Organizational Disabilities Awareness Panel

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• Organizational Disabilities Awareness Panel
• Creating and Sustaining Workplaces that Support
  and Embrace the Contributions of people with
  Disabilities

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• Our Panelists
• Education
• Barbara Bookman CUNY
• Government
• Nicole Suto NYS Office of Mental Retardation
  Developmental Services
• Corporate
• Sandra Bushby Pfizer
• Armed Services
• Peter Kim Veterans Across America

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Education

• Barbara Bookman
• Director, Program Relations Training
• CUNY LEAD PROJECT

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Organizational Disability Awareness

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

C.A.A.I.D. New York City May 21, 2010
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The City University of New York

• Comprised of Twenty Three Institutions
• 11 Senior Colleges
• 6 Community Colleges
• William E. McCauley Honors College
• CUNY Graduate School
• CUNY Graduate School of Journalism
• CUNY School of Law
• CUNY School of Professional Studies

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CUNY Students are Remarkably Diverse

• 205 countries of ancestry are represented
• 25 African-American
• 25 Hispanic
• 25 White
• 15 Asian
• 243,000 degree/credit students
• 273,000 continuing professional education
  students
• 3000 Veterans/Reservists and Growing
• 9000 Students with Disabilities

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CUNY As Employer Educator

• Employees
• All employee disability related issues and
  accommodations are managed through campus HR
  offices.
• Students
• All student disability related issues and
  accommodations are managed through campus
  disability services offices.
• CUNY developed a unique program for students with
  disabilities preparing for employment

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What is CUNY LEADS?

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

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CUNY LEADS is Growing
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LEADS Students Academic Goals
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LEADS Students Career Goals
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LEADS Students Employment Outcomes
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CUNY LEADS Success Stories

• Yaron Employed in sales
• Joanne Presently teaching pursuing masters
  degree
• Suresh Employed as accountant
• Alex Presently employed attorney

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• For additional Information
• Roberta Adelman
• Director Personnel Administration
• Roberta.Adelman_at_mail.cuny.edu
• 917 751 2615
• Barbara Bookman
• Director, Program Relations Training
• Barbara.Bookman_at_mail.cuny.edu
• 646 530 2110

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Government

• Nicole Suto
• Senior Employment Specialist
• New York State Office of Mental Retardation and
  Developmental Disabilities

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Improving Engagement, Support and Development of
Individuals with Disabilities
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Who is OMRDD?

• The second largest State Agency in NYS
• 7.5 billion dollar enterprise
• Enterprise-wide we employee over 100,000 people
• Provide customized services to over 125,000
  customers

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Our Mission

• We help people with developmental disabilities
  live richer lives

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How Many People Have Disabilities?
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Our Relatives, Our Friends, Our Neighbors

• Fastest growing segment of the population
• Between 1990 and 2000, the number of Americans
  with disabilities increased 25 percent, outpacing
  any other subgroup of the U.S. population.
• About 1 in 5 persons has a disability -- 50
  million people with disabilities in the United
  States
• Of the nearly 70 million families in the United
  States, more than 20 million families have at
  least one member with a disability.
• Largest single minority group in our country

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Our Relatives, Our Friends, Our Neighbors

• Disability is more prevalent among certain racial
  and ethnic groups
• 24.3 of African Americans have a disability
• 24.3 of Native Americans and Alaskan Natives
  have a disability
• 20.9 of Latinos have a disability
• 18.3 of Whites have a disability
• 16.6 of Asians have a disability
• Source U.S. Census Bureau

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Participation in our Economy

• More than 220 billion in collective spending
  power a largely untapped market
• Compare to the teen market, with 140 billion in
  purchasing power
• Families, friends, communities, employers, and
  service providers of people with disabilities
  further expand the potential market

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Participation in the Workforce

• People with disabilities want to work and be
  productive members of their communities
• People with disabilities as a group have a 70
  unemployment rate
• People with disabilities have valuable attributes
  that they bring to the workplace

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Towards better Understanding and Engagement

• In the United States, one of the greatest
  challenges experienced by individuals with
  disabilities is employment. Research indicates
  that employer attitudes contribute to this
  pervasive problem. Specifically, some employers
  have misperceptions about the abilities of
• individuals with disabilities and the costs
  associated with the provision of accommodations.
  Understandably, employers are concerned with the
  bottom line."
• Source DePaul University Study

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The Talent War

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

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Employing People with Disabilities

• Among companies in the United States, 471,562
  companies (19.1 percent) report employing
• people with disabilities.
• Among small companies (employing 5 to 14 people),
  10.7 percent report employing people with
  disabilities, while 22.6 percent of medium-sized
  companies (employing 15 to 249 employees) and
  53.1 percent of large companies (employing 250 or
  more employees) report employing people with
  disabilities.
• Source United States Department of Labor, Office
  of Disability Employment Policy, 2008

