PRIDE Ability Matters

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1 PRIDE INDUSTRIES

ABILITY MATTERSGaINING ThE comPETITIvE EDGE by

achIEvING DIvERSITy IN ThE woRkPlacE

A guide to employing

quAlified people with disAbilities


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ABILITY MATTERSGaininG the competitive edGe by achievinGdiversity in the workplace

A guide to employing

qualied people with disabilities

10030 Foothills Boulevard

Roseville, CA 95747

www.prideindustries.com

March, 2010

All rights reserved. No part o this resource guide may be reproduced in any orm without express written permission rom PRIDE

Industries. Organizations listed or reerenced in this guide do not constitute endorsement by PRIDE Industries or its partners.


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ConTEnTS

3 IntroductIon

4 Acknowledgements

5 sectIon 1: gAInIng PersPectIve

11 sectIon 2: BusIness AdvAntAges

16 sectIon 3: Focus on ABIlIty24 sectIon 4: resources

27 sectIon 5: ABout PrIde IndustrIes

28 BIBlIogrAPhy


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IntroductIon 3

InTRoduCTIonAs many Americans struggle with unemploymentthrough the most signicant economic crisis since the

Great Depression, they gain a greater understanding o

the challenges people with disabilities have always aced.

One in ve Americans has a disability, yet two-thirds o

working age Americans with disabilities are unemployed

many not by choice.

Caliornia has the most diverse population in the United States,

and people with disabilities represent the single largest and

most diverse minority, providing a major untapped source o

qualied job candidates. Yet this diversity category is oten

overlooked, and employers can miss out on a golden

opportunity to hire well-trained, competent people

who also bring to the job loyalty, dedication and

commitment.

What to expect during the hiring process and

beyond

Resources or understanding laws and regulations

Realistic workplace accommodations

In business, its about the bottom line. Success depends

on attracting the best qualied and most productive

applicants, and that means ocusing on ability. When

people with disabilities nd successul employment weall win businesses whose needs are met by people

committed to their satisaction; individuals with disabilities

and their amilies; and the communities we share as

tax consumers become tax contributors.

This guide provides insights on how employing

people with disabilities can create high value

business solutions. Its contents include inormation and

practical applications to shit the ocus rom disabilities

to capabilities, and help businesses gain a competitive

edge through inclusion. We ocus primarily on people

receiving employment services and supports.

The ollowing topics will be examined:

Dispelling myths

The relationship among businesses, employment

services and government agencies

Supports, services and incentives available to

businesses employing people with disabilities


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section 1

ACKnoWLEdGEMEnTS

Ability Matters: Gaining the Competitive Edge by Achieving Diversity in the

Workplaceis the result o contributions rom the ollowing individuals and organizations:

t AThe ARC o Caliornia

Pi B

Alta Caliornia Regional Center

ca o

Work Training Center, Inc.

A P

Alta Caliornia Regional Center

cip J. riCaliornia Disability Services Association

ma ma

Sacramento Metro Chamber o Commerce

J s

Unisource Worldwide Inc.

eai li

Co-Founder, Down Syndrome Inormation Alliance

4 PrIde IndustrIes


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gAInIng PersPectIve 5

section 1

In todays business climate, employers and employees are increasingly working harder or lesswhile trying to maintain high standards and develop strategies or growth. As President andCEO o the Sacramento Metropolitan Chamber o Commerce, I work towards enhancing ourregions competitiveness while simultaneously building a stronger community or our businessesand citizens. A workorce rich in diversity can create better solutions to business challenges,and that diversity should include people with disabilities. Today, one in ve Americans has a

disability, and as our workorce ages, disabilities will become even more prevalent. People withdisabilities represent our single largest and most diverse minority group, yet they are a majoruntapped source o qualied employment candidates.

People with disabilities ace unemployment at nearly our times the rate o the generalpopulation, not because they dont want to work or are unqualied, but largely becauseemployers dont realize the benets that people with disabilities can bring to the workplace.

SECTIon 1

GAInInG PERSPECTIvEExpanding opportunities toimprove your workorceand the bottom line

Itrcti

bma ma

Pi & ceo, saa m cab


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6 PrIde IndustrIes

ma ma is the President & CEO o the Sacramento Metro Chamber, one o Caliornias largest chambers

o commerce. His extensive background as an executive in business operations spans two decades and extends

through the private and non-prot sector industries. He serves on numerous boards, task orces and commissions

dedicated to ostering prosperity throughout the Sacramento region. He can be reached at (916) 321-9114, or

[email protected].

Unounded concerns over the cost o equipment, training or insurance can get in the way; othersworry that employees with disabilities simply wont t into an organizations culture, or are less

productive.

The act is that people with disabilities are assets, not liabilities to an organization and its bottomline. In reality, people with disabilities dont cost more to employ, are proven to meet or exceedchallenges, have lower turnover and relate well to customers and co-workers. This doesnt justmake social sense, hiring people with disabilities is an equation or expansion, protability andmutual success.

6 PrIde IndustrIes

section 1


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section 1

Reap the Rewards

According to the U.S. Department o Labor, only 22percent o working age Americans with disabilities is

employed, while nearly 70 percent o Americans in the

same age group without disabilities are employed. With

one in ve Americans experiencing a disability at some

point in their lives, chances are that you or someone

you know is aected. Yet a lack o amiliarity around

employment o people with disabilities has ostered

uncertainty and raised unounded concerns.

