• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Chandemandsideemplmnt2009
 

Chandemandsideemplmnt2009

on

  • 421 views

Demand-side research on disability and perceptions of productivity

Demand-side research on disability and perceptions of productivity

Statistics

Views

Total Views
421
Views on SlideShare
421
Embed Views
0

Actions

Likes
0
Downloads
1
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Chandemandsideemplmnt2009 Chandemandsideemplmnt2009 Presentation Transcript

    • Demand-Side Factors Related to Hiring and Retaining of People with Disabilities Fong Chan, Ph.D. Professor Department of Rehabilitation Psychology University of Wisconsin- Madison
    • Demand-Side Employment A recent National Organization on Disability report (2007) indicated that only 35% of working-age people with chronic illness and disability are employed comparing to 78% of those without disabilities. Two-thirds of the unemployed persons with chronic illness and disability indicated that they would like to work but could not find jobs. Employment rates for people with disabilities has been hovering around 35% in the past two decades, even during the robust economy of the 1990s. Rehabilitation rates for people with disabilities after receiving state vocational rehabilitation services are about 60% varying by disability types. 2
    • Demand-Side EmploymentResearch There seems to be a limit to what the supply-side employment and job placement model can achieve. The supply-side approach ignores variables related to employer demand (and the interaction of employer demand/supply and the environment) as predictors of employment outcomes for people with chronic illness and disability. 3
    • Demand-Side EmploymentResearch United States Unemployment Rates 1950-2005 12 10 8 6 4 2 0 55 60 65 70 75 80 85 90 95 00 50 05 19 19 19 19 19 19 19 19 19 20 194 20
    • Demand-Side EmploymentResearch5
    • Demand-Side EmploymentResearch Employment and Disability--1997 90 80 70 Severe 60 Not Severe 50 No Disability 40 30 20 10 0 Wheelchair Cane, Difficulty Difficulty Difficulty w/ Difficulty Difficulty w/ Difficulty Crutches, Seeing Hearing Speech Walking Stairs Lifting Walker6
    • Demand-Side EmploymentResearch7
    • Employment Rates of Peoplewith Disabilities- Netherland 8
    • Demand-Side Employment The focus of demand-side employment models is on the employer and work environment (i.e., occupational shifts and industrial change). Demand-driven employment strategies must emphasize the preparation of persons with disabilities for jobs that employers need to fill. Rehabilitation counseling professionals must have a thorough understanding of the real concerns of employers about hiring persons with disabilities and be able to address their concerns and needs. 9
    • Demand-Side Employment The focus of demand-side employment models is on job placement of people with all types of disabilities and all levels of severity and not just people with significant disabilities. The focus of demand-side employment is participation of people with disabilities in occupations representing all levels of complexity from unskilled occupations to professional/technical and managerial occupations.10
    • Demand-Side EmploymentResearch Questions Does [Wisconsin] have enough workers today? Will there be enough workers in the future? Do these workers have the skills our businesses are demanding? What kind of jobs are in demand?11
    • Demand-Side EmploymentResearch Questions In the event of a skills gap, what are the reasons for the gap and what are the implications? What could be done about the skills gap? What are employers’ perceptions about people with disabilities as skilled and productive workers who can be a solution to this skills gap? How can we, as rehabilitation counselors, help increase the “comfort” level of employers toward hiring and retaining people with disabilities in demand occupations? (Gilbride & Stensrud, 1992).12
    • Globalization13
    • Demand-Side Employment Employment demand is changing and projected to shift due to fundamental structural economic changes. What and where lie the greatest and growing areas of employment opportunities. What do these changes imply in terms of skill requirements. Labor demand must be a key driver of skill development. The changing demographic makeup in the American work force will translate into dramatic changes in hiring and work environment structuring. Employers will increasingly have to recruit and accommodate people from the non-traditional labor pool including minorities and people with disabilities just to meet their labor needs. 14
