Employing disabled people provides several business benefits according to the document:
1) Productivity studies show that disabled employees are as productive as non-disabled employees and some studies found they have higher performance ratings and innovation.
2) Employing disabled people taps into a wider pool of talent, allowing companies to access skills and qualifications they may otherwise overlook.
3) Disabled employees tend to have higher retention rates, with some studies finding they stay in roles 30% longer, saving costs associated with high turnover.
4) Contrary to assumptions, research finds that on average disabled employees have lower sickness absence rates than non-disabled employees, with some studies finding rates are 30% lower.
#FIRMday Oct 22nd London - Hireserve - How can academia transform your grad r...Emma Mirrington
This document discusses how collaborating with local universities can help small and medium enterprises (SMEs) with graduate recruitment. Universities provide access to a large talent pool of students and can promote opportunities. Collaboration could involve knowledge transfer partnerships where graduates help with commercial projects. Universities also offer networking opportunities to connect SMEs with potential partners or customers. Overall, academic-business partnerships can open doors for both graduates and employers.
The FIRM & IBM : Rewriting the rules for the digital ageEmma Mirrington
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. Visit the Human Capital area of www.deloitte.com to learn more.
This document discusses managing risks associated with contingent labour forces in the Asia-Pacific region. It notes that as economies in the region continue rapid growth, reliance on contingent labour to meet skill demands is increasing. However, companies may be failing to apply the same risk management practices to contingent workers as they do traditional employees. The document then discusses several key risks of managing contingent workers, including regulatory and compliance risks due to legislative variations across countries, access and security risks if proper screening is not conducted, visibility and analytics risks due to lack of integrated systems, and technology risks if vendor management systems are not implemented. It provides examples and recommendations for mitigating these risks.
This document discusses how companies will increasingly hire workers on a project or outcome basis rather than as permanent employees. It argues that companies will seek "work" rather than "workers" and will assemble teams of independent contractors, freelancers, and employees as needed to complete projects. Recruiters will need to adapt by developing ongoing relationships with independent talent and focusing more on engagement and communication over time rather than one-time hiring. The role of recruiters may evolve into "talent attractors" who publish information and advice for independent workers rather than directly sourcing for open roles.
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
#FIRMday Oct 22nd London - Hireserve - How can academia transform your grad r...Emma Mirrington
This document discusses how collaborating with local universities can help small and medium enterprises (SMEs) with graduate recruitment. Universities provide access to a large talent pool of students and can promote opportunities. Collaboration could involve knowledge transfer partnerships where graduates help with commercial projects. Universities also offer networking opportunities to connect SMEs with potential partners or customers. Overall, academic-business partnerships can open doors for both graduates and employers.
The FIRM & IBM : Rewriting the rules for the digital ageEmma Mirrington
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. Visit the Human Capital area of www.deloitte.com to learn more.
This document discusses managing risks associated with contingent labour forces in the Asia-Pacific region. It notes that as economies in the region continue rapid growth, reliance on contingent labour to meet skill demands is increasing. However, companies may be failing to apply the same risk management practices to contingent workers as they do traditional employees. The document then discusses several key risks of managing contingent workers, including regulatory and compliance risks due to legislative variations across countries, access and security risks if proper screening is not conducted, visibility and analytics risks due to lack of integrated systems, and technology risks if vendor management systems are not implemented. It provides examples and recommendations for mitigating these risks.
This document discusses how companies will increasingly hire workers on a project or outcome basis rather than as permanent employees. It argues that companies will seek "work" rather than "workers" and will assemble teams of independent contractors, freelancers, and employees as needed to complete projects. Recruiters will need to adapt by developing ongoing relationships with independent talent and focusing more on engagement and communication over time rather than one-time hiring. The role of recruiters may evolve into "talent attractors" who publish information and advice for independent workers rather than directly sourcing for open roles.
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
Agents of Change - Independent workers are reshaping the workforceKelly Services
Free agency is becoming a major part of the global workforce, with nearly 1 in 3 workers now identifying as free agents. Younger generations see free agency as a viable long-term career choice due to desires for flexibility and control over their own career paths. Free agents tend to be highly educated and skilled professionals working independently across a variety of industries like IT, finance, and engineering. They embrace free agency for reasons such as better work-life balance, the ability to pursue passions, and being entrepreneurs of their own employment.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Do you have what IT Hiring Managers are looking for?Kelly Services
The document discusses what IT hiring managers look for in candidates. It states that Kelly Services can help develop careers in IT as they work with 95% of Fortune 100 companies. While technical skills are important for securing interviews, hiring managers also emphasize interpersonal skills and finding candidates that fit the company culture. Nearly 70% say cultural fit plays an important role in evaluations. Ideal candidates are described as having a combination of strong technical skills, interpersonal skills, and cultural fit.