Oten, employers worry about some o the ollowing

issues:

perception: The potential unknown costs o

accommodations

reality: Employers already make accommodations

daily, such as fexible work schedules, computer anti-

glare screens or a more comortable chair. According

to a 2009 Job Accommodation Network (JAN) study,

more than hal o all job accommodations cost nothing

to implement while the rest typically cost $600 or less.

perception:Concerns over job perormance.

reality: People with disabilities have equal or higher

job perormance ratings, higher retention rates and

lower absenteeism.

perception: An increase in insurance premiums.

reality: Insurance rates are based on the relative

hazards o the job and the accident history o

the workplace, and not on whether workers have

disabilities.

perception: Co-workers will be uncomortable and

worried about saying the wrong thing.

reality: Simple etiquette and mutual respect can

avoid relationship barriers.

perception: Productivity will be negatively impacted.

reality: Working alongside someone who has

overcome major challenges in his or her lie andmanages their disability on the job raises morale and

creates a good working environment or everyone.

Successul employers take action when it makes good

business sense. When it comes to hiring, its about

nding the individual who is the best match or a specic

business need.

Hiring people with disabilities is part o sound strategic

planning or a variety o reasons:

hg

People with disabilities are accustomed to challenges

and oten possess heightened problem-solving skills,

a demonstrated sense o patience and perseverance,

and an enthusiasm and eagerness to succeed in the

workplace.

r g

Retention is higher or people with disabilities. Com-

bined with available supports and services, this can

save substantial amounts or businesses in repetitiverecruitment and training.

d

One in ve Americans has a disability, representing

$1 trillion in purchasing power. The social value o

hiring people with disabilities is recognized and

rewarded by individuals with disabilities, their riends

and amilies.

t

Local, state and ederal benets may be available.


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8 PrIde IndustrIes

When companies include people with disabilities as

part o a diverse workorce, they have made a strategic

decision towards social responsibility that can helpimprove the bottom line. People with disabilities bring

unique experiences and perspectives to a business,

and make important contributions to our workplaces

every day because they are hired based on talent and

capabilities.

Defning Disability

When people think o disability certain images usually

come to mind. Oten people think o the most obvioustypes o disabilities such as mobility, visual or hearing

impairments. However, disabilities may be physical

or cognitive, visible or invisible, and can result rom a

variety o causes.

Some o the origins o disability may include:

Accidents

Brain injuries

Service or wartime injuries

Chronic diseases (i.e., asthma, schizophrenia,

diabetes, arthritis)

Genetic conditions

Problems during pregnancy or at birth

Psychological processing (i.e., learning disabilities)

disability can aect anyone, anytime

With one in ve Americans aected by disability at

some point in their lives, each o us has about a 20

percent chance o becoming disabled. People with

disabilities cross all racial, gender, socioeconomic and

organization lines, and as people live and work longer,

age-related disabilities will become more common in the

workplace.

The most common types o disability include:

Mobility Impairment

Cognitive Impairment

Hearing Impairment

Visual Impairment

Speech Impairment

Regardless o disability, its all about perormance.The act is, there are no good jobs or people with

disabilities; only people with disabilities who are good

ts or the right job.

hii pp i iabiii i a a bi ai

ipai. I ii i iai a

ppai a a p, ii a ppi.

JulIe BAskIn Brooks, mAnAger oF dIversIty, IBm

section 1


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section 1

Collaboration is Key

When it comes to employing people with disabilities,services or business and services or people go hand-

in-hand. Businesses open doors o opportunity while

programs prepare and support people with disabilities in

employment. Together, this results in the creation o long-

term job opportunities or people with disabilities, while

providing dependable and productive workers who can

achieve maximum benet or employers.

Businesses with a commitment to diversity in the

workplace discover that they are more representative

o their community, potentially increasing and buildingloyalty with their customer base. By actively recruiting

people with disabilities directly or through agencies,

organizations and programs that represent and serve

people with disabilities, businesses can access a

continuum o services that meet the needs o employees

and employers.

There are dierent approaches to employment or

people with disabilities, with the ollowing being

most common:

i c e

Individual employees are supported by a service

provider, and employed and managed by an

employer.

s e

Small groups o employees are integrated at job sites

with support provided by a service provider. Workers

may be employees o a service provider or the

business itsel.

Service providers can provide employers with trained,

competent, motivated (and supervised, i appropriate)

employees to meet diverse job requirements in all sectors

o our economy. Because people with disabilities may


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section 2

10 PrIde IndustrIes

qualiy or services through one or more agencies such

as the state Department o Rehabilitation, Employment

Development Department, and the Regional Centerscontracted with the State, supports and services or

both employees and employers can be provided at no

cost. Businesses can access service providers directly or

through one o the state or regional agencies.

When a person with a disability is reerred or an

assessment by an appropriate agency, he or she may

receive an array o services to prepare or successul

employment:

Skills, strengths and interests assessment

Special needs evaluation

Interview techniques and training

Independent living skills that support employment

Social skills training

Job training and skills development

Transportation support

Job development

Supports and accommodations

Once potential opportunities are identied or

prospective employees, businesses, working in

partnership with service providers, proceed through

the hiring process. The service provider itsel may

be contracted to perorm a service or unction either

internally or remotely rom its site, or individualemployees or groups o employees may be hired to

work at the business location.

In either case, the service provider acilitates recruitment,

hiring, training and ongoing support allowing the

employer to stay ocused on their core business while

creating the greatest opportunity or mutual success.

