers to solve their human resources needs.  Rehabilitating workplace, not rehabilitating clients  Function as organization development and human resource development consultant 21
  • 22. Demand-Side Job Placement Model (cont.) 3. Employer Needs Focus  Speak the language of business  Understand the real concerns of employers and be able to speak to their needs  Understand and know how to help employers get work done  Help employers view people with disabilities as resources to get work done  Must match people with disabilities carefully for the job  Match employers with “qualified” and competent workers with disabilities 22
  • 23. Demand-Side Job Placement Model (cont.) 4. Job Focused  Increase the number and range of jobs that people with various functional limitations can perform within a specific organization  Work with employers to identify jobs they need to fill, develop accommodation strategies, and then find applicants.  Network with rehabilitation agencies (e.g., public rehabilitation agencies, vocational-technical schools, private job placement firms, etc.) to have a pool of people with specific capacities and characteristics ready to fill the available positions 23
  • 24. Demand-Side Job Placement Model (cont.) 5. Private Funding  Consultation services provided by RCs should be paid by employers  Public rehabilitation agencies will be part of the solution (e.g., paying for the training costs) and not all of the solution 24
  • 25. Demand-Side Job Placement Model (cont.) 6. Consultation is Ongoing Work with employers and employees to provide on-going OD/HRD consultations so that employees with disabilities can progress from entry-level positions to higher level positions. 25
  • 26. Demand-Side Job Placement Model (cont.) 6. A Business Approach  Provide quality services to meet the high expectations of employers  Do the best person-job match analysis  Find people with disabilities who can do the job  Help employers with their bottom line—i.e., to make a profit 26
  • 27. Demand-Side Job Placement Model (cont.) 7. Middle Managers and Line Supervisors Focus  View middle managers and line supervisors as the most important customers to help them solve day-to- day problems and to get work done efficiently.  Make sure that middle managers, line supervisors, and co-workers consulted, involved, educated, and supported to reduce stress and increase “comfort” level of working with people with disabilities 27
  • 28. Demand-Side Employment – Critical Issues  Changing structure of the workforce and the impact of downsizing.  Increasing use of on-call workers, temporary help agencies, and independent contractors.  Rapid advances in technology requiring the need for highly educated, highly skilled workers.  Employer perceptions, beliefs, and attitudes regarding the employment of individuals with disabilities.  Employer knowledge and use of incentives for hiring individuals with disabilities. 28
  • 29. Demand-Side Employment – Critical Issues  The effect of labor market demand policies and economic factors on employment outcomes for individuals with disabilities  Employer-based hiring practices that influence employment outcomes and employer understanding of the implications of employment practices for individuals with disabilities  Predictors of return to work and workforce participation. 29
  • 30. Meta-Analysis of Employment Skills and Abilities Employers Demand 30
  • 31. Taxonomy of Psychological Constructs Mental ability. Many employers are interested in how well a job applicant can perform mental operations. Mental ability can be categorized into general mental ability, applied mental skills, and creativity. General mental ability is related to the overall ability to learn and process information. Measures of general mental ability have found to be related to performance across a range of jobs (Schmidt & Hunter, 1998). Applied mental skills refer to the application of mental ability (e.g., judgment, decision making, problem solving, and planning) to solve organizational issues in real-world contexts. Creativity is defined as flexibility of thought, originality, and the ability to see beyond current structures and operations (Cohen & Swerdlik, 1999).  Creativity  Job performance (r = .58)  Applied mental skills  Job performance (r = .28)  General mental ability  Job performance (r = .24) 31
  • 32. Taxonomy of Psychological Constructs Knowledge and skills. Knowledge and skills are related to information already stored in long- term memory. Direct measures of job knowledge and skills have been found to predict job performance (Schmidt & Hunter, 1998)  Knowledge and skills  Job performance (r = .42) 32
  • 33. Taxonomy of Psychological Constructs Basic personality tendencies. Huffcutt et al. (2001) found a growing preference to measure personality traits using the “Big Five” personality dimensions: Extroversion, Conscientiousness, Agreeableness (basic desire to be liked by and to fit in with other people), Openness to experience, and Emotional stability.  Agreeableness  Job performance (r = .51) 33
