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Changing Corporate Culture Strategy Katherine McCary, C5 Consulting, LLC Howard Green, NOD Sara von Shrader, Cornell Amy Dwyre, Mid-Atlantic ADA Center 1

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1

Changing Corporate Culture Strategy Katherine McCary, C5 Consulting, LLC

Howard Green, NODSara von Shrader, Cornell

Amy Dwyre, Mid-Atlantic ADA Center

2

Agenda

Opening Remarks & IntroductionsThe Business and Compliance Case

Dispelling Common MythsBest Practices & Global Trends

Perspectives and Common ThemesAppropriate Language and Disability Etiquette Cornell Study on DisclosureReasonable Accommodation

ResourcesContact Information

3

COMMUNITYCOMMUNITY

COLLABORATIONFOR

DIVERSITY& BUSINESS

SUCCESS

WORKFORCEMARKETPLACE

C5

4

The Business Case • Business recognizes the value of diversity and will benefit by

expanding diversity to include people with disabilities• People with disabilities, including wounded warriors, want to

work• Individuals with disabilities are the largest minority population

more than 60 million Americans, 23 million of working age• 82% of all disabilities are acquired with age, illness or

accidents which therefore tells us it will continue to grow at a rapid pace because of the aging workforce

• As customers they have an annual buying power of $3 trillion and aggregate income of $220 billion

• 88% of Americans prefer to give their business to employers who hire people with disabilities

• Talent shortage is real

5

The Compliance Case

• ADA 1990 Discrimination Law- 3 prongs: Major life activity

• ADAAA 2010 Broadened the Disability Definition- Emphasis on

Qualifications, Accommodations and Discrimination. Mitigating measures and who is covered expanded

6

Section 503 of the Rehabilitation ActProposed OFCCP Rule

• Introducing a 7 % utilization goal for individuals with disabilities to assist in measuring the effectiveness of contractors’ affirmative action efforts;

• Improve data collection pertaining to individuals with disabilities to create greater accountability for contractors;

• Require contractors to invite individuals with a disability to voluntarily self-identify at the pre-offer and post-offer stages;

• Require that contractors conduct regular anonymous surveys of their employees to provide an opportunity to self-identify for those who do not wish to do so during the hiring process;

• Update how OFCCP compliance officers conduct evaluations of contractors; and

• Address the increased use of technology in the workplace by providing for

electronic posting of employee rights and contractor obligations.

7

Dispelling Common Myths & Addressing Concerns

• Individuals with disabilities do not have the talent and skills needed in business

• Accommodations are expensive• Accommodations aren’t effective• Productivity and attendance will be negatively affected• Individuals with disabilities leave jobs more frequently• Performance standards will have to be lowered• Co-workers/members will be uncomfortable• Not able to terminate

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Global Demographics

• Estimated 650 million people with disabilities in the world

• People with disabilities population will grow as a result of the aging population

• Approximately 80% of people with disabilities live in developing countries

• Research suggests significant costs due to productivity losseso Costs in Asia between 3 percent (US $1.8

billion) of 2006 GDP in Vietnam and 4.6 (US$9.6 billion) percent of 2007 GDP in Thailand

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Global - War for Talent

Manpower's Q1 2012 Employment Outlook Survey reveals:

o Despite current economic challenges, employers in 31 of 41 countries/territories surveyed will hire employees

o Employers in India, Brazil, Taiwan and Panama have especially strong hiring expectations

o Employers in Greece, Hungary and Italy report the weakest hiring expectations

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Global - War for Talent

Employers reported in 2011 Talent Shortage Survey

o 34% are experiencing difficulty in filling jobs due to lack of available talent

o Employers in India, US, China and Germany are experiencing the most dramatic talent shortage

o The U.S. jumped from 14% (2010) to 52% (2011)

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Global - Region/Country Quotas

• Europeo Germany (6%)o France (6%)o Italy (15%)o Austria (4%)o U.K./Netherland

• Asiao Japan (1.6%)o Thailando Vietnam

• Eastern Europeo Hungary (5%)o Poland (6%)o Russian Federation

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Global Best PracticesDisability-related Employer Groups

• Australian Network on Disability (Australia)• Employers Disability Network (New Zealand)• Business Advisory Board on Disability (Russian

Federation)• USBLN (U.S./Canada)• Chamber of Industries of Guayaquil (Ecuador)• Unternehmens Forum (Germany)• Confederation of Indian Industry (India)• Serbian Association of Employers (Serbia)• Employers Federation of Ceylon (SriLanka)• Blue Ribbon Employer Council (Vietnam)