Service providers work to match individual ability with

employer needs and assist by coordinating no-cost

business services such as: Job site accommodation consultation and support

Disability awareness training

On-the-job training and on-going coaching

Assistance with applying or tax credits and hiring

incentives

When businesses partner with service providers to

meet their workorce needs they save time and money

while gaining quality service solutions. This is truly a

win-win opportunity. Businesses get qualied employees

that are reliable and loyal, reducing turnover and

training expenses, while people with disabilities gain

opportunities to learn, earn and contribute.

section 1


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BusIness AdvAntAges 11

section 2

J s is an Area Vice President or Unisource Worldwide Inc., one o the largest

independent distributors o printing and imaging papers, acility supplies and equipment, and

packaging materials and equipment in North America. He can be reached at (916) 283-2252,

or [email protected].

SECTIon 2

BuSInESS AdvAnTAGESUnderstanding supports, services andincentives to maximize business opportunitieswhen hiring people with disabilities

Itrcti

b J s, Aa vi Pi, ui wi I.

Successul businesses are continually looking or growth opportunities with a better

than average return-on-investment. Otentimes an organizations competitive edge is

determined by the ingenuity and resolve o a dedicated workorce. Labor is a costly

asset and it can be unstable. Even in dicult economies, people move, nd new

jobs, or perhaps become less productive. High turnover is costly to productivity and

makes a real dierence to bottom line perormance.

Protability can depend on attracting and retaining the most qualied and productive

applicants, which also means ocusing on ability. At Unisource Worldwide Inc., I am

proud to say that we have seen our productivity and protability increase by providing

jobs or people with disabilities over the past 15 years. These team members are highly

committed, highly motivated, and extremely productive. They boost our production,

protability and workplace morale.


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12 PrIde IndustrIes

section 2

Supporting Business

Agencies and organizations serving people with dis-abilities understand that meaningul employment goes

hand-in-hand with a business productivity and protabil-

ity. Dedicated to helping people with disabilities obtain

and retain employment, these organizations recognize

that this will only be possible through supportive and

collaborative relationships with employers.

People with disabilities are eligible or a vast array o

services, oten provided at no cost by ederally and

locally unded agencies and organizations. The amount,

type and duration o supports provided varies basedon the needs o the individual, and in the case o

employment, the benets extend to businesses that hire

qualied job seekers with disabilities, whether they are

hired independently or through a service provider.

State agencies serving people with disabilities, such as

the Department o Rehabilitation, contract with a variety

o service providers to help people with disabilities

achieve independence and employment while support-

ing employers or maximum success. It is typically the

service provider that will work directly with employersand employees.

The ollowing types o service providers may be used:

p g

Directly unded by the government, such as a school

or social service agency.

p --f g

An independently operated and unded organiza-

tion that is registered and approved with the InternalRevenue Service and the state.

p f g

A private licensed business.

i s p

Individuals who are not part o any company or

agency.

Generally there is an agency or organization that

coordinates services. These organizations help people

with disabilities and their amilies plan, access and

coordinate services while also arranging, unding and

monitoring the services provided.

The supports and services accessible to people withdisabilities can provide substantial benet to the

businesses employing them by reducing costs and

supplying inormation and training to acilitate a positive

and productive workplace experience.

Employment supports are usually delivered by service

providers and can include:

d a tg

Training or managers and co-workers.

a g

Support during the hiring process.

sz - g

Assistance or the employee, co-workers and

supervisors.

e

Training or independent transit or providing actual

transportation.

a g

Equipment to accommodate an employee.


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section 2

i g

Assistance with employee supervision and oversight.

t

Assistance with applications and paperwork.

Because individuals and businesses have dierent needs

each program is tailored, and the type, duration and

conguration o services will vary.

Recruitment

Recruiting qualied and capable employees is challeng-

ing or all businesses, and uses valuable human and

nancial resources while detracting rom business opera-

tions. This oten leads to a loss o productivity as new

employees are identied, trained and integrated into the

workplace. Positions with low retention rates increase

costs and can risk quality as businesses constantly

reinvest time and unds or the recruitment and training

process. By tapping into the large labor pool o people

with disabilities, businesses can benet rom no cost

services that reduce the challenges and expenses o re-cruitment, gaining a distinct advantage over competitors.

There are many ways in which agencies or companies

can access qualied candidates who also happen to

have a disability.

Some o these include:

State Department o Rehabilitation (work directly with

service providers)

Regional Centers (work directly with service providers)

Transition airs or students graduating high school

(work directly with service providers)

Non-prot agencies serving people with disabilities,

veterans and people with certain health conditions

Veterans Administration and related organizations

(work through service providers or direct hire)

Disability job airs (work through service providers

or direct hire)

Online job sites (work through

service providers or direct hire)


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14 PrIde IndustrIes

section 2

Tax Incentives

There are three ederal tax incentives available tohelp employers hiring people with disabilities. These

encourage hiring and can help with the cost o accom-

modations or employees with disabilities and to make

businesses more accessible and employment more suc-

cessul. Eligibility varies, and businesses should consult

either with the appropriate tax agency or a tax prepara-

tion proessional or details.

1. work opportunity tax credit (wotc)

The WOTC replaces the Targeted Jobs Tax Creditprogram and provides a tax credit or employers who

hire rom certain targeted groups, including vocational

rehabilitation reerrals, ormer AFDC recipients, veterans,

ex-elons, ood stamp recipients, summer youth employ-

ees and SSI recipients.

eliGibility: People with a physical or intellectual

disability resulting in barriers to employment, who are

reerred to an employer upon completion o, or while

receiving rehabilitation services.

amount: An employer may qualiy or a tax credit oup to $9,000 or up to a total o two years.

restrictions/requirements: Eligible employ-

ees must work 180 days or 400 hours. A partial credit

may be claimed or employees working at least 120

hours but less than 400 hours.

process: Request certication by the state

Employment Development Department (Department o

Labor Employment & Training Administration (ETA) Form

9061) and complete IRS Form 8850. Submit both within

28 days ater the employee begins work.