    • Demand-Side EmploymentAnalysis Drivers of Labor Market Change:  Globalization of markets  Technological change  Changing customer-driven demands  Changing patterns of trade  Changing demographic trends  Public policy  Changing skill requirements and requisite job tasks within occupations15
    • Demand-Side EmploymentAnalysis Demographic makeup is changing (e.g., the ageing workforce). Structural unemployment may be edging higher in certain countries. Occupational employment changes vary geographically (e.g., the U.S. has been losing manufacturing jobs and gaining in services and information technology jobs). Employment growth in small businesses—lower wages, higher layoff rates, requiring multiple skills and flexibility. Organizational structure is changing—flatter and more team-based.16
    • Demand-Side EmploymentAnalysisComponents of employment—companies are changing and the use of the following three main interacting components of employment may increasingly become more common: 1. A core workforce of full-time full-year workers within organizations; 2. A group of skilled, self-employed and professional workers who work mainly on a contract or project basis either chiefly for one organization or a number of different ones; and 3. A peripheral or contingent group of workers who are involved in part-time, temporary or seasonal work, and who often are low-skilled.17
    • Demand-Side EmploymentAnalysisDescribing and Quantifying Future Occupational Demand—need to focus research efforts to gather information even more directly upon the demand side in terms of employer needs, their hiring decisions, and their workplace training decisions.18
    • Demand-Side Job PlacementModels for People with Disabilities  Focus on the employer and work environment (i.e., occupational shifts and industrial change).  Emphasize the preparation of persons with chronic illness and disability for jobs that employers need to fill (i.e., demand occupations).  Provide consulting and training to employers on how to better recruit, accommodate, support, and integrate workers with disabilities. 19
    • Demand-Side Job PlacementModel (Gilbride & Stensrud, 1992) 1. Increase Demand  Identify jobs employers have difficulty filling  Evaluate essential functions, perform cost/benefit analyses on levels of accommodations and task restructuring  Assist employers in developing a recruitment plan and/or training program  Inform public rehabilitation agencies on current and future labor requirements of local business  Collaborate with employers, public rehabilitation, and training institutions to provide skills training for persons with disabilities 20
    • Demand-Side Job PlacementModel (cont.)2. Consultation  Consultation approach, not selling clients  RCs offer employers expertise in helping employers to solve their human resources needs.  Rehabilitating workplace, not rehabilitating clients  Function as organization development and human resource development consultant 21
    • Demand-Side Job PlacementModel (cont.)3. Employer Needs Focus  Speak the language of business  Understand the real concerns of employers and be able to speak to their needs  Understand and know how to help employers get work done  Help employers view people with disabilities as resources to get work done  Must match people with disabilities carefully for the job  Match employers with “qualified” and competent workers with disabilities 22
    • Demand-Side Job PlacementModel (cont.)4. Job Focused  Increase the number and range of jobs that people with various functional limitations can perform within a specific organization  Work with employers to identify jobs they need to fill, develop accommodation strategies, and then find applicants.  Network with rehabilitation agencies (e.g., public rehabilitation agencies, vocational-technical schools, private job placement firms, etc.) to have a pool of people with specific capacities and characteristics ready to fill the available positions 23
    • Demand-Side Job PlacementModel (cont.)5. Private Funding  Consultation services provided by RCs should be paid by employers  Public rehabilitation agencies will be part of the solution (e.g., paying for the training costs) and not all of the solution 24
    • Demand-Side Job PlacementModel (cont.)6. Consultation is Ongoing Work with employers and employees to provide on-going OD/HRD consultations so that employees with disabilities can progress from entry-level positions to higher level positions. 25
    • Demand-Side Job PlacementModel (cont.)6. A Business Approach  Provide quality services to meet the high expectations of employers  Do the best person-job match analysis  Find people with disabilities who can do the job  Help employers with their bottom line—i.e., to make a profit 26
