Disability Equity A South African Perspective 2


Published on

Disability Equity A South African Perspective 2

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Disability Equity A South African Perspective 2

  1. 1. Disability Equity Is There A Case for Disability Equity?
  2. 2. 09/05/09 Page
  3. 3. 09/05/09 Page Prevalence
  4. 4. TECHNICAL ASSISTANCE GUIDELINES ON THE EMPLOYMENT OF PEOPLE WITH DISABILITIES – DEPT OF LABOUR <ul><li>“ In South Africa the exact number of people with disabilities is not known” </li></ul><ul><li>It is however estimated at minimum of 10% of the population (5 million) </li></ul>09/05/09 Page
  5. 5. [IV] EUROSTAT RESEARCH RESULTS (2003), CITED IN OSSATE ACCESSIBILITY MARKET AND STAKEHOLDER ANALYSIS 2005 <ul><li>“ One in six persons (15.7%) of the working age population (aged 16 to 64) has either a long-standing health problem or a disability” (European Union) </li></ul>09/05/09 Page
  6. 6. LABOUR FORCE SURVEY, SPRING 2005 (UK) <ul><li>33% of workers aged 50 – 64 have a disability </li></ul>09/05/09 Page
  7. 7. 09/05/09 Page Work Climate
  8. 8. Carr-Ruffino, N.) Diversity success strategies. Boston: Butterworth Heinemann, 1999 <ul><li>“ Over 90% of employers who had recently employed a person with a disability said they would be happy to continue employing disabled people” </li></ul>09/05/09 Page
  9. 9. LABOUR FORCE SURVEY, SEPTEMBER 2005 (UK) <ul><li>One in five disabled people are unemployed but want to work ; this compares to one in 15 of non-disabled people </li></ul>09/05/09 Page
  10. 10. IIP, NOVEMBER 2004 <ul><li>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 </li></ul>09/05/09 Page
  11. 11. BT, AGILE BUSINESS, ACCESSIBLE WORLD?, 2005. <ul><li>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 </li></ul>09/05/09 Page
  12. 12. 09/05/09 Page Professional /Ethical
  13. 13. THE EMPLOYERS' FORUM ON DISABILITY, THE DISABILITY STANDARD 2005 <ul><li>“ 70% of companies taking part in the 2005 Disability Standard have board members who have responsibility for disability” </li></ul>09/05/09 Page
  14. 14. TREVOR SMITH, MANAGING DIRECTOR, EUROPEAN TECHNOLOGY, GOLDMAN SACHS <ul><li>“ 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” </li></ul>09/05/09 Page
  15. 15. THE VALUE OF CORPORATE VALUES, BOOZ ALLEN HAMILTON/ ASPEN INSTITUTE, 2004 <ul><li>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. </li></ul>09/05/09 Page
  16. 16. CHARTERED INSTITUTE FOR PERSONNEL DEVELOPMENT, THE BUSINESS CASE FOR DIVERSITY, 2005 <ul><li>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. </li></ul>09/05/09 Page
  17. 17. SIR GEOFFREY CHANDLER, BT‘ JUST VALUES’, 2003http://www.strategy-business.com/article/05206?pg=1 <ul><li>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. </li></ul>09/05/09 Page
  18. 18. 09/05/09 Page Legal/ Compliance
  19. 19. <ul><li>Constitution, LRA and EEA as well as Codes; </li></ul><ul><li>Constitutional Court judgments </li></ul><ul><li>Labour Court and CCMA judgments and awards </li></ul><ul><li>The case for reputation management (Standard Bank; MEC of Education et al) </li></ul>South Africa 09/05/09 Page
  20. 20. <ul><li>Disability discrimination cases in the UK have resulted in six figure payouts and are damaging to reputation </li></ul><ul><li>Circa 75 countries worldwide have disability discrimination legislation </li></ul><ul><li>Employees are aware of their rights. 92% of 1038 UK employees surveyed know that employers cannot and should not discriminate on account of disability </li></ul><ul><li>‘ Awareness, Knowledge and Exercise of Individual Employment Rights’ , IES/BMRB 2005. Employment Studies research newsletter July 2006, Issue 4 . </li></ul>World Wide 09/05/09 Page
  21. 21. 09/05/09 Page