slide1 n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Organizational Disabilities Awareness Panel: Creating and Sustaining Workplaces that Support and Embrace the Contributio PowerPoint Presentation
Download Presentation
Organizational Disabilities Awareness Panel: Creating and Sustaining Workplaces that Support and Embrace the Contributio

Loading in 2 Seconds...

play fullscreen
1 / 77

Organizational Disabilities Awareness Panel: Creating and Sustaining Workplaces that Support and Embrace the Contributio - PowerPoint PPT Presentation


  • 132 Views
  • Uploaded on

Organizational Disabilities Awareness Panel: Creating and Sustaining Workplaces that Support and Embrace the Contributions of people with Disabilities. Our Panelists Education Barbara Bookman – CUNY Government Nicole Suto – NYS Office of Mental Retardation & Developmental Services Corporate

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Organizational Disabilities Awareness Panel: Creating and Sustaining Workplaces that Support and Embrace the Contributio' - aden


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide2

Organizational Disabilities Awareness Panel:

Creating and Sustaining Workplaces that Support and Embrace the Contributions of people with Disabilities

slide3

Our Panelists

Education

Barbara Bookman – CUNY

Government

Nicole Suto – NYS Office of Mental Retardation & Developmental Services

Corporate

Sandra Bushby – Pfizer

Armed Services

Peter Kim – Veterans Across America

education
Education

Barbara Bookman

Director, Program Relations & Training

CUNY LEAD PROJECT

organizational disability awareness

Organizational Disability Awareness

Creating and sustaining workplaces that support and embrace the contributions of people with disabilities

C.A.A.I.D.

New York City

May 21, 2010

the city university of new york

The City University of New York

Comprised of Twenty Three Institutions

11 Senior Colleges

6 Community Colleges

William E. McCauley Honors College

CUNY Graduate School

CUNY Graduate School of Journalism

CUNY School of Law

CUNY School of Professional Studies

cuny students are remarkably diverse

CUNY Students are Remarkably Diverse

205 countries of ancestry are represented

25% African-American

25% Hispanic

25% White

15% Asian

243,000 degree/credit students

273,000 continuing & professional education students

3000 Veterans/Reservists and Growing

9000 Students with Disabilities

cuny as employer educator

CUNY: As Employer & Educator

Employees

All employee disability related issues and accommodations are managed through campus HR offices.

Students

All student disability related issues and accommodations are managed through campus disability services offices.

CUNY developed a unique program for students with disabilities preparing for employment

what is cuny leads

What is CUNY LEADS?

CUNY LEADS is a unique partnership between the City University of New York (CUNY) and Vocational Services for Individuals with Disabilities (VESID), created to provide students with disabilities the skills to make realistic choices that will result in successful career outcomes.

cuny leads success stories

CUNY LEADS Success Stories

Yaron: Employed in sales

Joanne: Presently teaching & pursuing masters degree

Suresh: Employed asaccountant

Alex: Presently employed attorney

slide16

For additional Information:

Roberta Adelman

Director: Personnel & Administration

Roberta.Adelman@mail.cuny.edu

917 751 2615

Barbara Bookman

Director, Program Relations & Training

Barbara.Bookman@mail.cuny.edu

646 530 2110

government
Government

Nicole Suto

Senior Employment Specialist

New York State Office of Mental Retardation and Developmental Disabilities

who is omrdd
Who is OMRDD?

The second largest State Agency in NYS

7.5 billion dollar enterprise

Enterprise-wide we employee over 100,000 people

Provide customized services to over 125,000 customers

our mission
Our Mission

“We help people with developmental disabilities live richer lives”

our relatives our friends our neighbors
Our Relatives, Our Friends, Our Neighbors
  • Fastest growing segment of the population:
    • Between 1990 and 2000, the number of Americans with disabilities increased 25 percent, outpacing any other subgroup of the U.S. population.
  • About 1 in 5 persons has a disability -- 50 million people with disabilities in the United States
  • Of the nearly 70 million families in the United States, more than 20 million families have at least one member with a disability.
  • Largest single minority group in our country
our relatives our friends our neighbors1
Our Relatives, Our Friends, Our Neighbors
  • Disability is more prevalent among certain racial and ethnic groups
    • 24.3% of African Americans have a disability
    • 24.3% of Native Americans and Alaskan Natives have a disability
    • 20.9% of Latinos have a disability
    • 18.3% of Whites have a disability
    • 16.6% of Asians have a disability