  • 34. Taxonomy of Psychological Constructs Applied social skills. The ability to function effectively in social situations may be influenced by both the underlying personality structure and the acquired competencies. Specific applied social skills typically evaluated in employment interviews include: oral communication skills, interpersonal skills, leadership, and persuasiveness.  Applied social skills Job performance (r = .39) 34
  • 35. Taxonomy of Psychological Constructs Interests and preferences. Interests and preferences in the context of employment interviews has been defined as “the verbal profession of interest in an object, activity, task, or occupation” (Super, 1949, p. 377).  Interests and preferences Job performance (r = .24) 35
  • 36. Taxonomy of Psychological Constructs Organizational fit. Each organization has its own unique culture or climate, defined by characteristics such as values, goals, norms, and attitudes. The closer that the values and attitudes of an individual correspond to those of the organization, the better the fit between them.  Organizational fit  Job performance (r = .49) 36
  • 37. Taxonomy of Psychological Constructs Physical appearance. Physical attributes. Employers generally assess physical characteristics such as health, appearance, attractiveness and job-related characteristics such as physical ability, stamina and agility. 37
  • 38. Employers’ Perceptions of People with Chronic Illness and Disability in the Workplace 38
  • 39. Focus Group Studies Funded by SPR, Inc., Chicago, Illinois, USA 39
  • 41. Results 1. Productivity Issues 2. Barrier Issues 3. Strategies for Improving Hiring 41
  • 42. Benefits Employers identified the following benefits of Hiring individuals with disabilities (Front-line hiring and C- level):  Individual/Personal Attributes  Dedication and loyalty  Appreciation (of opportunity)  Dependability/reliability  Work ethics  More satisfied with the pay scale  Organizational Factors 42
  • 43. Benefits  Informal educator/ambassador to educating others in the organization  Helping employees feel comfortable interacting with people with disabilities  Low turnover  Less prone to litigate  Fill the gap of reduced talent pool, especially in the area of IT  Making the organization a more inclusive working environment 43
  • 44. Productivity Concerns  Low productivity (quantity)  High error rate (quality)  Lack of experience (tend to hire people with experience)  Lack of supply of qualified personnel  Lack of time to train  May need special treatment  People with disabilities may need more training, more supervision, more special needs; can create resentment among co-workers and affect morale. 44
  • 45. Productivity Concerns  Lower skill sets (technical and applied social skills)  Reduced physical stamina  People with disabilities are slow learners  May need more supervision  Perception that employers need to lower standards 45
  • 46. Attitudinal-Based Concerns  Other employees would be fearful of individuals with disabilities  Close-mindedness of other employees  Lack of acceptance  Cannot see through disability 46
  • 47. Employer Concerns  Don’t know how to interview individuals with disabilities  Lack of knowledge regarding ADA resources  People with disabilities are frequently being screened out before getting a chance to interview  Risk aversion theory (easy to hire, difficult to fire)  Lack of familiarity with disability related issues  Lack of exposure to success stories  Lack of exposure to people with disabilities 47
  • 48. Employer Concerns  Do not know how to develop a relationship with individuals with disabilities  Concern about individual with a disability fitting into the corporate culture  Lack of acceptance  Co-workers do not feel comfortable communicating with individuals with disabilities  Some employees will feel the need to mother their co- workers with a disability 48
  • 49. Myths About People with Disabilities  Lack of maturity  Poor soft skills  People with disabilities take things too personally  Poor grooming and hygiene  Individual health related issues  Poor mental health  People with disabilities lack workplace socialization skills 49
  • 50. Barriers  Applicant pool of people with disabilities is small  Diversity training is offered occasionally and disability is not emphasized.  Lack of practice/do not interview that many applicants with disabilities  Do not have enough exposure to quickly learn to communicate with people with disabilities. A similar example will be communicating with immigrant workers (e.g., Asian Indian IT workers). 50
  • 51. Barriers  Do not know etiquette in communicating with people with disabilities  Do not know how to discuss disability with people with disabilities  Disability is not one of the focus of diversity in corporation 51
  • 52. Strategies to Improve Hiring  The use of temporary employment as a starting point  More effective use of internships  Contract to hire  Employer consultation services by job placement agencies (e.g., DVR) 52
  • 53. Strategies to Improve Hiring  Better assessment/better job-matching  Linking disability explicitly as part of diversity/disability as a culture  Need to have more success stories/visible/TV and other media  Better outreach efforts to the disability community 53
