Author: Darren Bates
Mr. Bates is the Founder and President of the EAPD. Mr. Bates is widely known as an exceptional relationship builder, widely known for his passion and dedication to championing cultural strategies that support the empowerment of social minority groups and best practices in the employment, advancement and inclusion of people with disabilities.
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While some Baby Boomers will retire, others will choose to age-in-place. According to a 2008 study performed by AARP, many older employees will delay retirement due to retirement account shortfalls, the need to maintain health coverage or the need to pay for health costs for family members. Many of these valuable older employees will, through their life cycle and the natural aging process, acquire an age-related disability. A recent Society for Human Resource Management (SHRM) study shows that the majority of companies have made no provisions for older workers and don't know the impact that the aging workforce will have on their recruiting, retention or management policies.
Does your company know the best strategies for retaining older, experienced workers? Retention is a critical issue, in large part because turnover can be very costly — total replacement costs range from 90%-200% of annual salary. How will your company manage an aging workforce and minimize declines in workplace performance that are the result of age-related physical, cognitive or sensory disabilities?
More than 56 million Americans — nearly one out of five — have a disability, according to the latest U.S. Census. And that number is increasing — with veterans — many of them with life-altering injuries are returning from Iraq and Afghanistan looking to enter the civilian workforce. Of the current 56 million Americans with disabilities, 29 million are between ages 21 and 64. But only 18 percent are employed, according to the Department of Labor, and less than 30 percent of companies have disability specific diversity policies or programs in place, according to a study conducted by the Kessler Foundation, the National Organization on Disability (NOD) and Harris Interactive.
“Employees with disabilities are often an overlooked diversity segment in many companies in the U.S.,” said Meg O’Connell, vice president of corporate programs at the NOD. “Considering what we know about the performance and potential of employees with disabilities, and given projected labor shortages, that’s a mistake we can’t afford — especially considering pending federal regulatory changes that will require federal contractors to increase the population of individuals with disabilities in their workforce.”
In light of potential legislative changes and demographic trends, diversity leaders encourage organizations to start now — raise awareness through training and workshops, increase support for multi-generational-employees with disabilities, turn compliance into profits by developing comprehensive workforce strategies dedicated to building a culture of access and inclusion in the modern workplace.℠
Given these trends, expanding diversity and outreach strategies for hiring people with disabilities, including our wounded warriors, and developing strategies to manage a multi-genrational workforce is critical to the long-term growth and success of any modern workplace. Traditionally, workplace diversity has focused on race and gender, but in more recent years this concept has evolved to include a much wider range of attributes, including disability. Disability is a unique diversity category that crosses all racial, gender, education, and socioeconomic lines. Companies across the country have begun to realize that engaging people with disabilities in the employment mainstream is good for business. Companies such as Walgreens, Lowe’s, AMC Theaters, Home Depot and Microsoft can attest that, people with disabilities are a great asset. New research from Walgreens suggests that people with disabilities are a particularly stable workforce. A study of its distribution centers by the American Society of Safety Engineers found that workers with disabilities had a turnover rate 48% lower than that of workers without disabilities, with medical costs 67% lower and time-off expenses 73% lower.
Advantages of Retention and Accommodations
With the costs associated with candidate searches, new employee training and lost productivity during periods of insufficient staffing, an interactive accommodation process for employees that face age-related disabilities is also critical to avoid the Boomer Drain. All to often, employers connect providing accommodations with its legislative meaning in the workplace. When actually they should see providing reasonable accommodations as a way to retain good employees and essential to extending consideration to valuable employees, with or without disabilities, who are facing work-life challenges. By identifying and addressing the needs of their employees, employers will benefit twice: first from their desire and ability to stay and second for saving on recruitment and training expenses.
What’s the third largest market segment in the United States? It’s people with disabilities, 56 million strong —which surpasses Hispanics, African Americans and Asian Americans, as well as Generation X and teens. Add in their families, friends, and associates, and you get a trillion dollars in purchasing power. Research shows that consumers both with and without disabilities favor businesses that employ people with disabilities. Ask business leaders who employ people with disabilities and you’ll hear about the benefits such as: higher productivity, lower employee turnover, new ideas and perspectives, better understanding of customers, access to new markets and enhanced corporate reputation. But it takes more than just diversity to realize the benefits. Progressive business leaders know that in order to thrive, their workplace also needs to be inclusive.
A Strong Workforce is an Inclusive Workforce
What’s the difference between a workplace that is diverse and one that is both diverse and also has a culture of access and inclusion? The difference is the workplace that is both diverse and has a culture of access and inclusion is free of any discriminatory practices (written or unspoken), free from inaccessible facilities and equipment and all employees feel they are valued and belong. —Your employees are more likely to feel that way when they are treated with respect by their supervisors and peers, given the chance to use their talents to the fullest and assured of equal opportunities to move ahead.
The real key to building a culture of access and inclusion in the modern workplace℠ is your attitude as the company’s leader. By openly acknowledging and respecting diversity, extending consideration to all employees, with or without disabilities, who face work-life challenges, making sure everyone is aware of your inclusion strategies and communicating your dedication to diversity, access and inclusion in your employment brand. If you’re willing to be the champion for such fundamental change, you’ll distinguish your business from those of your competitors.
The Employment Alliance for People with Disabilities (EAPD) is proud to recognize Carol Glazer, President of the National Organization on Disability, for challenging our nation’s Fortune 500 CEOs to resolve to hire more people with disabilities in 2013.
Please join me and the members of the EAPD on our journey to drive innovation, foster creativity, expand diversity and guide business strategies to build a culture of access and inclusion in the modern workplace.℠
It’s a proven path to continued success.
Darren Bates
©2012 Employment Alliance for People with Disabilities
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