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section 2

2. small business tax credit: irs code

section 44, disabled access credit

This allows small businesses to take an annual tax credit

or making their businesses accessible to people with

disabilities.

eliGibility: Small businesses that in the previous year

earned $1 million or less in gross receipts or had 30 or

ewer ull-time employees.

amount: The credit is 50 percent o expenditures

over $250 but not to exceed $10,250, or a maximum

benet o $5,000. The credit amount is subtracted rom

the total tax liability ater calculating taxes.

This tax credit is available every year and can be used

or a variety o costs such as:

Sign language interpreters or employees or

customers with hearing impairments

Readers or employees or customers with visual

impairments

The purchase o adaptive equipment or the

modication o equipment

Printed materials in alternate ormats (i.e., Braille,

audiotape, large print)

The removal o architectural barriers in buildings or

vehicles

restrictions/requirements: The tax credit

does not apply to the costs o new construction, and

a building being modied must have been placed in

service beore November 5, 1990.

process: File IRS orm 8826 with your tax return.

3. architectural/transportation

tax deduction: irs code section 190,

barrier removal

Businesses may take an annual deduction or expenses

incurred to remove physical, structural and transportation

barriers or people with disabilities.

eliGibility: All businesses are eligible.

amount: A deduction o up to $15,000 per year is

allowed by the IRS or qualied architectural and trans-

portation barrier removal expenses. The deduction can

be used or a variety o costs to make a acility or public

transportation vehicle owned or leased or the business

more accessible and usable.

Other examples o deductions include:

Providing accessible parking spaces, ramps and

curb cuts

Providing telephones, water ountains and restrooms

that are accessible to people using wheelchairs

Making walkways at least 48 inches wide and

providing accessible entrances to buildings including

stairs and foors

restrictions/requirements: The deduction

may not be used or expenses incurred or new

construction, completion o a renovation to a acility or

public transportation vehicle, or or normal replacement

o depreciable property. Businesses may not take a

deduction and a tax credit or the same expenditure.

process: File with the IRS.

Many service providers will assist businesses with

determining eligibility or tax incentives and processing

the paperwork as part o their services or employers.

For more inormation about these tax incentives, log onto

www.irs.gov.


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section 3

ca or is the Executive Director o Work Training Center, Inc., and Aliated Programs in Chico, Caliornia.

He has been an active member o the Caliornia Disability Services Association since 1986, and currently serves as

Past-President o its Board o Directors. He can be reached at (530)343-7994, x104, or [email protected].

SECTIon 3

FoCuS on ABILITYA practical guide to attracting and retainingthe best candidate or the job

Itrcti

b ca o, exi di, w taii c, I.

Work Training Center and its Aliated Programs (WTC) provide employment, training, and

community job placement to nearly three hundred individuals with disabilities in the Butte County

region. As a result o our partnerships with area businesses, many people who would not

otherwise have such an opportunity are successully employed in community settings; benetting

not only the employee but also the employers business and the general economy.

Businesses have ound that working with a specializedagency such as WTC carries important benets,

including assistance with task analysis, suggestions or

design o job descriptions, and valuable consultation

on production workfow and layout options. In addition

to gaining one or more valuable employees, these

employers also gain a solid partner in their eort to

promote eciency and protability. In all o these

endeavors, clear goals, careully dened expectations,

and regular communication are the key to success.

There can be potential pitalls with any hiring decisionor employment relationship. Clarication and agreement

o goals and objectives is a logical rst step in avoidingthese. Employers, job seekers and assisting agencies

each have a responsibility to provide a clear vision o

expectations, and to veriy consensus on crucial points

through requent communication. This communication

must always be two-way, with the business owner edu-

cating the sponsoring agency and the new employee

about the realities o the commercial environment, even

as everyone is made aware o the particular aspects

o enriching the work environment through employment

o people with disabilities. With regular participation

through a continuous eedback process, a high probabil-ity o success is assured.


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Focus on ABIlIty 17

section 3

Workorce development is about more than hiring and

training the right workers. It is also about identiying and

addressing the critical actors that enable people to work

and advance their careers, while improving the success

o a business. Communication, education, leadership

and teamwork are essential to any workorce.

Managing a diverse workorce ocuses on the many

dierent types o employees working together, includ-

ing being attuned to, appreciating and utilizing new

perspectives in the workplace to best leverage talent or

the benet o an organization. In this respect, managing

employees with disabilities is no dierent than managing

employees o various ethnicities, cultural backgrounds

or experience levels. Providing training and education

or supervisors and co-workers regarding working with

diverse employees helps ensure that policies, practices

and programs are clear and non-discriminatory. This is

essential to a productive workorce.

Communication is Key

Workers with disabilities can and should be an integral

part o the work environment, and an appropriate

exchange o inormation enables employers andemployees to learn what they need to know to

oster rewarding employment and achieve increased

protability.

Managing employees with disabilities, as with all

employees, simply requires an understanding o

equitable treatment and respect in the workplace.

When it comes interacting with colleagues with

disabilities there is oten increased uncer tainty. What

might be appropriate in one case could be oensive inanother. For example, it might be perectly acceptable in

once instance to assist someone in a wheelchair, while it

might be oensive in another scenario. Open dialogue

is critical to putting all parties at ease.