    • Demand-Side Job PlacementModel (cont.)7. Middle Managers and Line Supervisors Focus  View middle managers and line supervisors as the most important customers to help them solve day-to- day problems and to get work done efficiently.  Make sure that middle managers, line supervisors, and co-workers consulted, involved, educated, and supported to reduce stress and increase “comfort” level of working with people with disabilities 27
    • Demand-Side Employment –Critical Issues Changing structure of the workforce and the impact of downsizing. Increasing use of on-call workers, temporary help agencies, and independent contractors. Rapid advances in technology requiring the need for highly educated, highly skilled workers. Employer perceptions, beliefs, and attitudes regarding the employment of individuals with disabilities. Employer knowledge and use of incentives for hiring individuals with disabilities. 28
    • Demand-Side Employment –Critical Issues The effect of labor market demand policies and economic factors on employment outcomes for individuals with disabilities Employer-based hiring practices that influence employment outcomes and employer understanding of the implications of employment practices for individuals with disabilities Predictors of return to work and workforce participation. 29
    • Meta-Analysis of EmploymentSkills and Abilities EmployersDemand30
    • Taxonomy of PsychologicalConstructsMental ability. Many employers are interested in how well a job applicant can perform mental operations. Mental ability can be categorized into general mental ability, applied mental skills, and creativity. General mental ability is related to the overall ability to learn and process information. Measures of general mental ability have found to be related to performance across a range of jobs (Schmidt & Hunter, 1998). Applied mental skills refer to the application of mental ability (e.g., judgment, decision making, problem solving, and planning) to solve organizational issues in real-world contexts. Creativity is defined as flexibility of thought, originality, and the ability to see beyond current structures and operations (Cohen & Swerdlik, 1999).  Creativity  Job performance (r = .58)  Applied mental skills  Job performance (r = .28)  General mental ability  Job performance (r = .24) 31
    • Taxonomy of PsychologicalConstructsKnowledge and skills.Knowledge and skills are related to information already stored in long- term memory. Direct measures of job knowledge and skills have been found to predict job performance (Schmidt & Hunter, 1998)  Knowledge and skills  Job performance (r = .42) 32
    • Taxonomy of PsychologicalConstructsBasic personality tendencies.Huffcutt et al. (2001) found a growing preference to measure personality traits using the “Big Five” personality dimensions: Extroversion, Conscientiousness, Agreeableness (basic desire to be liked by and to fit in with other people), Openness to experience, and Emotional stability.  Agreeableness  Job performance (r = .51) 33
    • Taxonomy of PsychologicalConstructsApplied social skills.The ability to function effectively in social situations may be influenced by both the underlying personality structure and the acquired competencies. Specific applied social skills typically evaluated in employment interviews include: oral communication skills, interpersonal skills, leadership, and persuasiveness.  Applied social skills Job performance (r = .39) 34
    • Taxonomy of PsychologicalConstructsInterests and preferences.Interests and preferences in the context of employment interviews has been defined as “the verbal profession of interest in an object, activity, task, or occupation” (Super, 1949, p. 377).  Interests and preferences Job performance (r = .24) 35
    • Taxonomy of PsychologicalConstructsOrganizational fit.Each organization has its own unique culture or climate, defined by characteristics such as values, goals, norms, and attitudes. The closer that the values and attitudes of an individual correspond to those of the organization, the better the fit between them.  Organizational fit  Job performance (r = .49) 36
    • Taxonomy of PsychologicalConstructsPhysical appearance.Physical attributes. Employers generally assess physical characteristics such as health, appearance, attractiveness and job-related characteristics such as physical ability, stamina and agility. 37
    • Employers’ Perceptions ofPeople with Chronic Illnessand Disability in the Workplace38
    • Focus Group StudiesFunded by SPR, Inc., Chicago, Illinois, USA 39
    • Focus Group Participants40
    • Results1. Productivity Issues2. Barrier Issues3. Strategies for Improving Hiring 41