  • 54. A Follow-up Employer Survey 54
  • 55. A Follow-up Employer Survey On-line survey and collected information from 138 HR and front-line managers about:  Diversity climates of their company  To what extent disability management is important  Knowledge about the Americans with Disabilities Act (ADA)  Knowledge about job accommodations  Perceptions of people with disabilities as productive workers  Hiring strategies to increase employment of people with disabilities  Efforts to hire people with disabilities. 55
  • 56. Sample Characteristics  62% are men  91% are white  Average age of 45 years old  Employed predominantly in the:  health-care industries (19%),  finance (16%),  information technology (15%),  manufacturing (14%)  other services (except public administration) (12%), and  professional/technical (10%). 56
  • 57. A Follow-up Employer Survey The majority of these participants are employed by companies with 501 or more employees (64%), followed by companies with employees between 15-100 (16%), companies between 101 and 500 employees (12%), and companies with less than 15 employees (7%) 57
  • 58. Employers in the Midwest  Companies support diversity  The emphasis of diversity is on gender and race but not disability  Hiring people with disabilities is not in the diversity plan  No incentive or quotas to hire or retain people with disabilities at the departmental or unit levels  Hiring managers are not trained in diversity management related to individuals with disability  Resources for recruiting people with chronic illness and disability are limited  Disability sensitivity training for line managers is less than adequate  Hiring managers have no problem hiring and retaining people with disability in their department. 58
  • 59. Employers in the Midwest  HR and line managers believe that people with disability have workplace socialization skills; are reliable; can perform essential tasks; and meet productivity standards  Hiring people with disability help promote an inclusive workplace  Hiring people with disability provide opportunity for employees to learn to work with people from diverse groups 59
  • 60. Employers in the Midwest  HR and line managers indicated that they are not as familiar with ADA as they should  There are in-house resources to help with employment- related ADA issues  HR and line managers indicated that they are familiar with government resources for ADA and employment technical assistance  There is no in-house job accommodations experts for consultation 60
  • 61. Employers in the Midwest  Companies are concerned about disability issues in the workplace related to work injuries, alcohol and drug abuse, and mental health issues (M=3.77, SD=.74).  Modest but positive rating of people with disabilities as a productive and reliable worker with appropriate workplace socialization skills (M=3.54, SD=.32).  Close to neutral rating to their knowledge about the Americans with Disabilities Act and job accommodation (M=3.22, SD=.64)  Inclusion of disability in the company’s diversity efforts (M=3.20, SD=.50)  Use of innovative strategies to recruit and retain people with disabilities (M=3.09, SD=.40). 61
  • 62. Employers in the Midwest Knowledge about the ADA and job accommodations in the workplace is positively related to:  including disability as part of the company’s diversity efforts (r = .67, p < .01)  commitment to hire people with disabilities (r = .64, p < .01), diversity climate of the company (r = .51, p < .01),  strong concern about managing disabilities in the company (r = .50, p < .01),  perceptions of people with disabilities as productive and reliable workers (r = .28, p < .01), and  the use of innovative strategies to recruit and retain people with disabilities (r = .28, p < .01). 62
  • 63. Employers in the Midwest  Managers who rated themselves as having good knowledge of the ADA also rated themselves as having less negative perceptions about people with disabilities as productive workers in the workplace (r = -.32, p < .01).  Negative attitudes toward people with disabilities is negatively related to perceptions of people with disabilities as productive workers (r = -.35, p < .01), inclusion of disability in the diversity effort (r = -.34, p < .01), and commitments to hire people with disabilities (r = -.35, p < .01). 63
  • 64. Employers in the Midwest  Diversity climate of the company is related to the inclusion of people with disabilities. Companies with a strong commitment to diversity have a higher propensity to:  include disability as part of their diversity efforts (r = . 67, p < .01)  a stronger commitment to hire people with disabilities (r = .44, p < .01).  Inclusion of disability as diversity efforts of the company is also significantly related to knowledge of ADA and job accommodations (r = .67, p < .01). 64
