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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
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Organizational Disabilities Awareness Panel:
Creating and Sustaining Workplaces that Support and Embrace the Contributions of people with Disabilities
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
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
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
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
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
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.
Yaron: Employed in sales
Joanne: Presently teaching & pursuing masters degree
Suresh: Employed asaccountant
Alex: Presently employed attorney
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
Nicole Suto
Senior Employment Specialist
New York State Office of Mental Retardation and Developmental Disabilities
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
“We help people with developmental disabilities live richer lives”
Source: U.S. Census Bureau
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
“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
“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
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
Source: NOD/Harris 2004 Gaps Survey
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
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.
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.
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.
Awareness/Sensitivity:
Explain to all workers the principle of reasonable accommodations. Train your employees on disability myths and misconceptions.
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.
Training :
Be sure all training programs--including those leading to upward mobility and career advancement--are accessible to employees with disabilities.
For questions or comments contact:
The Center for Employment Excellence
centerforemploymentexcellence@omr.state.ny.us
Sandra Bushby
Director, Global Women’s Initiative and Employee Network Groups
Worldwide Diversity and Inclusion
Pfizer Inc
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
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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
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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
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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
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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
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Content Provided by Novations Group, Inc. Pfizer Confidential - Not for Distribution
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
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
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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?
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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)?
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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?
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STAGE 1: “Navigation”- Helping and Learning Stage
Expected Contribution of this Career Stage
CONNECTING Stage to CRG Strategy
Examples
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STAGE 2: “Contribution”- Technical Expertise Stage
Expected Contribution of this Career Stage
CONNECTING Stage to CRG Strategy
Examples
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STAGE 3: “Guidance”- Contributing through Others
Expected Contribution of this Career Stage
CONNECTING Stage to CRG Strategy
Examples :
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STAGE 4: “Leadership”- Contributing Strategically
Expected Contribution of this Career Stage
CONNECTING Stage to CRG Strategy
Examples :
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Identify the short- or long-term effect and impact (high/low)
Short-term Outcomes
Long-term Outcome
Strategic
High Impact
LowImpact
Activity-based
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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
D&I will focus on achieving the following goals:
Customers
Colleagues
Suppliers
Community
LEADERSHIPContributing
Strategically
GUIDANCE
Contributing
Through Others
CONTRIBUTIONContributing
Independently
NAVIGATIONContributing
Dependently
Stage 1
Stage 2
Stage 3
Stage 4
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
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
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
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
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”
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”
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
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
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
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
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
