Business Case for Diversity

1. Business Case for Diversity We are at a competitive disadvantage if we fail to recognize the needs of our constituents Diversity Labor Pool Creativity/ Innovation Customers/ Consumers Corporate Citizenship Better Business Results Diversity is more than simply desirable; it is an imperative in today’s business environment.

2. Aspects of Diversity Benefits • Labor Pool • Changing, broadening • Creativity & Innovation • From diverse perspectives, methodologies, experiences • Customers / Consumers • Influenced by a company’s reputation for supporting diversity • Corporate Citizenship • Responsible involvement in the wider community

3. Benefit$ to Business • Insight into multi-billion dollar market segment • Product / service design • Market understanding • Appealing product / services • Favorably viewed • Employee retention • Investment • Loyalty • Tax Incentives

4. Benefit$ to Business • Insight into multi-billion dollar market segment • Product / service design • Market understanding • Appealing product / services • Favorably viewed • Employee retention • Investment • Loyalty • Tax Incentives

5. Benefit$ to Business • Insight into multi-billion dollar market segment • Product / service design • Market understanding • Appealing product / services • Favorably viewed • Employee retention • Investment • Loyalty • Tax Incentives

6. The Impact of Invisible Disabilities • Many people with Invisible Disabilities do not disclose their disabilities for fear that it will change others’ perceptions of them. • Those with Invisible Disabilities don’t want their condition to define them, so they keep it quiet. • Because these disabilities are invisible those with the disabilities feel that they won’t be believed when they do disclose their conditions. • The visibly disabled have much more opportunity to dispel fears and to change misperceptions than do those whose disability cannot be seen. Source: Academy of Management Executive, 1994 Vol.8, No. 1

7. The Impact of Invisible Disabilities • “The courts can not legislate social acceptance of people with disabilities, and it is not possible to enforce changes in public behaviors or attitudes.” • “Educational efforts, training options, and overall awareness efforts are the most important steps in moving toward acceptance of those individuals with invisible disabilities.” Augmentation and Advocacy 38 (Fall 2001)

8. Topics • Background • What are Invisible Disabilities? • How Does the ADA Apply to Your Business? • Business Case • Recommendations

9. Dos & Don’ts Practical Application What you should do when an employee informs you they have a hidden disability

10. Do • Realize ‘Access’ includes making forms useable and alarms accessible • Find out about the disability (as easy as Wikipedia) • Develop procedures for maintaining and protecting confidential medical records • Be respectful of, and compliant with, requests for assistance • Treat an individual with a disability the same way you would treat any employee -- with dignity and respect

11. Don’t • Make assumptions; people with disabilities are the best judge of what they can or cannot do • Speculate how you would perform a specific task with that particular disability • Assume that certain jobs are more suited to persons with disabilities • Make medical judgments • Assume a disabled person is dissatisfied with their quality of life • Be offended if your offer of assistance is declined • Assume that reasonable accommodations are expensive

12. Online Resources • State of New Mexico Governor’s Commission on Disability www.gcd.state.nm.us • The Job Accommodation Network janweb.icdi.wvu.edu • ADA Homepage www.usdoj.gov/crt/ada • U.S. Equal Employment Opportunity Commission www.eeoc.gov • National Organization on Disability www.nod.org • Legal Research www.findlaw.com • Government disability-related information and resources www.disabilityinfo.gov

13. Questions?