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18 PrIde IndustrIes

section 3

words matter

Language is a powerul tool that refects, reinorces and

shapes perceptions o people. As with any descriptiono a person, the language used when discussing a

persons disability should be respectul and correct.

Language should accurately describe an individual and

emphasize the person rst, rather than the disability.

Simply say, a person with a disability not a disabled

person.

The ollowing terms are generally preerred when

discussing disability:

Blind, visual impairment Dea, hearing impairment

A psychiatric disability

A wheelchair user

An intellectual or cognitive disability

manaGement

Just because a job accommodation may be required

does not mean employees with disabilities should be

treated dierently than their non-disabled co-workers.

thinGs to remember

Respect the employee as a person.

Expect the same good work habits and quality o

work rom all employees.

Give honest eedback.

Include employees with disabilities in all activities.

Expect employees with disabilities to have the same

ambitions as others.

Use people-rst language, as in person with a

disability rather than disabled person. Ask i you

are unsure o what language to use.

Speak directly to the person with a disability rather

than through a companion or colleague.

Clearly introduce or identiy yoursel when working

with a person with a visual or hearing disability.

thinGs to avoid

Dont assume that employees with disabilities cantparticipate in meetings and activities.

Dont eel sorry or a persons disability. Get to know

him or her by discovering their abilities.

Dont consider a person with a disability to be more

ragile emotionally than others. Constructive criticism

produces growth and reduces confict.

Dont assume a person with a disability cant perorm

a certain task. Ask how he or she will do the task

and/or help them gure it out. Dont talk down to employees with disabilities or treat

them like children.

Dont admire or praise someone because he or she

excels despite a physical or cognitive limitation.

interaction

Similar to acknowledging a dierence in someone

because o race, age or any other physical dier-

ence, it is normal or co-workers to be curious about

a colleagues disability. However, it would be inap-

propriate to ask someone about their disability out o


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Focus on ABIlIty 19

section 3

simple curiosity. I there is a genuine need to know,

such as when accommodations are being discussed,

or i the topic comes up in the relationship-buildingprocess then it may be all right. In that respect, it

may be along the lines o learning about someones

heritage.

Employees shouldnt eel their communications should

be stifed i they are working with someone with

a disability but they should also be considerate.

When in doubt, a person with a disability should be

asked or clarication. The gray area between being

supportive and overstepping can be managed with

respect or individual privacy.

As with all employees, it is important to provide

specic job descriptions, guidelines and parameters

or perormance, quality control and other standards,

and to provide direct and immediate eedback i

perormance becomes an issue. Corrections cannot

be made i there is no knowledge o a problem, and

concerns over hur ting someones eelings dont help

employees to improve and achieve.

Identiying QualifedApplicants

People with disabilities are a diverse group o people

who, in general, possess heightened problem-solving

skills, a demonstration o patience, and above all,

enthusiasm and an eagerness to succeed in the work-

orce. People with disabilities are oten eligible or a

wide array o services which oten include training and

on-the-job support. Including people with disabilities in a

diverse workplace can provide a competitive edge and

increase protability. Industry reports consistently rate

workers with disabilities as average or above average in

perormance, attendance and saety. When it comes to

employee retention and reduced turnover costs, researchhas ound that workers with disabilities are not job

hoppers, and are inclined to remain in their jobs longer

than the general workorce.

There are many sources or identiying qualifed

employees with disabilities, including:

Nonprot agencies

State departments o rehabilitation

Regional Centers (in Caliornia)

Transition airs (or students graduating high school)

Disability job airs

Online job sites

Veterans Administration and related organizations

The most common, least expensive and easiest way

or employers to identiy employees with disabilities is

to work with a local service provider. Service provid-

ers receive prospective employees by reerral rom

state departments o rehabilitation and ( in Caliornia)Regional Centers. One o the benets o working with a

service provider is that they may screen applicants and

conduct interviews. Employees are assessed on their

skills, strengths, interests, experiences and service needs,

and provided with supports to make them successul

in employment. Job developers work with prospective

employers and employees to nd a match. Job coaches

work with employees to support their success in the

workplace. These services are provided at no charge to

the employer.


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20 PrIde IndustrIes

section 3

Nonprot Agencies

State Departments o Rehabilitation

Regional Centers (in Caliornia)

Transition Fairs (or students graduating High School)

Disability Job Fairs

Online Job Sites

Veterans Administration & related organizations

recruitment/identiyinG employees with disabilities

type o disability

Individuals with

Physical/healthrelated disabilities

type o disability

Individuals with

intellectual,developmental, social,emotional disabilities

Job developer

Works geographically to identiy invididuals

Conducts Individual Assessment or skills/strengths/interests

preparinG the workplace

Job Developers work with HR and Managementproviding every opportunity or employer/employeesuccess: workplace assessments to ensure rightt and tools are available to support success

Disability Awareness Training orManagement/ Sta

direct to the workplace

Disability Awareness Training helps to createa supportive environment which encouragessuccess or employer and employees

sources

supportinG success in the workplace

Job Coaches provide systematic supports romintensive training to maintenance

Ii taii: Process begins with jobshadowing and one-on-one coaching; decreasesover time as employer and employee enjoy success

maia Pa: One hour o weekly ollow-up with employee; Available at any time to discussemployer concerns; Available or periodic Disability

Awareness Training or new non-disabled sta/management


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Focus on ABIlIty 21

section 3

Laws and Regulations

americans with disabilities act

The Americans with Disabilities Act (ADA) was signed

into law by President George H.W. Bush in 1990,

requiring employers with 15 or more employees to

provide qualied individuals with disabilities an equal

opportunity to benet rom the ull range o employment-

related opportunities available to others.