Source: U.S. Census Bureau

participation in our economy
Participation in our Economy
  • More than $220 billion in collective spending power – a largely untapped market
    • Compare to the teen market, with $140 billion in purchasing power
  • Families, friends, communities, employers, and service providers of people with disabilities further expand the potential market
participation in the workforce
Participation in the Workforce

People with disabilities want to work and be productive members of their communities

People with disabilities as a group have a 70% unemployment rate

People with disabilities have valuable attributes that they bring to the workplace

towards better understanding and engagement
Towards better Understanding and Engagement

“In the United States, one of the greatest challenges experienced by individuals with disabilities is employment. Research indicates that employer attitudes contribute to this pervasive problem. Specifically, some employers have misperceptions about the abilities of

individuals with disabilities and the costs associated with the provision of accommodations. Understandably, employers are concerned with the bottom line."

Source:DePaul University Study

the talent war
The Talent War

“There is a war for talent and anyone who intends to win it better realize two things: First, that it is a global war and, second, that if you restrict your search for talent in any way… you will be giving your competitors the edge they need to put you out of business.”William G. Parrett, PresidentDeloitte & Touche

employing people with disabilities
Employing People with Disabilities

Among companies in the United States, 471,562 companies (19.1 percent) report employing

people with disabilities.

Among small companies (employing 5 to 14 people), 10.7 percent report employing people with disabilities, while 22.6 percent of medium-sized companies (employing 15 to 249 employees) and 53.1 percent of large companies (employing 250 or more employees) report employing people with disabilities.

Source: United States Department of Labor, Office of Disability Employment Policy, 2008

what do people with disabilities experience
What do People with Disabilities Experience
  • 27% said they were refused a job interview because of their disability
  • 31% said they were refused a job because of their disability
  • 17% said they were given less responsibility than their co-workers
  • 21% said they were denied a workplace accommodation
  • 12% said they were paid less than other workers in similar jobs with similar skills
  • 4% said they were denied health insurance

Source: NOD/Harris 2004 Gaps Survey

qualified workers with disabilities
Qualified Workers with Disabilities

Industry reports consistently rate workers with disabilities above average in performance, attendance, and safety

Employers say the work ethic of employees with disabilities has a positive effect on the moral and productivity of their colleagues

what can you do to engage and support
What Can You Do to Engage and Support?

Values and Commitment:

Let everyone in the company know of your organization's commitment to a Workforce Strategy that includes employing, advancing, and retaining people with disabilities. Repeat this message often. Remember, workforce diversity includes people with disabilities.

what can you do to engage and support1
What Can You Do to Engage and Support?

Recruitment Process:

Let it be known that you are aggressively seeking job candidates with disabilities. Send your vacancy announcements to disability-related organizations and agencies. State on the job announcement your interest in receiving applications from people with disabilities.

what can you do to engage and support2
What can You Do to Engage and Support?

Interview Process:

Train your interviewers to screen-in qualified applicants with disabilities. Look at essential functions, qualifications of the individual, and ways to make reasonable accommodations. Don't let the disability become a distraction as qualifications are evaluated. Train your employees on disability myths and misconceptions.

what can you do to engage and support3
What Can You Do to Engage and Support?

Awareness/Sensitivity:

Explain to all workers the principle of reasonable accommodations. Train your employees on disability myths and misconceptions.

what can you do to engage and support4
What Can You Do to Engage and Support?

Placement Process:

Be sure to test accommodations and adaptations once the person is on the job. Rework them, if needed. Ask the employee with a disability to help guide you in the process.

what can you do to engage and support5
What Can You Do to Engage and Support?

Training :

Be sure all training programs--including those leading to upward mobility and career advancement--are accessible to employees with disabilities.

thank you
Thank You!