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Global Best Practices

Practices within companies

• Policy statements• Accessible materials, online environments and workplace• Employee disability network• Disability awareness training

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Global Best Practices

Practices to attract, retain and develop

• Customized recruitment/community outreach• Internships, mentoring and leadership programs• Internal SME's• Suppliers/entrepreneurs with disabilities• Volunteer programs• Participation in business groups/networks• Partnerships with NGO's/CBO's

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Common Themes• Leadership commitment to diversity • Strategic inclusion (recruitment, employment,

retention, ERG, supplier diversity, technology, market share)

• Volunteerism as an emerging best practices that touches marketplace, workforce and community

• Accommodations as productivity tools & universal design

• Employee Business (Resource) Groups -PWD & cross pollinating

• Employee engagement-disability touches everyone• Disability awareness & etiquette training

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Appropriate Language

• Person with a disability, not handicapped

• Survivors, not victims• Has a diagnosis of, not

suffers from• Special needs are for

children• Intellectual disability, not

MR• Psychiatric impairment,

not crazy

• Wheelchair user, not “-bound”or “confined to”

• RELAY System (audio and video) replaces TTY

• Autism spectrum and Asperger’s

• Invisible disability• ASL is person’s primary

language (not English)• Person of small stature

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Etiquette Basics

• Person First Language• Interactions

o Individual who is deaf or hard of hearing Interpreter etiquette, write notes, speak slowly in good light

o Individual who is blind or vision impaired Verbal cues, face of a clock, back of chair

o Individual with a service animal Don’t talk to, pet or feed

o Individual with prosthetic hand or arm Shake hands, right or left

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Etiquette Basics

o Individual with a mobility impairment Wheelchair user Crutches, cane, walker

o Individual with a speech impairment Ask to repeat, seek alternatives Allow to finish sentences, never pretend to

understando  Individual with cognitive impairment

Take time to understand each other, extra time to complete sentences

Be patient and flexible 

Reasonable Accommodations

Amy Dwyre

Mid-Atlantic ADA Center

Mid-Atlantic ADA Center1 of 10 Regional Centers Providing:• Information• Guidance• Materials• Newsletter/E-Bulletin• Training• Toll-free phone number: 800-949-4232 V/TTY• Website: www.adainfo.org

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• An employer may not discriminate against an employee on the basis of disability in any aspect of the

employment relationship.

• The activities covered include:– Outreach, Application Process, Testing– Interviewing, Hiring, Assignments– Evaluation, Discipline, Medical Examinations– Compensation, Promotion, On-the-Job Training– Layoff/Recall, Termination, Leave– Benefits of employment e.g., health insurance

ADA Title I - Employment

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What is the ADAAA?• Americans with Disabilities Act

Amendments Act (ADAAA) 2008• Overall purpose -- “To restore the intent

and protections of the Americans with Disabilities Act of 1990”

• Effective January 1, 2009• Regulations effective as of May 24,

2011

Definition of DisabilityAn individual with a disability is one

who:• Has a physical or mental impairment

that substantially limits a major life activity

• Has a record of having such an impairment

• Is regarded as having such an impairment

Slide 23Module 3 — Reasonable Accommodation

Definition of Disability

An individual with a disability is one who has a physical or

mental impairment that substantially limits a major

life activity. Module 3 — Reasonable Accommodation Slide 24

Continued

Definition of Disability• Need not prevent, or significantly or

severely restrict, the performance of a major life activity.

• Disability “shall be construed in favor of broad coverage” and “should not require extensive analysis”

ADAAA

Slide 25Module 3 — Reasonable Accommodation

Major Life ActivitiesThese are basic activities that the average person in the

general population can perform with little or no difficulty.• Caring for Oneself• Performing Manual Tasks • Walking• Seeing• Hearing• Speaking

• Breathing• Concentrating • Learning• Working• Sitting• Standing• Lifting

Module 3 — Reasonable Accommodation Slide 26

Major Life Activities includes Major Bodily Functions

• Immune system• Normal cell growth• Digestive• Bowel• Bladder

• Brain• Circulatory• Cardiovascular• Neurological

ADAAA

Slide 27Module 3 — Reasonable Accommodation

Major Bodily Functions

• Respiratory• Endocrine• Hemic• Lymphatic• Musculoskeletal

• Special sense organs and skin

• Genitourinary• Reproductive

functions

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ADAAA

Continued

Module 3 — Reasonable Accommodation

Mitigating Measure

Any device, measure, or medication that reduces the

effects of the disability

ADAAA

Slide 29Module 3 — Reasonable Accommodation

Mitigating MeasuresMitigating measures are ignored in determining whether an impairment is substantially limiting.