    • BenefitsEmployers identified the following benefits of Hiring individuals with disabilities (Front-line hiring and C- level):  Individual/Personal Attributes  Dedication and loyalty  Appreciation (of opportunity)  Dependability/reliability  Work ethics  More satisfied with the pay scale  Organizational Factors 42
    • Benefits Informal educator/ambassador to educating others in the organization Helping employees feel comfortable interacting with people with disabilities Low turnover Less prone to litigate Fill the gap of reduced talent pool, especially in the area of IT Making the organization a more inclusive working environment 43
    • Productivity Concerns Low productivity (quantity) High error rate (quality) Lack of experience (tend to hire people with experience) Lack of supply of qualified personnel Lack of time to train May need special treatment People with disabilities may need more training, more supervision, more special needs; can create resentment among co-workers and affect morale. 44
    • Productivity Concerns Lower skill sets (technical and applied social skills) Reduced physical stamina People with disabilities are slow learners May need more supervision Perception that employers need to lower standards 45
    • Attitudinal-Based Concerns Other employees would be fearful of individuals with disabilities Close-mindedness of other employees Lack of acceptance Cannot see through disability 46
    • Employer Concerns Don’t know how to interview individuals with disabilities Lack of knowledge regarding ADA resources People with disabilities are frequently being screened out before getting a chance to interview Risk aversion theory (easy to hire, difficult to fire) Lack of familiarity with disability related issues Lack of exposure to success stories Lack of exposure to people with disabilities 47
    • Employer Concerns Do not know how to develop a relationship with individuals with disabilities Concern about individual with a disability fitting into the corporate culture Lack of acceptance Co-workers do not feel comfortable communicating with individuals with disabilities Some employees will feel the need to mother their co- workers with a disability 48
    • Myths About People withDisabilities Lack of maturity Poor soft skills People with disabilities take things too personally Poor grooming and hygiene Individual health related issues Poor mental health People with disabilities lack workplace socialization skills 49
    • Barriers Applicant pool of people with disabilities is small Diversity training is offered occasionally and disability is not emphasized. Lack of practice/do not interview that many applicants with disabilities Do not have enough exposure to quickly learn to communicate with people with disabilities. A similar example will be communicating with immigrant workers (e.g., Asian Indian IT workers).50
    • Barriers Do not know etiquette in communicating with people with disabilities Do not know how to discuss disability with people with disabilities Disability is not one of the focus of diversity in corporation51
    • Strategies to Improve Hiring The use of temporary employment as a starting point More effective use of internships Contract to hire Employer consultation services by job placement agencies (e.g., DVR)52
    • Strategies to Improve Hiring Better assessment/better job-matching Linking disability explicitly as part of diversity/disability as a culture Need to have more success stories/visible/TV and other media Better outreach efforts to the disability community53
    • A Follow-up Employer Survey54
    • A Follow-up Employer SurveyOn-line survey and collected information from 138 HR and front-line managers about:  Diversity climates of their company  To what extent disability management is important  Knowledge about the Americans with Disabilities Act (ADA)  Knowledge about job accommodations  Perceptions of people with disabilities as productive workers  Hiring strategies to increase employment of people with disabilities  Efforts to hire people with disabilities. 55
    • Sample Characteristics 62% are men 91% are white Average age of 45 years old Employed predominantly in the:  health-care industries (19%),  finance (16%),  information technology (15%),  manufacturing (14%)  other services (except public administration) (12%), and  professional/technical (10%).56
    • A Follow-up Employer SurveyThe majority of these participants are employed by companies with 501 or more employees (64%), followed by companies with employees between 15-100 (16%), companies between 101 and 500 employees (12%), and companies with less than 15 employees (7%)57