For questions or comments contact:

The Center for Employment Excellence

centerforemploymentexcellence@omr.state.ny.us

corporate
Corporate

Sandra Bushby

Director, Global Women’s Initiative and Employee Network Groups

Worldwide Diversity and Inclusion

Pfizer Inc

pfizer crg leadership

Pfizer CRG Leadership

CRG Impact Model: Unleashing Power and

Increasing Influence

crg impact model increasing relevance to all
CRG Impact Model: Increasing Relevance to All

Shifting the perceived intention of CRGs helps others see that these groups provide:

Services relevant to the organization as a whole–evolving, inclusive, enlightened

Just-in-time solutions from groups that are agile and highly responsive

40

positioning your crg
Positioning your CRG

Our CRG is a business network group supporting all colleagues

Our CRG is dedicated to increasing the contribution of all those we represent by eliminating barriers to success

Our CRG serves both internal and external constituencies

Internal – Advocacy, Support, and Connectivity

External – Influence, Alliance, and Collaboration

CRG participation is an opportunity for individuals to build Stage III leadership competencies

Our CRG benefits the individual, the organization, and the community

41

outcome
Outcome

Get senior-level buy-in for your plans and initiatives

Demonstrate ROI and increase buy-in

Engage Pfizer colleagues at all career points/stages in order to meet and exceed expected contributions

43

achieving impact our approach
Achieving Impact: Our Approach

Brand ourselves as a strategic partner

Ensure our work aligns with the organization’s business needs

Increase involvement in CRG initiatives at all career stages—leaders, managers, individual contributors, new-hires

Achieve the specific goals of each group

44

four stages crg impact model
Four Stages® CRG Impact Model

How to gain support for your initiatives by providing opportunities based on four stages of contribution

LEADERSHIPContributing

Strategically

GUIDANCE

Contributing

Through Others

CONTRIBUTIONContributing

Independently

NAVIGATIONContributing

Dependently

Used by permission of Novations Group, Inc.

Stage 1

Stage 2

Stage 3

Stage 4

45

Content Provided by Novations Group, Inc. Pfizer Confidential - Not for Distribution

four stages crg impact model1
Four Stages® CRG Impact Model

Provides a clear language with which to discuss individual and organizational needs and responsibilities

Describes what differentiates highly valued vs. less valued programming and initiatives over the course of a CRGs development

Provides a paradigm of how a CRG can impact business objectives and whole office engagement

46

affirm organizational goals crg mission
Affirm Organizational Goals & CRG Mission

Confirm organizational goals

Workplace, marketplace, and workforce

Be clear about short and long-term, high and low priority goals and objectives

Work with sponsors to understand business rationale, SWOT analysis, expected roles of CRGs in supporting the organization

47

affirm organizational goals crg mission1
Affirm Organizational Goals & CRG Mission
  • Affirm CRG Mission—link to organizational goals
    • Connect to workplace, marketplace, and workforce goals
  • Consider three perspectives:
    • The Outside Looking In: Step outside the group; what is the brand of the CRG? How do those outside the group see you?
    • The Inside Looking Out: What is the CRG focusing on? Recruiting members (internally focused) or supporting the recruitment of talent for the organization (more externally focused)?
    • The Inside Looking In: What value are you providing CRG stakeholders who are currently? Can the group expand its influence and engage other stakeholders?

48

from the outside looking in
From the Outside Looking In

Is your audience clear about your messages and intentions?

How relevant will they find your initiative(s)?

How will this audience measure your CRGs effectiveness?

How willing are your champions? How clear are they about their role?

49

from the inside looking out
From the Inside Looking Out

Do you clearly define who would benefit from your efforts?

How can you broaden the audience for your initiatives?

Are your efforts designed to reach your audience?

What are the metrics that you will use to measure the results of your efforts?

Who do you need as champion(s)?

50

from the inside looking in
From the Inside Looking In

Why are currently active stakeholders active? What’s in it for them?

What will keep them engaged?

Are the active stakeholders aligned with each other?

How can we engage additional stakeholders?

51

connecting stage 1 to crg initiatives
Connecting Stage 1 to CRG Initiatives

STAGE 1: “Navigation”- Helping and Learning Stage

Expected Contribution of this Career Stage

  • Demonstrate competence on a portion of a larger project
  • Demonstrate competence at detailed and routine tasks
  • Show “directed” creativity and initiative
  • Learn how “we” do things

CONNECTING Stage to CRG Strategy

Examples

  • On-boarding Wyeth and new hires/assignments supporting the CRG initiative
  • Connectivity events such as a networking event
  • “How to network” event
  • Organized community outreach events

52

connecting stage 2 to crg initiatives
Connecting Stage 2 to CRG Initiatives

STAGE 2: “Contribution”- Technical Expertise Stage

Expected Contribution of this Career Stage

  • Increase technical competence and ability
  • Assume responsibility for definable projects
  • Work independently and produce key results
  • Develop credibility and reputation
  • Build an internal network