• Exception:

Ordinary eye glasses and contact lenses

ADAAA

Slide 30Module 3 — Reasonable Accommodation

Mitigating measures include, but are not limited to:

medication, medical supplies, equipment, or appliances, low-vision devices, prosthetics (including limbs and devices), hearing aids and cochlear implants or other implantable hearing devices, mobility devices, oxygen therapy equipment and supplies

use of assistive technology

reasonable accommodations

learned behavioral or adaptive neurological modifications (e.g., monocular vision, learning disabilities)

psychotherapy, behavioral therapy, physical therapy31

Episodic Disabilities:

• Epilepsy• Hypertension• Multiple sclerosis• Asthma• Diabetes

• Major depression• Bipolar disorder• Schizophrenia• Cancer

Considered a disability, even in remission, if it would be substantially limiting when active

ADAAA

Slide 32Module 3 — Reasonable Accommodation

Qualified Individual with a Disability

A qualified individual with a disability satisfies the requisite skill, experience, education, and other job-related requirements of the position such individual holds or desires to hold, and who:• can perform the essential functions of

such position• with or without a reasonable

accommodation

Slide 33Module 3 — Reasonable Accommodation

What makes a job task essential?

• If the position exists to perform the function

• If there are a limited number of employees among whom the task can be distributed

• If the function is highly specializedModule 3 — Reasonable Accommodation Slide 34

Evidence of Essential Functions • Employer's judgment as to which

functions are essential • Written job descriptions prepared

before advertising or interviewing applicants

• Amount of time spent performing the function

Module 3 — Reasonable Accommodation Slide 35

Evidence of Essential Functions

• Consequences of not performing the function• The terms of a collective bargaining agreement• Work experience of past incumbents on the job• Current work experience of incumbents in similar

jobs

Module 3 — Reasonable Accommodation Slide 36

Continued

Essential or Marginal?

Module 3 - Reasonable Accommodation37

Job Function Essential or Marginal?

WaiterInteracting with

Customers Essential

Secretary Making Coffee Marginal

Coffee Shop Barista Making Coffee Essential

Essential or Marginal?

Module 3 - Reasonable Accommodation 38

Job Function Essential or Marginal?

Continued

Trainer Public Speaking Essential

Assembly Line Worker

Answering Phones

Marginal

Radio Announcer Typing Marginal

Reasonable Accommodation

Any change in the work environment or way things are

done that enables a person with a disability to enjoy equal employment opportunity

Slide 39Module 3 — Reasonable Accommodation

Scope of Reasonable Accommodation:

• Modification to the job application process• Modification to the work environment or

the manner in which the position held is customarily performed

• Modification that enables an employee with a disability to enjoy equal benefits and privileges of employment

Module 3 — Reasonable Accommodation Slide 40

Accommodations are dependent upon:

• The specific requirements of the job• The particular need(s) of the employee or

applicant• The extent to which modifications or aids are

available without causing an undue hardship on the employing organization

Module 3 — Reasonable Accommodation Slide 41

Examples of Reasonable Accommodation:

• Making existing facilities used by employees readily accessible and usable by individuals with disabilities

• Job restructuring• Part-time or modified work schedules

Module 3 — Reasonable Accommodation Slide 42

Examples of Reasonable Accommodation:

• Adjustment or modifications of examinations, training materials, or policies

• Providing qualified readers or interpreters• Reassignment to vacant positions

Module 3 — Reasonable Accommodation Slide 43

Continued

Brainstorm Accommodations

• College Professor• Office Clerk• Attorney• Waitress• Nurse• HR Manager

• Anxiety Disorder• Deaf• Learning Disability• Fibromyalgia• Immune System Disorder• Blind

Module 3 - Reasonable Accommodation44

Average Cost of Accommodations

• 56% of all accommodations have no cost• 36% require only a one-time cost, typically

about $600• 5% require both a one-time cost and an

ongoing or annual costSource: Job Accommodation Network Survey1

Slide 45Module 3 — Reasonable Accommodation

The Job Accommodation Network (JAN) is:

An information and consultation service providing individualized accommodation

solutions. JAN’s purpose is to make it possible for employers and others to share information

about job accommodations.http://askjan.org

(800)526-7234 (Voice)  (877)781-9403 (TTY)Slide 46Module 3 — Reasonable Accommodation

Determining Reasonable Accommodation

• Determine the essential functions of the job• Consult with the employee to determine his or her

abilities and specific needs • Identify potential accommodations in consultation

with the individual• If two or more possible accommodations exist,

consider the preference of the individual, and then select the method that best serves both the individual and the businessModule 3 — Reasonable Accommodation Slide 47

Undue Hardship

Significant difficulty or expense

Module 3 — Reasonable Accommodation Slide 48

Examples of Accommodations that are NOT Reasonable

• Placing an applicant with a disability in a job for which he/she did not specifically apply

• Maintaining the salary of an employee reassigned from a higher-paying job to a lower-paying job, if the employer does not do so for other employees

• Changing an employee’s supervisor• Changing staff who report to a supervisor who has

a disabilitySlide 49Module 3 — Reasonable Accommodation

Examples of Accommodations that are NOT Reasonable

• Eliminating essential functions of the job• Lowering production standards• Providing personal use items (e.g. prosthetic limb,

eyeglasses, hearing aids, wheelchair, hot pot or refrigerator)

• Creating a job• Promoting an employee• Bumping another employee from his/her job

Continued

Slide 50Module 3 — Reasonable Accommodation

CommunicateCommunicateCommunicate

Communicate the decision to the employeeDocument the result of the process

Elements of the Accommodation Process

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• Look at particular job and determine essential functions

• Look at employee’s prior history

• Consult with employee –Abilities and limitations–Effectiveness of potential

accommodations

The Interactive Process

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• Consult with 3rd parties (advocates, medical professional, rehabilitation professionals, consultants)

• Consider the preference of the employee

• Select the accommodation that best addresses needs of the employee and

the employer

The Interactive Process

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www.edi.cornell.edu

Disability Disclosure: What Employers Should Know

Research conducted under the Rehabilitation Research and Training Center on Employment Policy for Persons with Disabilities at Cornell University funded by the U.S. Department of Education National Institute on Disability and Rehabilitation (NIDRR) Research (Grant No. H133B040013). Support for presentation provided by The Rehabilitation Research and Training Center on Employer Practices Related to Employment Outcomes Among Individuals with Disabilities at Cornell University funded by the U.S. Department of Education, National Institute on Disability and Rehabilitation Research (Grant No. H133B100017)

The contents of this presentation do not necessarily represent the policy of the Department of Education or any other federal agency, and you should not assume endorsement by the Federal Government (Edgar, 75.620 (b)). The views presented are not necessarily endorsed by Cornell University or the NIDRR.

Sarah von Schrader, Ph.D.

Meeting of the DC Metro Business Leadership Network, May 2, 2012

Results of a survey by the Employment and Disability Institute (EDI) at Cornell University and the American Association of People with Disabilities (AAPD)

Presentation Overview• Why understanding disability disclosure issues

is important for employers• Perspectives of individuals with disabilities on

disclosure• Implications for employers: improving

workplace culture and inclusion

56

Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

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Importance of Disclosure Issue for Employers:

• Increase awareness of where accommodations may improve employee productivity

• Indicator of employee comfort level with sharing personal information

• Improved measures of workforce diversity representation

• Federal Executive Order 13548 -- Increasing Federal Employment of Individuals with Disabilities

• Proposed Rule to revise Section 503 of the Rehabilitation Act

Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

“Very important” factors, when deciding to disclose a disability to an employer

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  Persons with a disability (N=598)

Need for accommodation 68.2

Supportive supervisor relationship 63.5

Disability friendly workplace 56.8

Active disability recruiting 50.5

Knowing of other successes 49.9

Disability in diversity statement 48.9

Belief in new opportunities 40.7

Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

“Very important” factors when deciding to NOT disclose a disability to an employer

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  Persons with a disability (N=598)

Risk of being fired/not hired 73.0

Employer may focus on disability 62.0

Risk of losing health care 61.5

Fear of limited opportunities 61.1

Supervisor may not be supportive 60.1

Risk being treated differently 57.8

Risk being viewed differently 53.8

No impact on job ability 44.0

Desire for privacy 27.9

Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

Deciding to Disclose in the Future• Most respondents disclosed their disability to their

current or most recent employer. • Among individuals who had a non-apparent or

somewhat apparent disability– 10% had a negative immediate consequence– 25% experienced a negative longer term consequence.