    • Employers in the Midwest Companies support diversity The emphasis of diversity is on gender and race but not disability Hiring people with disabilities is not in the diversity plan No incentive or quotas to hire or retain people with disabilities at the departmental or unit levels Hiring managers are not trained in diversity management related to individuals with disability Resources for recruiting people with chronic illness and disability are limited Disability sensitivity training for line managers is less than adequate Hiring managers have no problem hiring and retaining people with disability in their department. 58
    • Employers in the Midwest HR and line managers believe that people with disability have workplace socialization skills; are reliable; can perform essential tasks; and meet productivity standards Hiring people with disability help promote an inclusive workplace Hiring people with disability provide opportunity for employees to learn to work with people from diverse groups 59
    • Employers in the Midwest HR and line managers indicated that they are not as familiar with ADA as they should There are in-house resources to help with employment- related ADA issues HR and line managers indicated that they are familiar with government resources for ADA and employment technical assistance There is no in-house job accommodations experts for consultation 60
    • Employers in the Midwest Companies are concerned about disability issues in the workplace related to work injuries, alcohol and drug abuse, and mental health issues (M=3.77, SD=.74). Modest but positive rating of people with disabilities as a productive and reliable worker with appropriate workplace socialization skills (M=3.54, SD=.32). Close to neutral rating to their knowledge about the Americans with Disabilities Act and job accommodation (M=3.22, SD=.64) Inclusion of disability in the company’s diversity efforts (M=3.20, SD=.50) Use of innovative strategies to recruit and retain people with disabilities (M=3.09, SD=.40). 61
    • Employers in the MidwestKnowledge about the ADA and job accommodations in the workplace is positively related to:  including disability as part of the company’s diversity efforts (r = .67, p < .01)  commitment to hire people with disabilities (r = .64, p < .01), diversity climate of the company (r = .51, p < .01),  strong concern about managing disabilities in the company (r = .50, p < .01),  perceptions of people with disabilities as productive and reliable workers (r = .28, p < .01), and  the use of innovative strategies to recruit and retain people with disabilities (r = .28, p < .01). 62
    • Employers in the Midwest Managers who rated themselves as having good knowledge of the ADA also rated themselves as having less negative perceptions about people with disabilities as productive workers in the workplace (r = -.32, p < .01). Negative attitudes toward people with disabilities is negatively related to perceptions of people with disabilities as productive workers (r = -.35, p < .01), inclusion of disability in the diversity effort (r = -.34, p < .01), and commitments to hire people with disabilities (r = -.35, p < .01).63
    • Employers in the Midwest Diversity climate of the company is related to the inclusion of people with disabilities. Companies with a strong commitment to diversity have a higher propensity to:  include disability as part of their diversity efforts (r = . 67, p < .01)  a stronger commitment to hire people with disabilities (r = .44, p < .01). Inclusion of disability as diversity efforts of the company is also significantly related to knowledge of ADA and job accommodations (r = .67, p < .01).64
    • Multiple RegressionA multiple regression was conducted with ADA knowledge, concerns about disability management, negative attitudes, positive perceptions, diversity climates, inclusion of disability in diversity efforts, and hiring strategies were used as independent variables to predict the commitment of the company to hire people with disabilities. 65
    • Multiple Regression The result was significant with R2 = .58, F(7, 125) = 24.13, p < .001. (Large effect size) An examination of the beta coefficients revealed that only knowledge of ADA and job accommodation (b = .23, p < .05) and inclusion of disability in diversity efforts (b = .56, p < .01) are significant in predicting commitment of the company to hire people with disabilities.66