Do you have what Scientific Hiring Managers are looking for?Kelly Services
The document summarizes findings from a survey of over 1,000 hiring managers in scientific and clinical fields. It discusses that while technical skills are important for securing an interview, hiring managers place equal emphasis on a candidate's interpersonal skills and cultural fit. Nearly 70% of managers say cultural fit plays an important role in evaluation. The document provides tips for candidates on emphasizing interpersonal skills through behavioral interview questions, researching company culture, and presenting themselves as a well-rounded candidate with skills in both technical areas and soft skills.
Sourcing technologies have advanced beyond just gathering social profiles and now use complex algorithms to uncover candidates that are best suited for an organization. These technologies aggregate data from various social and professional networks and sites to build comprehensive profiles of passive professionals, even without directly published contact or work history information. The document then describes several leading sourcing technology providers and their features, and concludes with recommendations for organizations to test out new sourcing tools in key areas before committing to a long-term partnership.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
HR Challenges and Solutions - Maintaining Compliance and Mitigating Future RiskADP Marketing
Many companies are facing increasing challenges to stay up to date with risk and compliance. Learn how to take control of compliance and manage risk in your business.
The document discusses how the role of recruiters is changing due to new technologies and the increased connectivity of professionals. It identifies three emerging roles for recruiters:
1) Super Recruiters who will focus on strategic talent planning and employer branding.
2) Talent Attractors who will build long-term relationships with potential candidates through social media and publishing career content.
3) Logistics recruiters who will manage day-to-day hiring processes like scheduling interviews. Most recruiters currently fall into this category.
The document discusses how Heineken brings a taste for adventure to its employer brand by attracting and nurturing people who want to go the extra distance and embrace new ideas, as reflected in the company's expanding operations, ambitious corporate strategy, and marketing that looks to break new ground. Heineken closely aligns its product, corporate and employer brands to project creativity, originality and flair that reinforces each brand and reflects what it's really like to work at the organization, opening doors to attract top talent.
Employers face challenges finding and retaining entry-level talent, yet rely on outdated hiring practices like requiring college degrees. This denies opportunity youth skills-building opportunities and ignores a potential talent pool. While employers value cultural fit, they lack objective assessment tools. Benefits should meet all workers' needs, like childcare for opportunity youth. Impact hiring could help employers access overlooked talent while improving opportunities for disadvantaged groups.
Global workers value work-life design elements that allow flexibility and balance between work and personal life. Flexible work arrangements are preferred by 31% of global workers. Professional and technical workers especially value work-life design and expect flexibility. Regional cultures also influence work preferences, with Americans prioritizing work-life balance and flexible schedules. Preferences between men and women are becoming less differentiated, though women place slightly higher importance on flexibility and friendships at work.
Many firms struggle to find top talent. This ins't a new problem, but solving it can be an enigma. The talent is out there, learn how to break the code and find more than your fair share.
New eBook on the business case for Recruitment Process Outsourcing.
According to our recent research, businesses need to accelerate changes to their workforce strategies to optimize the shift of blue-collar workers into tech-enabled, value-generating roles.
Engage Blue Collar Employee for better productivityipuneetg
This document discusses the importance of understanding a company's workforce through periodic tracking studies. It proposes conducting a study to better understand employee attitudes, behaviors, and satisfaction levels in order to address labor problems. The study would identify areas needing improvement and monitor changes over time. This is important because labor shortages are causing unrest, safety issues, and lost productivity. Without independent data on employee perceptions, management relies on assumptions and biased information, missing early warning signs. A systematic study providing structured data on the workforce can help engage employees, reduce unrest, ensure safety, and increase productivity and profits.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
Networking: Is it Your Career Insurance Policy?Kelly Services
This document discusses the importance of networking for career success. It notes that between 60-80% of jobs are unadvertised and filled through employee referrals. Having a strong network gives candidates a 35 to 1 chance of getting hired compared to 500 to 1 for typical candidates. While technology has changed how people network, the importance of networking remains the same - cultivating quality relationships, marketing yourself, and leveraging your contacts. Both in-person and online networking are discussed.