• Open-ended question: “If presented with a similar situation in the future, would you disclose? Please explain”

60

Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

Themes that we found in responses

1. Timing of Disclosure

2. Supportive Workplaces

3. “Disability is Part of Who I Am”a. Gauging Employer Acceptance

b. Desire for Honesty

c. Educating Others

4. Not Being Hired Or Being Fired

5. Workplace Harassment and Bullying

6. Losing Promotion Opportunities61

1. Timing of DisclosureMany respondents reported that they preferred to wait until hired to disclose

– “I waited until after being offered the position to disclose”– “I tended to let employers see my work before letting them

know that I am hard of hearing.” – “I waited until after being offered the position to disclose. I

was hired for my extensive abilities, not my disabilities.”

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Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

2. Supportive Workplaces

Supervisor and workplace climate were critical– “My boss respected me and understood the difficulties I

have.” – “I would only disclose if there was clear evidence of being

supportive of the disabled across the board at all levels.”– “I would be wary of disclosing until I saw how the

employer actually treated employees with mental health issues, not just their stated policy.”

63

Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

3. “Disability is part of who I am” Gauging Employer Acceptance

“I prefer to disclose my disability, then I would be able to detect any body languages, reactions, or type of vibe by the interviewers or supervisors. It gave me the idea of what kind of environment that I would be risking myself if I got hired…”

Desire for Honesty“It is certainly less stressful to have it out in the open than to be concerned about having to hide it and not wanting anyone to find out.”

Educating Others“Disclosing allows me to serve as an example of successful employment and promotions.”

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Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

4. Not Being Hired Or Being Fired“Company policies are worthless if discriminatory behaviors are not curbed and the disabled are seen as too unreliable and costly. There is enormous ignorance and fear … by non-disabled coworkers, so denial and avoidance is rampant. Disability is still being treated like acute disease. Until this changes, there is still too high a risk of losing one's job if you disclose.”

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Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

5. Workplace Harassment and Bullying– “[Disclosure] makes it harder to get fair and equal

treatment in the workplace and results in being bullied, either by coworkers or by employers.”

– “In the beginning [my employer] was supportive but as the years went on I was bullied, harassed, belittled, written up and eventually fired.”

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Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

6. Losing Promotion Opportunities– “I was marginalized and alienated from the

agency's mainstream development. I was deprived promotion and treated as levity by both supervisors and employees.”

– “Once you disclose your disability it can affect your long term promotions. The employer will always be aware of this no matter how hard you work.”

67

Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

Conclusions and Implications

• Important for employers to understand issues around disability disclosure

• Employers play an important role in creating an environment where individuals are comfortable disclosing

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Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

Creating an Environment that Encourages Disclosure

Demonstrate disability inclusiveness through: – Actively recruiting people with disabilities– Conducting disability awareness training for staff– Enacting flexible workplace policies– Having fair systems to address complaints– Creating accessible workplaces– Fostering supportive supervisor-staff relationships– Including disability in the diversity statement

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Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

Creating an Environment that Encourages Disclosure

Avoid: – Focusing on disability–Treating employees with disabilities differently in

relation to: • Interpersonal interactions• Opportunities for advancement• Performance reviews• Hiring/termination

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Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

Access to Full Text of the Report

Emerging Employment Issues for People with Disabilities: http://digitalcommons.ilr.cornell.edu/edicollect/1288

Further information: Sarah von Schrader, Cornell University, [email protected]

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Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

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Resources Speakers National Organization on Disability (nod.org)

DC Metro Business Leadership Network (dcmetrobln.org)C5 Consulting LLC (consultc5.com)Mid-Atlantic ADA Center ([email protected])Employment and Disability Institute (EDI) – (ilr.cornell/edi)Other Resources

US Department of Labor Office of Disability Employment Policy (usdol.gov/odep) Job Accommodations Network (JAN) (askjan.org) USBLN® usbln.org Employer Resource and Assistance Network (EARN) --

askearn.org National ADA Network Centers – adata.org

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Resources

Other Resources Disability & HR:Tips for Human Resource (HR) Professionals (hrtips.org) Accessible Tech: For Accessible Technology in the Workplace (accessibletech.org) Equal Employment Opportunity Commission (eeoc.gov)

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Q&AOFCCP Discussion

• Handout• Discussion• Evaluation

THANK YOU!