  • 65. Multiple Regression A multiple regression was conducted with ADA knowledge, concerns about disability management, negative attitudes, positive perceptions, diversity climates, inclusion of disability in diversity efforts, and hiring strategies were used as independent variables to predict the commitment of the company to hire people with disabilities. 65
  • 66. Multiple Regression  The result was significant with R2 = .58, F(7, 125) = 24.13, p < .001. (Large effect size)  An examination of the beta coefficients revealed that only knowledge of ADA and job accommodation (b = .23, p < .05) and inclusion of disability in diversity efforts (b = .56, p < .01) are significant in predicting commitment of the company to hire people with disabilities. 66
  • 67. Recommendations  Job development efforts must be expanded to:  work with companies to incorporate disability as part of their diversity plans;  incorporate incentives to hire and retain people with disabilities at the unit/departmental level;  provide disability sensitivity and stigma reduction training, to provide ADA and job accommodation training;  help design innovative recruitment and retention strategies such as the use of private job placement firms and state vocational rehabilitation agency and resources, internship programs, work trails, and mentoring. 67
  • 68. Recommendations  Hiring managers are still ambivalent about people with disabilities as productive and reliable workers in the workplace and the potential negative impact of accommodating people with disabilities on the reactions of other workers in the workplace. 68
  • 70. Introduction and Overview January 1st, 2008 70
  • 71. nAblement Contents  MPS Partners/ nAblement Mission  MPS Partners/ nAblement Overview  nAblement Channel Strategy  nAblement Initiatives  nAblement Internship  nAblement Solution Summary 71
  • 72. NAblement’s Mission nAblement is focused on partnering with our clients to help them achieve greater diversity as it relates to making a commitment to hiring professionals with a disability in their IT organization.  Provide cost-effective / entry-level through transitional skilled IT professionals with disabilities to local businesses.  Provide candidates with qualities consistent with the ability to succeed in a career in the IT industry.  Provide application & infrastructure support positions for skilled IT professionals with disabilities.  Provide IT solutions that address real business problems while improving access for all professionals, with or without disabilities. 72
  • 73. Vision- Mission- Opportunity Vision – Positively impact the employment profile among qualified individuals with disabilities in the Information Technology sector. Mission – By 2011 place 150 individuals with disabilities in local Information Technology positions. Opportunity – nAblement believes that professionals with disabilities can be productive members of the IT community and fully integrated in every facet of society. 73
  • 74. Goal The nAblement goal is to increase the overall employment among professionals and aspiring professionals with disabilities in the IT industry, and to influence the employment of qualified PWD into other industries. nAblement aligns the following four core efforts in order to structure an integrated approach to achieve this objective. 74
  • 75. Four Core Efforts Drive thought leadership, research and marketing Awareness activities with our channel partners to educate the market. Recruiting Access & Build traditional and non-traditional channels for the purpose of creating a robust candidate base to meet the needs in the market. Training Build and execute curriculums that provide educational opportunities with a direct and measurable impact on placement . Placement Provide opportunities for candidates for project-based or permanent placement in the IT industry. 75
  • 76. Awareness Educational Institutions Recruiting Industry Grps/Fndtns. Local Business Local Government Training Non for Profits Corporate Partners Placement 76
  • 77. Mission To expand our networking base with the goal of furthering the reach of our message. Align our corporate initiatives with other organizations with similar missions Educational University of Illinois, Local Wolters Kluwer, Marquette University, Sonnenschein, Northern Institutions MSOE, DeVry, IIT, Business Trust, BP, Discover, Blue COD, University of WI- Cross, PepsiCo Whitewater, Robert Morris Corporate Local/State Chicagoland Chamber of Commerce , DORS Partners Microsoft Government Ability links, JVS, Industry Illinois Technology Non for Anixter Center, Ability Association (ITA) Connection, RIC Groups Profits Business Team, Great AbilITy Connection Lakes DBTAC 77
  • 78. Awareness Recruiting Training Placement ITA PWD SIG X X X Lunch & Learn X X Breaking Down Barriers X X Productivity Research X X nAblement Initiatives Mayor’s Council of Technology Advisors X X ITA PWD Internship X X X DOE Productivity X X X Employment Grant 50 for the Future X X Solution Selling X X 78
