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Title: Organizational Disabilities Awareness Panel:


1
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  • Organizational Disabilities Awareness Panel
  • Creating and Sustaining Workplaces that Support
    and Embrace the Contributions of people with
    Disabilities

3
  • 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

4
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

7
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

39
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
45
Content Provided by Novations Group, Inc. Pfizer
Confidential - Not for Distribution
46
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.
Local Business Drivers Planned Actions/Initiatives Timeframes Metrics/Measures of Success
Need to increase expertise of work teams Subject matter expertise programs targeted at various Stages Stage 1 2 program Q1 Stage 3 4 program Q 2 Number of program participants Improved quality of deliverables
Increase engagement and personal development Engage senior leaders in presenting the best ways to ask and receive feedback at Pfizer Plan program May Invitations July Roll-out September Number of executives engaged Anecdotal feedback provided by follow-up questionnaire
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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
Our Key Priorities for DI in 2010 How DI Will Support the Business to Achieve Our Key Priorities
Global Inclusion Strategy Broader Pfizer Culture Engagement Initiatives Colleague Resource Groups (CRGs) Support in the design of initiatives to build a strong inclusive environment and improve levels of colleague engagement Execute next phase of holistic strategy to strengthen and communicate global CRGs impact on the business
Targeted Colleague Strategy Drive GWS/MCS thought-leadership and develop infrastructure necessary for implementation Launch Global Disability Strategy 2010
Customer Impact Help the business fully capitalize on diverse customer segments to drive revenues
Community Relationships Identify opportunities to leverage broader Pfizer community relationships towards DI goals
Key DI Performance Indicators Develop key methods to track and measure DIs success to increase level of accountability
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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

75
Armed Services Peter Kim - Director of
DevelopmentVeterans Across America
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Lets TalkOpen Dialogue
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