CONNECTING Stage to CRG Strategy

Examples

  • Best practices presentation on how to seek and receive feedback
  • Communication skills training or usage
  • Time management training or usage
  • Lunch & Learn programs
  • Training on development or career management

53

connecting stage 3 to crg initiatives
Connecting Stage 3 to CRG Initiatives

STAGE 3: “Guidance”- Contributing through Others

Expected Contribution of this Career Stage

  • Involved as a mentor, coach or idea leader in developing others
  • Stimulate others through ideas and knowledge; share knowledge
  • Increase in technical breadth and business breadth
  • Represent the organization effectively to external bodies

CONNECTING Stage to CRG Strategy

Examples :

  • Leading a Project Team
  • Contributing to Talent Management review
  • Mentoring
  • Leading a CRG committee
  • CRG Leader position as a formal management development rotation

54

connecting stage 4 to crg initiatives
Connecting Stage 4 to CRG Initiatives

STAGE 4: “Leadership”- Contributing Strategically

Expected Contribution of this Career Stage

  • Provide input and direction to the organization
  • Exercise power to influence decisions or obtain resources
  • Represent the organization on critical strategic issues
  • Sponsor individuals to prepare them for leadership roles

CONNECTING Stage to CRG Strategy

Examples :

  • HiPo mentoring, succession pathing, pipeline development
  • Establishing a multi-cultural “2-up” process
  • Providing an avenue to participate in innovative problem solving
  • Ensuring multicultural representation on national taskforce teams
  • Establishing diverse action teams supporting strategic initiatives to increase colleague engagement

55

slide56

Assess Initiatives

Identify the short- or long-term effect and impact (high/low)

  • How did the CRG initiatives run in the past create impact?
    • Short-term (event driven)
    • Long-term (process- or strategy-driven)
    • High Impact
    • Low impact
  • In which quadrant do you want most of your initiatives to occur?
  • Ideally, most initiatives should be Short-term, High Impact (SH) or Long-term, High Impact (LH)

Short-term Outcomes

Long-term Outcome

Strategic

High Impact

LowImpact

Activity-based

56

develop business plan
Develop Business Plan

Indicate metrics or measures of success.

57

targeted goals for avid
Support Corporate D&I Priorities

Customers/Colleagues/Community/Suppliers

Who is being targeted by each initiative?

Internal to AVID/CRG members

External to AVID/other colleagues

External to Pfizer/the community

What employees are being engaged?

From new employees to senior leaders

Targeted Goals for AVID
corporate d i focus
Corporate D&I Focus
  • COLLEAGUES:
  • Support the development of a strong inclusive environment
    • Support broader Pfizer Culture of Opportunity and colleague engagement efforts
    • Focus on addressing specific colleague population needs (e.g., reinforcement of the promotion pipeline)
      • Global Women’s Strategy
      • Multi-Cultural Strategy
    • Strengthen the impact of Colleague Resource Groups
    • Streamline D&I metrics systems and processes
    • Embed D&I training within existing Pfizer training & education programs

D&I will focus on achieving the following goals:

  • CUSTOMERS:
  • Help the business to fully capitalize ondiverse customers to drive revenue
    • Provide resources and an expert knowledge base about diverse populations
    • Ensure the business fully leverages enterprise assets to enable strategic targeting of diverse populations

Customers

Colleagues

Suppliers

Community

  • SUPPLIERS:
  • Integrate with and learn from Supplier Diversity Program’s past success
    • Collaborate with supplier diversity leads to build on success and support broader D&I efforts
  • COMMUNITY:
  • Strengthen alignment of Pfizer’s D&I community investments with Our Path Forward and identify opportunities to increase impact of broader community relationships
    • Develop D&I community investment prioritization tool
    • Reallocate D&I community spend to increase alignment to business priorities
impact model career stages
Impact Model/Career Stages

LEADERSHIPContributing

Strategically

GUIDANCE

Contributing

Through Others

CONTRIBUTIONContributing

Independently

NAVIGATIONContributing

Dependently

Stage 1

Stage 2

Stage 3

Stage 4

primary business drivers
Primary Business Drivers

Increase Productivity and Retention of colleagues with disabilities

Create positive Community Relations & increased visibility in community

Develop pool of potential future PFE employees

Help Pfizer meet EEOC requirements as well as increasing our reputation nationally

initiative 1 educational article series
Create a Series of PfizerWorld Articles

Article series will focus on informing colleagues and their managers on what they can do when facing disability issues