    • Recommendations Job development efforts must be expanded to: work with companies to incorporate disability as part of their diversity plans; incorporate incentives to hire and retain people with disabilities at the unit/departmental level; provide disability sensitivity and stigma reduction training, to provide ADA and job accommodation training; help design innovative recruitment and retention strategies such as the use of private job placement firms and state vocational rehabilitation agency and resources, internship programs, work trails, and mentoring.67
    • Recommendations Hiring managers are still ambivalent about people with disabilities as productive and reliable workers in the workplace and the potential negative impact of accommodating people with disabilities on the reactions of other workers in the workplace.68
    • Exemplary Demand-Side JobPlacement Services69
    • Introduction and Overview January 1st, 200870
    • nAblement Contents MPS Partners/ nAblement Mission MPS Partners/ nAblement Overview nAblement Channel Strategy nAblement Initiatives nAblement Internship nAblement Solution Summary71
    • NAblement’s MissionnAblement is focused on partnering with our clients to help them achieve greater diversity as it relates to making a commitment to hiring professionals with a disability in their IT organization.  Provide cost-effective / entry-level through transitional skilled IT professionals with disabilities to local businesses.  Provide candidates with qualities consistent with the ability to succeed in a career in the IT industry.  Provide application & infrastructure support positions for skilled IT professionals with disabilities.  Provide IT solutions that address real business problems while improving access for all professionals, with or without disabilities. 72
    • Vision- Mission- OpportunityVision – Positively impact the employment profile among qualified individuals with disabilities in the Information Technology sector.Mission – By 2011 place 150 individuals with disabilities in local Information Technology positions.Opportunity – nAblement believes that professionals with disabilities can be productive members of the IT community and fully integrated in every facet of society. 73
    • GoalThe nAblement goal is to increase the overall employment among professionals and aspiring professionals with disabilities in the IT industry, and to influence the employment of qualified PWD into other industries.nAblement aligns the following four core efforts in order to structure an integrated approach to achieve this objective. 74
    • Four Core Efforts Drive thought leadership, research and marketingAwareness activities with our channel partners to educate the market.Recruiting Access & Build traditional and non-traditional channels for the purpose of creating a robust candidate base to meet the needs in the market. Training Build and execute curriculums that provide educational opportunities with a direct and measurable impact on placement .Placement Provide opportunities for candidates for project-based or permanent placement in the IT industry. 75
    • Awareness Educational Institutions Recruiting Industry Grps/Fndtns. Local Business Local Government Training Non for Profits Corporate Partners Placement76
    • Mission To expand our networking base with the goal of furthering the reach of our message. Align our corporate initiatives with other organizations with similar missionsEducational University of Illinois, Local Wolters Kluwer, Marquette University, Sonnenschein, NorthernInstitutions MSOE, DeVry, IIT, Business Trust, BP, Discover, Blue COD, University of WI- Cross, PepsiCo Whitewater, Robert MorrisCorporate Local/State Chicagoland Chamber of Commerce , DORS Partners Microsoft Government Ability links, JVS, Industry Illinois Technology Non for Anixter Center, Ability Association (ITA) Connection, RIC Groups Profits Business Team, Great AbilITy Connection Lakes DBTAC 77
    • Awareness Recruiting Training PlacementITA PWD SIG X X XLunch & Learn X XBreaking Down Barriers X XProductivity Research X X nAblement InitiativesMayor’s Council ofTechnology Advisors X XITA PWD Internship X X XDOE Productivity X X XEmployment Grant50 for the Future X XSolution Selling X X 78