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What do People with Disabilities Experience

• 27 said they were refused a job interview
  because of their disability
• 31 said they were refused a job because of their
  disability
• 17 said they were given less responsibility than
  their co-workers
• 21 said they were denied a workplace
  accommodation
• 12 said they were paid less than other workers
  in similar jobs with similar skills
• 4 said they were denied health insurance
• Source NOD/Harris 2004 Gaps Survey

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Qualified Workers with Disabilities

• Industry reports consistently rate workers with
  disabilities above average in performance,
  attendance, and safety
• Employers say the work ethic of employees with
  disabilities has a positive effect on the moral
  and productivity of their colleagues

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What Can You Do to Engage and Support?

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

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What Can You Do to Engage and Support?

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

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What can You Do to Engage and Support?

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

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What Can You Do to Engage and Support?

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

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What Can You Do to Engage and Support?

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

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What Can You Do to Engage and Support?

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

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Thank You!

• For questions or comments contact
• The Center for Employment Excellence
• centerforemploymentexcellence_at_omr.state.ny.us

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Corporate

• Sandra Bushby
• Director, Global Womens Initiative and Employee
  Network Groups
• Worldwide Diversity and Inclusion
• Pfizer Inc

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Pfizer CRG Leadership
CRG Impact Model Unleashing Power and
Increasing Influence
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CRG Impact Model Increasing Relevance to All

• Shifting the perceived intention of CRGs helps
  others see that these groups provide
• Services relevant to the organization as a
  wholeevolving, inclusive, enlightened
• Just-in-time solutions from groups that are agile
  and highly responsive

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Positioning your CRG

• Our CRG is a business network group supporting
  all colleagues
• Our CRG is dedicated to increasing the
  contribution of all those we represent by
  eliminating barriers to success
• Our CRG serves both internal and external
  constituencies
• Internal Advocacy, Support, and Connectivity
• External Influence, Alliance, and Collaboration
• CRG participation is an opportunity for
  individuals to build Stage III leadership
  competencies
• Our CRG benefits the individual, the
  organization, and the community

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Unleashing the Power of Colleague Resource
Groups (CRGs)Four Steps to Creating Business
Impact

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Outcome

• Get senior-level buy-in for your plans and
  initiatives
• Demonstrate ROI and increase buy-in
• Engage Pfizer colleagues at all career
  points/stages in order to meet and exceed
  expected contributions

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Achieving Impact Our Approach

• Brand ourselves as a strategic partner
• Ensure our work aligns with the organizations
  business needs
• Increase involvement in CRG initiatives at all
  career stagesleaders, managers, individual
  contributors, new-hires
• Achieve the specific goals of each group

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Four Stages CRG Impact Model
How to gain support for your initiatives by
providing opportunities based on four stages of
contribution
LEADERSHIPContributing Strategically
GUIDANCE Contributing Through Others
CONTRIBUTIONContributing Independently
NAVIGATIONContributing Dependently
Used by permission of Novations Group, Inc.
Stage 1
Stage 2
Stage 3
Stage 4
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Content Provided by Novations Group, Inc. Pfizer
Confidential - Not for Distribution
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Four Stages CRG Impact Model

• Provides a clear language with which to discuss
  individual and organizational needs and
  responsibilities
• Describes what differentiates highly valued vs.
  less valued programming and initiatives over the
  course of a CRGs development
• Provides a paradigm of how a CRG can impact
  business objectives and whole office engagement

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Affirm Organizational Goals CRG Mission

• Confirm organizational goals
• Workplace, marketplace, and workforce
• Be clear about short and long-term, high and low
  priority goals and objectives
• Work with sponsors to understand business
  rationale, SWOT analysis, expected roles of CRGs
  in supporting the organization

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Affirm Organizational Goals CRG Mission

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

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From the Outside Looking In

• Is your audience clear about your messages and
  intentions?
• How relevant will they find your initiative(s)?
• How will this audience measure your CRGs
  effectiveness?
• How willing are your champions? How clear are
  they about their role?

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From the Inside Looking Out

• Do you clearly define who would benefit from your
  efforts?
• How can you broaden the audience for your
  initiatives?
• Are your efforts designed to reach your audience?
• What are the metrics that you will use to measure
  the results of your efforts?
• Who do you need as champion(s)?