Disability was dened legally in the United States with

the Americans with Disabilities Act o 1990.

Under the ADAs defnition o disability, a person must

meet the requirements o at least one o these

three criteria

1. A physical or mental impairment that substantially

limits one or more o the major lie

activities o an individual;

2. A record o such impairment; or

3. Being regarded as having such an impairment.

The ADA does not distinguish between type, severity,or duration o the disability; and its denition captures

both the largest and broadest estimate o people

with disabilities. The ADA describes a disability

as a condition which substantially limits a persons

ability to unction in major lie activities including

communication, walking, and sel-care and which is

likely to continue indenitely, resulting in the need or

supportive services. Please reer to Section III or more

inormation about ADA requirements or employers.

In Caliornia, amendments to the states Fair Employmentand Housing Act (FEHA) have expanded the denition

o disability as it applies to most o the states employers.

Here, the employees impairment must limit (rather than

substantially limit) a major lie activity. Caliornia law

also says the denition o major lie activities should be

broadly construed and includes physical, mental, and

social activities and working.

The ADA prohibits discrimination in recruitment, hiring,

promotions, training, pay, social activities, and other priv-

ileges o employment. The ADA also restricts questions

that can be asked about an applicants disability beore

a job oer is made, and it requires that employers make

reasonable accommodation or the known physical or

mental limitations o otherwise qualied individuals with

disabilities, unless it results in signicant undue hardship.

Financial assistance may be available or businesses that

hire individuals qualiying or certain programs, who alsoneed accommodations to ulll their job duties.

The ADA does not require employers to lower existing

standards that apply to the quality or quantity o work

or a job, nor is an employers authority restricted when

establishing necessary job qualications.

However, qualifcations and standards mustbe uni-

ormly applied, and may include the ollowing require-

ments associated with essential job unctions:

Education

Skills

Work experience

Licenses or certication

Physical or mental abilities necessaryto

perorm the job

Health or saety

The ADA does not orce employers to hire people with

disabilities who are not qualied or a job.


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22 PrIde IndustrIes

section 3

Nor does the law prevent employers rom fring an

employee with a disability, as long as one o the

ollowing conditions applies:

1. The termination is unrelated to the disability; or

2. The employee does not meet legitimate requirements

or the job, such as perormance or production

standards, with or without reasonable

accommodation; or

3. Because o the employees disability, he or she

poses a direct threat to the health or saety in the

workplace.

workplace accommodations

It is a requirement or employers with 15 or more

employees to provide reasonable accommodation

or applicants and employees with disabilities, and

many nd that the benets they receive rom making

workplace accommodations ar outweigh the low

cost. According to a 2009 Job Accommodation

Network (JAN) study, employers reported that providing

accommodations resulted in benets such as retaining

valuable employees and improving productivity and

morale, reducing workers compensation and trainingcosts, and improving company diversity.

Reasonable accommodations are adjustments or

modications which range rom making the physical

work environment accessible and providing scheduling

fexibility, to restructuring a job or providing personal

assistance. All are tools provided by employers to

enable employees with disabilities to do their jobs, just

as the employer provides the means or all employees to

accomplish their jobs.

A workplace accommodation may be requested

by an employee with a disability at any time during

employment. There are several considerations whendetermining reasonable accommodation requests,

including the demands o the job, the employees skill

and unctional limitations, available technology and cost.

Ater both the employee and the employer agree that a

workplace accommodation is needed, an appropriate

one must be selected.

Reasonable accommodations must be made on a

case-by-case basis and the need or accommodation

may not be considered in hiring decisions. Some

accommodations are very simple and others can bemore advanced. It is essential that employers and

employees collaborate to develop and implement the

most appropriate accommodation.

Many employers worry about the costs associated with

making accommodations or people with disabilities

but according to JAN, more than 50 percent o

accommodations cost absolutely nothing to make, while

the rest typically cost $600 or less. Employees may

be eligible or tax credits or other incentives to support

workplace modications. Please refer to section 2 formore information. Accommodations are not required

when costs would constitute an undue hardship, or

signicant diculty or expense, or an employer or

business.

According to JAN, employers who made accommoda-

tions or employees with disabilities reported that these

accommodations provided the ollowing:

Retention o qualied employees

Increased worker productivity

Eliminated the costs o training a new employee

Improved interactions with co-workers

Increased overall company morale


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Focus on ABIlIty 23

section 3

The Hiring Process

Hiring a qualied person with a disability brings greaterbenets beyond just lling an open job. Theres a solid

business case too.

return on investment

Businesses that employ people with disabilities

turn social issues into business opportunities. These

opportunities translate into lower costs, higher revenues

and increased prots.

reduce costs enhAnce vAlue

Increased retention Improved productivity

with a dedicated workorce

Reduced repetitive hiring Access new markets;

and training costs socially responsible

employer

Planning or Success

Although the agencies serving employees with dis-abilities will typically provide comprehensive training

and guidance, they will need to become amiliar with

an organizations management style, workplace culture

and other characteristics. Employers partner in success

by providing thorough inormation throughout the hiring

process, as well as direct and accurate eedback when

needed to correct any perormance issues. Addressing

concerns as they arise helps both the employer and the

employee. Success comes down to three key actors:

partnership, communication and clarity o expectations.