    • Initiative GoalITA PWD SIG Build awareness and grow a larger group of individuals connected to nAblement. Use as vehicle to connect with local business.Lunch & Learn Build awareness and expand candidates and supporters connected to nAblement. Use as vehicle to connect with people with disabilities interested in IT.Breaking Down Barriers Build awareness within local businesses of the opportunities and challenges facing PWD’s and demonstrate the ease of integrating them.Productivity Research Demonstrate the true productive levels, cost and benefit of employing people with disabilities. Schedule CIO facing event to communicate results.Mayor’s Council of Build awareness with local businesses and offer them the opportunity to participate in the ITA PWD Internship program. Schedule time to integrate withTechnology Advisors existing group.(MCTA) nAblement InitiativesITA PWD Internship Build a repeatable model for training and placing nAblement internship candidates. Proactively find sponsorship and 6 month internships with local companies running Microsoft technologies.DOE Productivity Build awareness within local businesses of the opportunities and challenges facing PWD’s and demonstrate the ease of integrating them. Provide validatedEmployment Grant information and results.50 for the Future Identify at least 5 strong candidates to submit for this award through the ITA.Solution Selling For the SPR sales channel build a solution set that can be proactively marketed and sold. Target 20 companies where 508 Compliance is most relevant. 79
    • Awareness nAblement Process Productivity DOE Perception ITA PWD SIG Employment Survey Grant for pwd QualifiedRecruiting 50 for the Candidates Lunch & Learn Future Internship CandidatesTraining ITA PWD Internship Program (Microsoft Technologies) Structure, Overview, Promotion, Launch Internship PlacementPlacement Breaking PWD MCTA Down Barriers Sponsorship Permanent Placement 80
    • Goals of nAblement nAblement and its partners will build awareness and recruit qualified people with disabilities Corporate Partners will donate hardware and software for classroom training supplies and materials Robert Morris college will hold instructor led classes for Microsoft System Center Network Support and SharePoint/MOSS administration and Development. Corporate and Foundation partners will provide financial sponsorship for student interns DOE and other aligned grants will be applied for to assist in offsetting internship program costs and preparing candidates for hire Students will participate in 12 week training class consisting of; classroom training, hands on product certification, industry awareness, local business onsite mentoring Corporate partners will hire certified graduates for 6 month internship with opportunity to hire at the end of training 81
    • Solution OverviewnAblement goes to market with the specific objective of selling and staffing projects with teams IT professionals with disabilities. nAblement believes that by effectively leveraging the abilities of IT professionals with disabilities, many IT functions can be successfully accomplished. The solutions that nAblement has defined and markets address specific opportunities that fortune 1,000 companies are facing today. nAblement’s unique understanding and perspective of the challenges facing professional with disabilities enables them to focus on the solutions required in today’s marketplace.  508 Compliance Solution Audit, Assessment, Remediation, Maintenance  Data Validation & Testing Solution Data Preparation, Scripting, Validation  Helpdesk & Desktop Support Solution Help Desk Integration, Staffing & Out Sourcing 82
    • Questions?83
    • Contact Information Fong Chan, Ph.D. University of Wisconsin- Madison Email: chan@education.wisc.edu84
    • THANK YOU!85
    • TACE Center: Region IV Toll-free: (866) 518-7750 [voice/tty] Phone: (678) 686-1712 [voice/tty] Fax: (404) 541-9002 Web: TACEsoutheast.org My TACE Portal: TACEsoutheast.org/myportal Email: tacesoutheast@law.syr.edu86
    • Education CreditsParticipants may** be eligible for CRCC and CEU credits.CRCC Credit (1.5)  By Tuesday, May 19, 2009, participants must score 80% or better on a online Post Test and submit an online CRCC Request Form via the MyTACE Portal.CEU Credit (.10)  Site Coordinators must distribute the CEU form to participants seeking CEU credit on the day of the webinar.  Site coordinators must submit CEU form to the TACE Center: Region IV by fax (404) 541-9002 by Tuesday, May 19, 2009.My TACE Portal: TACEsoutheast.org/myportal **For CRCC credit, you must reside in the 8 U.S. Southeast states served by the TACE Region IV [AL, FL, GA, KY, MS, NC, SC, TN]. If beyond TACE Region IV, you may apply for CEU credit. 87
    • DisclaimerThis presentation was developed by the TACE Center: Region IV ©2009 with funds from the U.S. Department of Education, Rehabilitation Services Administration (RSA) under the priority of Technical Assistance and Continuing Education Projects (TACE) – Grant #H264A080021. However, the contents of this presentation do not necessarily represent the policy of the RSA and you should not assume endorsement by the Federal Government [34 CFR 75.620 (b)]. 88
    • Copyright InformationThis work is the property of the TACE Center: Region IV. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.89