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From the Inside Looking In

• Why are currently active stakeholders active?
  Whats 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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Connecting Stage 1 to CRG Initiatives
STAGE 1 Navigation- Helping and Learning Stage

• Expected Contribution of this Career Stage
• Demonstrate competence on a portion of a larger
  project
• Demonstrate competence at detailed and routine
  tasks
• Show directed creativity and initiative
• Learn how we do things

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

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Connecting Stage 2 to CRG Initiatives
STAGE 2 Contribution- Technical Expertise Stage

• Expected Contribution of this Career Stage
• Increase technical competence and ability
• Assume responsibility for definable projects
• Work independently and produce key results
• Develop credibility and reputation
• Build an internal network

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

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Connecting Stage 3 to CRG Initiatives
STAGE 3 Guidance- Contributing through Others

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

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

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Connecting Stage 4 to CRG Initiatives
STAGE 4 Leadership- Contributing
Strategically

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

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

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

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

Short-term Outcomes
Long-term Outcome
Strategic
High Impact
LowImpact
Activity-based
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Develop Business Plan
Indicate metrics or measures of success.
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2010 Kickoff Meeting
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Targeted Goals for AVID

• Support Corporate DI Priorities
• Customers/Colleagues/Community/Suppliers
• Who is being targeted by each initiative?
• Internal to AVID/CRG members
• External to AVID/other colleagues
• External to Pfizer/the community
• What employees are being engaged?
• From new employees to senior leaders

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Corporate DI Key Priorities
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Corporate DI Focus
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Impact Model/Career Stages
LEADERSHIPContributing Strategically
GUIDANCE Contributing Through Others
CONTRIBUTIONContributing Independently
NAVIGATIONContributing Dependently
Stage 1
Stage 2
Stage 3
Stage 4
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Primary Business Drivers

• Increase Productivity and Retention of colleagues
  with disabilities
• Create positive Community Relations increased
  visibility in community
• Develop pool of potential future PFE employees
• Help Pfizer meet EEOC requirements as well as
  increasing our reputation nationally

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Initiative 1 Educational Article Series

• Create a Series of PfizerWorld Articles
• Article series will focus on informing colleagues
  and their managers on what they can do when
  facing disability issues
• Reach across other Disability Networks for input
  and article writing
• Can tie in with AVID recruitment

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Initiative 1 Educational Article Series

• Potential Articles Include
• Disability Facts and Myths
• ADA and Reasonable Accommodations
• Advertising CART (real-time captioning) services
  used at Pfizer
• Discuss common disabilities, such as vision and
  hearing
• Discuss invisible disabilities, such as ADHD and
  mental health issues
• Discuss Connect-Ability Program, JAN, JOB, and
  other websites
• National Disability Employment Awareness Month

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Initiative 1 Educational Article Series

• Business Drivers
• Increase productivity through engagement
• Increase retainment of colleagues with
  disabilities
• Make more effective People Managers (2010 is Year
  of the Manager)

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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

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Initiative 2 CT-BRS Top Employer

• Work with the Connecticut Bureau of
  Rehabilitative Services to be named one of CTs
  Top Employers for hiring, promotion and
  retainment of colleagues with disabilities
• Pfizer has been recognized as a Top Employer in
  the state of Connecticut in 2 of the past 3 years
• First Step Find out requirements for this year
  and compare to what Pfizer has done previously

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Initiative 2 CT-BRS Top Employer

• Business Drivers
• Create positive community relations increased
  visibility in community
• Targeted Groups
• Mostly External to Pfizer
• Some programs might impact Internal and External
  colleagues
• Career Stages Impacted
• 3,4 possibly 1,2 (depending on specific programs)

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Initiative 3 Student Mentoring Program

• Expand 2009s successful Disability Mentoring Day
  for college students with disabilities
• Reach out to more local universities and colleges
  to find potential mentees
• Balance corporate privacy with more hands-on
  Mentoring Day activities
• Expand program to include National Business
  Disability Councils (NBDC) Emerging Leaders
  College Internship Program

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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

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Initiative 4 Targeted Ad Campaign

• Help place advertisements for Pfizer/ disability
  in Pharma publications
• AVID members can act as SMEs, providing
  quotes/testimonials for ads
• Partner with Pfizer Legal to meet new Equal
  Opportunity requirements

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Initiative 4 Targeted Talent Attraction

• Business Drivers
• Help Pfizer attract well qualified candidates
  with visible and/or invisible disabilities
• Increasing Pfizers 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

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Other Potential Initiatives Programs

• Site-wide audit for disability issues
• Open Floor issues (concerning NL relocations to
  Groton)
• medical parking handicap accessible entrances
  and bathrooms
• Celebrate NDEAM (October)
• Bring in Cozy Kitchen and other local groups to
  set up booths
• Sponsor disabled athletes/other groups (such as
  Easter Seals, etc)
• Have a Disability-themed SAMJAM booth
• Include activities that are appropriate for
  disabled children
• Work with vendors (custodial/cafeteria) to
  include more local disabled workers
• Partner with other CRGs to promote other events

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Armed Services Peter Kim - Director of
DevelopmentVeterans Across America
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Lets TalkOpen Dialogue
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