  • 79. Initiative Goal ITA PWD SIG Build awareness and grow a larger group of individuals connected to nAblement. Use as vehicle to connect with local business. Lunch & Learn Build awareness and expand candidates and supporters connected to nAblement. Use as vehicle to connect with people with disabilities interested in IT. Breaking Down Barriers Build awareness within local businesses of the opportunities and challenges facing PWD’s and demonstrate the ease of integrating them. Productivity Research Demonstrate the true productive levels, cost and benefit of employing people with disabilities. Schedule CIO facing event to communicate results. Mayor’s Council of Build awareness with local businesses and offer them the opportunity to participate in the ITA PWD Internship program. Schedule time to integrate with Technology Advisors existing group. (MCTA) nAblement Initiatives ITA PWD Internship Build a repeatable model for training and placing nAblement internship candidates. Proactively find sponsorship and 6 month internships with local companies running Microsoft technologies. DOE Productivity Build awareness within local businesses of the opportunities and challenges facing PWD’s and demonstrate the ease of integrating them. Provide validated Employment Grant information and results. 50 for the Future Identify at least 5 strong candidates to submit for this award through the ITA. Solution Selling For the SPR sales channel build a solution set that can be proactively marketed and sold. Target 20 companies where 508 Compliance is most relevant. 79
  • 80. Awareness nAblement Process Productivity DOE Perception ITA PWD SIG Employment Survey Grant for pwd Qualified Recruiting 50 for the Candidates Lunch & Learn Future Internship Candidates Training ITA PWD Internship Program (Microsoft Technologies) Structure, Overview, Promotion, Launch Internship Placement Placement Breaking PWD MCTA Down Barriers Sponsorship Permanent Placement 80
  • 81. Goals of nAblement  nAblement and its partners will build awareness and recruit qualified people with disabilities  Corporate Partners will donate hardware and software for classroom training supplies and materials  Robert Morris college will hold instructor led classes for Microsoft System Center Network Support and SharePoint/MOSS administration and Development.  Corporate and Foundation partners will provide financial sponsorship for student interns  DOE and other aligned grants will be applied for to assist in offsetting internship program costs and preparing candidates for hire  Students will participate in 12 week training class consisting of;  classroom training, hands on product certification, industry awareness, local business onsite mentoring  Corporate partners will hire certified graduates for 6 month internship with opportunity to hire at the end of training 81
  • 82. Solution Overview nAblement goes to market with the specific objective of selling and staffing projects with teams IT professionals with disabilities. nAblement believes that by effectively leveraging the abilities of IT professionals with disabilities, many IT functions can be successfully accomplished. The solutions that nAblement has defined and markets address specific opportunities that fortune 1,000 companies are facing today. nAblement’s unique understanding and perspective of the challenges facing professional with disabilities enables them to focus on the solutions required in today’s marketplace.  508 Compliance Solution Audit, Assessment, Remediation, Maintenance  Data Validation & Testing Solution Data Preparation, Scripting, Validation  Helpdesk & Desktop Support Solution Help Desk Integration, Staffing & Out Sourcing 82
  • 84. Contact Information Fong Chan, Ph.D. University of Wisconsin- Madison Email: chan@education.wisc.edu 84
  • 86. TACE Center: Region IV Toll-free: (866) 518-7750 [voice/tty] Phone: (678) 686-1712 [voice/tty] Fax: (404) 541-9002 Web: TACEsoutheast.org My TACE Portal: TACEsoutheast.org/myportal Email: tacesoutheast@law.syr.edu 86
  • 87. Education Credits Participants may** be eligible for CRCC and CEU credits. CRCC Credit (1.5)  By Tuesday, May 19, 2009, participants must score 80% or better on a online Post Test and submit an online CRCC Request Form via the MyTACE Portal. CEU Credit (.10)  Site Coordinators must distribute the CEU form to participants seeking CEU credit on the day of the webinar.  Site coordinators must submit CEU form to the TACE Center: Region IV by fax (404) 541-9002 by Tuesday, May 19, 2009. My TACE Portal: TACEsoutheast.org/myportal **For CRCC credit, you must reside in the 8 U.S. Southeast states served by the TACE Region IV [AL, FL, GA, KY, MS, NC, SC, TN]. If beyond TACE Region IV, you may apply for CEU credit. 87
  • 88. Disclaimer This presentation was developed by the TACE Center: Region IV ©2009 with funds from the U.S. Department of Education, Rehabilitation Services Administration (RSA) under the priority of Technical Assistance and Continuing Education Projects (TACE) – Grant #H264A080021. However, the contents of this presentation do not necessarily represent the policy of the RSA and you should not assume endorsement by the Federal Government [34 CFR 75.620 (b)]. 88
  • 89. Copyright Information This work is the property of the TACE Center: Region IV. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors. 89