In most respects, evaluating people with disabilities

is the same as with job candidates who do not have

disabilities. In general, applicants should be screened

based on their qualications, experience and skills or

doing the job. The same questions are asked and the

same standards should apply. The main concern that an

employer should be aware o is their own assumptions

about a persons ability to perorm the duties o the posi-

tion based on their disability.

By sticking to the acts, it is simple to avoid missteps. It isimportant to remember the ollowing:

Do not discuss a persons disability or related needs

with anyone who does not have a legitimate

reason to know.

Use people-rst language.

Respect privacy; rerain rom asking private questions

that would otherwise be inappropriate.

Be considerate and patient, but not patronizing. I

you dont understand someones speech, repeat what

you understood and allow the person to respond.


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24 PrIde IndustrIes

section 4

SECTIon 4

RESouRCESA listing o state and ederal agenciesand organizations providing inormationon employing people with disabilities

Itrcti

b t A, exi di, t A caiia

Community partnerships are invaluable or employers and employees. Networking and outreach

with agencies, organizations and businesses can provide expertise, technical assistance and

nancial support when employing people with disabilities.

For the past 7 years t A has served as Executive Director o The Arc o Caliornia, the states oldest and

largest advocacy association or people with developmental disabilities and their amilies. He has 23 years experience

working in every aspect o developmental services. He can be reached at (916) 552-6619, or [email protected].

While businesses typically have the knowledge and

experience in hiring traditionally-known candidates

they tend to have much less experience and comortwhen it comes to accessing the talent o people with

disabilities. Organizations supporting people with

disabilities are uniquely positioned to emphasize their

abilities, and as partners and participants in local

commerce these organizations can support both

businesses and employees to expand their success.

Through active partnerships with the business community,

organizations supporting people with disabilities gain an

understanding o market trends and workorce needs so

that they can prepare prospective employees to meet the

needs o employers.

Community organizations and local, state and ederal

agencies make signicant investments in training

workers with disabilities so that they can compete in the

workorce usually with the understanding that their skills

and work ethics oten need to outpace other applicants

just to get in the door. This investment is made up ront,allowing employers to save on the expenses o initial

training costs that are customary or all new hires. These

organizations also have the expertise to help businesses

access state and ederal programs oering nancial

incentives to help reduce the severe unemployment rates

o people with disabilities.

Agencies and organizations representing people with

disabilities as well as the business community and

government provide essential inormation, tools and

guidance, building a bridge between the business anddisability communities. These networks oster cooperative

working environments that improve productivity and

protability while providing a pathway to independence

or people with disabilities.


27/32

resources 25

section 4

Work Opportunity Tax Creditwww.doleta.gov/business/incentives/opptax/

Tax credits ant incentives or hiring people withdisabilities

diabii.www.disabilityinfo.gov

Connecting the disability community to inormationand opportunities

ep Aia & r n (eArn)www.earnworks.com

Technical assistance and resources to supportdiversity and inclusion eorts o employers

ti B labwww.thinkbeyondthelabel.com

Provides expert tools and resources to businesseslooking to evolve their workorce.

Jb Aai nwww.askjan.org

Guidance and inormation on workplaceaccommodations and disability employment

si ha r maa(shrm) dii h Pawww.shrm.org/diversity

Society or Human Resources Managementsresources or inclusion and diversity in the workplace

t Arc ui sawww.thearc.org

Advocate or people with intellectual anddevelopmental disabilities to support ull inclusionin the community

u.s. dpa Ji AdA h Pawww.usdoj.gov/crt/ada/adahom1.htm

Inormation, standards, regulations and enorcemento the Americans with Disabilities Act o 1990

u.s. dpa lab of diabii ep Piwww.dol.gov/odep

Developing disability employment policy and prac-tices through collaboration and research

u.s. dpa lab vaep a taii siwww.dol.gov/vets

Services or veterans and resources or employers

PrIde Iiwww.prideindustries.com

Manuacturing and service solutions or businessesand government agencies; vocational, training,employment and support services or people withdisabilities


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26 PrIde IndustrIes

section 4

caliornia

tax ci a hii Ii caiia Biwww.rehab.cahwnet.gov/workplace/taxcredt.htm

ta k n liiwww.talentknowsnolimits.info

A Caliornia public education resource oremployment o people with disabilities

caiia Bi laip nwww.cabln.org/

Employers Supporting Employers to share bestpractices in hiring, retaining and marketing to

people with disabilities

Aiai ria c Aiwww.arcanet.org

Inormation about and directory o Caliorniaslocal Regional Centers

caiia dpa dpa diabiiiwww.dds.ca.gov

Providing services, inormation and resources orpeople with disabilities, amilies and employers

caiia dpa rabiiaiwww.rehab.cahwnet.gov

Regulations, resources, tax credit inormationand regulations

caiia dpa va Aaiwww.cdva.ca.gov

Services or veterans and resources or employers

caiia ep dp dpawww.edd.ca.gov

Inormation and resources or hiring, payroll, taxesand training

w I ep

http://arcanet.org/weinclude/Initiative spearheaded by Maria Shriver to nd em-ployment or people with disabilities

caiia hi Bwww.cahiresthebest.com

Matches employers with capable workers who havedevelopmental disabilities. A service coordinated bythe Caliornia Disability Services Association (CDSA)


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ABout PrIde IndustrIes 27

SECTIon 5

ABouT PRIdE InduSTRIESDedicated to creating meaningulemployment or people withdisabilities while improving

opportunities or businessPRIDE Industries is a not-or-prot organization dedicated to creating

meaningul jobs or people with disabilities. Founded in 1966 in

the basement o a church by a group o parents who wanted more

or their adult children with disabilities, PRIDE recognized that traditional

approaches could take decades to impact the unemployment crisis or

individuals with disabilities in America. An innovative model o social entrepreneurship was born

rom a determination to change the alarming statistics and create more opportunity.