Reach across other Disability Networks for input and article writing

Can tie in with AVID recruitment

Initiative 1: Educational Article Series
initiative 1 educational article series1
Initiative 1: Educational Article Series
  • Potential Articles Include:
    • Disability Facts and Myths
    • ADA and Reasonable Accommodations
    • Advertising CART (real-time captioning) services used at Pfizer
    • Discuss common disabilities, such as vision and hearing
    • Discuss invisible disabilities, such as ADHD and mental health issues
    • Discuss Connect-Ability Program, JAN, JOB, and other websites
    • National Disability Employment Awareness Month
initiative 1 educational article series2
Business Drivers:

Increase productivity through engagement

Increase retainment of colleagues with disabilities

Make more effective People Managers (2010 is Year of the Manager)

Initiative 1: Educational Article Series
initiative 1 educational article series3
Initiative 1: Educational Article Series

Targeted Groups:

Internal (benefits AVID members);

External (benefits all colleagues)

Career Stages Impacted:

1,2 – Inform colleagues of how various disability issues might impact them, and what to do when needed;

3 – Make articles also useful to managers, helping them better work with employees with disabilities;

4 – Have ‘perspective’ articles written by senior leaders

initiative 2 ct brs top employer
Work with the Connecticut Bureau of Rehabilitative Services to be named one of CT’s “Top Employers” for hiring, promotion and retainment of colleagues with disabilities

Pfizer has been recognized as a Top Employer in the state of Connecticut in 2 of the past 3 years

First Step: Find out requirements for this year and compare to what Pfizer has done previously

Initiative 2: CT-BRS “Top Employer”
initiative 2 ct brs top employer1
Business Drivers:

Create positive community relations & increased visibility in community

Targeted Groups:

Mostly External to Pfizer

Some programs might impact Internal and External colleagues

Career Stages Impacted:

3,4; possibly 1,2 (depending on specific programs)

Initiative 2: CT-BRS “Top Employer”
initiative 3 student mentoring program
Expand 2009’s successful Disability Mentoring Day for college students with disabilities

Reach out to more local universities and colleges to find potential mentees

Balance corporate privacy with more hands-on Mentoring Day activities

Expand program to include National Business & Disability Council’s (NBDC) Emerging Leaders College Internship Program

Initiative 3: Student Mentoring Program
initiative 3 student mentoring program1
Initiative 3: Student Mentoring Program

Business Drivers:

Develop pool of potential future Pfizer employees

Community Relations

Targeted Groups:

Internal/External, and External to Pfizer (mentees)

Career Stages Impacted:

2,3 – Reach out for colleagues to volunteer to help run Mentoring Day program

initiative 4 targeted ad campaign
Help place advertisements for Pfizer/ disability in Pharma publications

AVID members can act as SME’s, providing quotes/testimonials for ads

Partner with Pfizer Legal to meet new Equal Opportunity requirements

Initiative 4: Targeted Ad Campaign
initiative 4 targeted talent attraction
Initiative 4: Targeted Talent Attraction

Business Drivers:

Help Pfizer attract well qualified candidates with visible and/or invisible disabilities

Increasing Pfizer’s reputation nationally by demonstrating leadership in disability issues

Help Pfizer meet EEOC requirements

Targeted Groups:

Internal (AVID members are Subject Matter Experts)

External to AVID (partner with Legal, Community Relations, Marketing, etc)

Career Stages Impacted:

2,3,4 – High level support is required for this initiative

other potential initiatives programs
Other Potential Initiatives & Programs

Site-wide audit for disability issues

Open Floor issues (concerning NL relocations to Groton)

medical parking; handicap accessible entrances and bathrooms

Celebrate NDEAM (October)

Bring in Cozy Kitchen and other local groups to set up booths

Sponsor disabled athletes/other groups (such as Easter Seals, etc)

Have a Disability-themed SAMJAM booth

Include activities that are appropriate for disabled children

Work with vendors (custodial/cafeteria) to include more local disabled workers

Partner with other CRG’s to promote other events