“ Over 90% of employers who had recently employed a person with a disability said they would be happy to continue employing disabled people”
09/05/09 Page
LABOUR FORCE SURVEY, SEPTEMBER 2005 (UK)
One in five disabled people are unemployed but want to work ; this compares to one in 15 of non-disabled people
09/05/09 Page
IIP, NOVEMBER 2004
90% of employers interviewed by Investors in People agree that more effective use of employees is key to future success, but 56% believe that widespread substandard management means UK business won't achieve increased productivity
09/05/09 Page
BT, AGILE BUSINESS, ACCESSIBLE WORLD?, 2005.
Found that there were significant costs to a 'one size fits all' or 'vanilla' approach to management. Greater understanding of the wider benefits of diversity and inclusion of people with different skills and experiences is needed if line managers are to develop the flexibility needed to integrate those disabled people who need adjustments
09/05/09 Page
09/05/09 Page Professional /Ethical
THE EMPLOYERS' FORUM ON DISABILITY, THE DISABILITY STANDARD 2005
“ 70% of companies taking part in the 2005 Disability Standard have board members who have responsibility for disability”
09/05/09 Page
TREVOR SMITH, MANAGING DIRECTOR, EUROPEAN TECHNOLOGY, GOLDMAN SACHS
“ My professional involvement in disability has caused me to question assumptions, challenge long standing ways of doing things and encourage a markedly different approach to problem solving and team development”
09/05/09 Page
THE VALUE OF CORPORATE VALUES, BOOZ ALLEN HAMILTON/ ASPEN INSTITUTE, 2004
Of the 89 percent of companies that have a written corporate values statement, 90 percent specify ethical conduct as a principle . Further, 81 percent believe their management practices encourage ethical behavior among staff. Ethics-related language in formal statements not only sets corporate expectations for employee behavior; it also serves as a shield companies are using in an increasingly complex and global legal and regulatory environment.
09/05/09 Page
CHARTERED INSTITUTE FOR PERSONNEL DEVELOPMENT, THE BUSINESS CASE FOR DIVERSITY, 2005
Some would argue that treating people fairly is itself fundamental to the business case — unless people feel valued their commitment is compromised in ways that can result in underperformance — so in many ways the social justice and business case arguments can be complimentary.
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SIR GEOFFREY CHANDLER, BT‘ JUST VALUES’, 2003http://www.strategy-business.com/article/05206?pg=1
I believe our train of thought should be this: business is part of society; society has agreed certain international values and principles; business needs to reflect these in its operations if it is to be acceptable. Its social purpose is to provide products and services profitably and responsibly, the boundaries of that responsibility being determined by the extent of its impact on its stakeholders, the nature of that responsibility being determined by society's values.
09/05/09 Page
09/05/09 Page Legal/ Compliance
Constitution, LRA and EEA as well as Codes;
Constitutional Court judgments
Labour Court and CCMA judgments and awards
The case for reputation management (Standard Bank; MEC of Education et al)
South Africa 09/05/09 Page
Disability discrimination cases in the UK have resulted in six figure payouts and are damaging to reputation
Circa 75 countries worldwide have disability discrimination legislation
Employees are aware of their rights. 92% of 1038 UK employees surveyed know that employers cannot and should not discriminate on account of disability
‘ Awareness, Knowledge and Exercise of Individual Employment Rights’ , IES/BMRB 2005. Employment Studies research newsletter July 2006, Issue 4 .
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