PRIDE creates jobs or people with disabilities through its

own business enterprises, and by partnering with others

in the community. The organizations ocus is decidedly

vocational. We provide training, counseling and support

to people with disabilities with a highly individual ap-

proach. PRIDE helps individuals with disabilities identiy

their interests, assess strengths, build skills, and overcome

obstacles so that they can ully join the working world.

This path leads to increased independence, riendships,

and amily supports, as well as greater condence andsel-esteem. It helps people who were dependent upon

social services become tax-contributing members o their

communities. We call it the power o purpose.

PRIDE meets the manuacturing, logistics, supply chain,

ulllment and acilities service needs o businesses and

government agencies nationwide. Through training we

have proven that people with disabilities can excel in

work not previously believed possible. We never orget

that success rests entirely on the quality o our work and

our ability to meet each customers needs. It is through

satisying those needs and going beyond what is ex-

pected that we ensure mutual, ongoing success.

The ability to work, earn a paycheck, support onesel

and ones amily are the keys to independence and a

sense o accomplishment. When you show someone

who is out o work, or never had a job, how to be

successully employed, you will understand the power

o purpose. Learn more about PRIDE Industries at

www.prideindustries.com.


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BIBLIoGRAPHY

Caliornia Depar tment o Developmental Services. (n.d.). WeInclude. Retrieved September 2010, romwww.dds.ca.gov/WeInclude/index.cfm

Caliornia Department o Fair Employment and Housing. (n.d.). Fair Employment & Housing Act. Retrieved October2010, rom DFEH: www.dfeh.ca.gov/DFEH/Publications/fehaDocs.aspx

Caliornia Employment Development Department. (n.d.). Americans with Disabilities Act. Retrieved September 2010,rom www.edd.ca.gov/pdf_pub_ctr/de8625.pdf

Caliornia Employment Development Department. (n.d.). Services for People with Disabilities:Programs & Services. Retrieved September 2010, romwww.edd.ca.gov/Jobs_and_Training/Services_for_People_with_Disabilities.htm

Center or Workorce Success. Disability: Dispelling the Myths, How People with Disabilities CanMeet Employer Needs. An Aliate o the U.S. Chamber o Commerce.

City o Sacramento. (n.d.). Retrieved September 2010, romwww.cityofsacramento.org/adaweb/learning_about_disabilities.htm

City o Seat tle Oce or Civil Rights. (2002). A Disability Resource Guide for Seattle Area Small Businesses.Seattle. Cornell University. (n.d.). Disability Statistics. Retrieved September 2010, romwww.ilr.cornell.edu/edi/DisabilityStatistics/index.cfm

CSU Northridge. (1995). Working Together: A Business Guide for Hiring People with Disabilities.Disability Funders Network. (n.d.). Disability Stats & Facts. Retrieved September 2010, romwww.disabilityfunders.org/disability-stats-and-facts

Earnworks.com. (n.d.). Retrieved September 2010, rom Employer Assistance & Resource Network:www.earnworks.com/employers/tools/index.asp

Edelman. (2009). Global Edelman Goodpurpose Study. Five Myths & the Real Facts for Employers. (2010, September).

Retrieved rom ThinkBeyondTheLabel.com: www.thinkbeyondthelabel.comHinton, E. (2006). How to Communicate with Coworkers with Disabilities. DiversityInc.com. Innovative Placements. (n.d.).

The Facts About Employing People with Disabilities. Retrieved September 2010, romwww.innovativeplacementswny.com/facts.html

Job Accommodation Network. (2009). Workplace Accommodations: Low Cost, High Impact.Quintessential Careers. (n.d.). Retrieved September 2010, rom www.quintcareers.com

Society or Human Resources Managers. (n.d.). Disability Employment Resource Page. Retrieved September 2010, romwww.shrm.org/hrdisciplines/Diversity/Articles/Pages/disability_672110.aspx

Talent Knows No Limits: A Public Education Resource or the Employment o People with Disabilities. (n.d.). RetrievedSeptember 2010, rom www.talentknowsnolimits.info/employers/html

The Caliornia Governors Committee on Employment o People with Disabilities and the Employment Development

Department. (n.d.). Language Guide on Disability: A primer on how to say what you mean to say.U.S. Department o Labor. (n.d.). Disability Resources. Retrieved September 2010, rom

www.dol.gov/dol/topic/disability/index.htm

U.S. Department o Labor. (n.d.). Employment and Training Administration: Disability Laws and Regulations. RetrievedSeptember 2010, rom www.doleta.gov/disability/rlar.cfm

U.S. Department o Labor, Oce o Disability Employment Policy. (n.d.). Retrieved September 2010

Unger, D. (2002). How Do Front-Line Supervisors in Business Perceive the Perormance o Workers with Disabilities?In V. C. Roundtable, & J. T. al. (Ed.), National Study of Employers Experiences with Workerswith Disabilities, A Study Guide for Human Resources Managers.

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Ability is of little accountwithout opportunity.

NaPolEoN boNaPaRTE


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10030 Foothills Boulevard

Roseville, CA 95747

Documents

PRIDE Ability Matters