IT talent is in high demand but short supply, making recruitment and retention a challenge. While most companies have not increased salaries to keep pace with the market, those that offer higher pay see benefits like reduced turnover rates and fewer open positions. One example showed a company that increased salaries by 10% experienced $800,000 in annual cost savings from lower turnover and vacancies compared to a company that did not raise pay.
Advance your science career in the virtual workplaceKelly Services
Virtual workplaces are becoming more common in science careers. To advance their careers, science professionals need to become accustomed to accessing work globally, collaborating across borders, and using knowledge networks. Knowledge networks connect groups to share information and expertise to achieve shared goals. Flexibility is now essential, as many companies rely on contract talent through virtual networks. Science professionals can participate in virtual networks and work with talent agents to access project-based work opportunities.
This document discusses contemporary issues and challenges in human resource management. It summarizes the top HR challenges managers are facing due to the COVID-19 pandemic, including mental health and wellbeing, managing remote work, lack of agility, employee communication and uncertainty. It also discusses employees at greater risk, how COVID-19 will affect the global workforce, the importance of HRM practices like recruitment and selection, training and development, and performance management. Finally, it outlines the top 7 HR trends for 2020, including HR analytics, upcoming technologies, new work and millennials, focusing on employees, continuous performance management, and on-the-job training.
Agility within Resourcing - The FIRM and eSift business breakfast outputsEmma Mirrington
We are delighted to present the outcomes of our first regional
business breakfast held in partnership with eSift. The conversations centred around agility within resourcing and the outputs of the session can be found here
Capita - Putting innovation at the heart of RPOEmma Mirrington
What is the meaning of innovation in RPO and how can the market become more innovative? New research from Capita seeks to find out what innovation means to resourcing leaders. The research provides an in depth insight on how RPO models can be better configured to realise the benefits from innovation.
Research participants included HR directors and resourcing leaders from large enterprises, with the likes of Arup, BSkyB, The Cooperative Banking Group, Lockheed Martin, TalkTalk, Thales and Virgin Money, among others.
Most of the respondents felt that the sector needed to improve on how it engages with candidates and hiring managers, and improve its capabilities around candidate sourcing. There was a strong sense of a need for research-led RPO, which could help improve conversations with active and passive candidates as well as boost the development of talent pipelines and pools.
Some respondents reflected challenges back on themselves; for instance, respondents linked several shortfalls to their organisations’ tendency to contract on cost alone, a failure to challenge how resourcing was perceived as a business discipline within their own organisation, and a lack of both focus and investment in workforce planning and talent management.
The Innovation in RPO white paper proves to be an interesting and upfront read. Its frank and honest view of the state of RPO comes with recommendations for driving positive change.
Agents of Change - Independent workers are reshaping the workforceKelly Services
Free agency is becoming a major part of the global workforce, with nearly 1 in 3 workers now identifying as free agents. Younger generations see free agency as a viable long-term career choice due to desires for flexibility and control over their own career paths. Free agents tend to be highly educated and skilled professionals working independently across a variety of industries like IT, finance, and engineering. They embrace free agency for reasons such as better work-life balance, the ability to pursue passions, and being entrepreneurs of their own employment.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Do you have what IT Hiring Managers are looking for?Kelly Services
The document discusses what IT hiring managers look for in candidates. It states that Kelly Services can help develop careers in IT as they work with 95% of Fortune 100 companies. While technical skills are important for securing interviews, hiring managers also emphasize interpersonal skills and finding candidates that fit the company culture. Nearly 70% say cultural fit plays an important role in evaluations. Ideal candidates are described as having a combination of strong technical skills, interpersonal skills, and cultural fit.
Do you have what Scientific Hiring Managers are looking for?Kelly Services
The document summarizes findings from a survey of over 1,000 hiring managers in scientific and clinical fields. It discusses that while technical skills are important for securing an interview, hiring managers place equal emphasis on a candidate's interpersonal skills and cultural fit. Nearly 70% of managers say cultural fit plays an important role in evaluation. The document provides tips for candidates on emphasizing interpersonal skills through behavioral interview questions, researching company culture, and presenting themselves as a well-rounded candidate with skills in both technical areas and soft skills.
Sourcing technologies have advanced beyond just gathering social profiles and now use complex algorithms to uncover candidates that are best suited for an organization. These technologies aggregate data from various social and professional networks and sites to build comprehensive profiles of passive professionals, even without directly published contact or work history information. The document then describes several leading sourcing technology providers and their features, and concludes with recommendations for organizations to test out new sourcing tools in key areas before committing to a long-term partnership.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
HR Challenges and Solutions - Maintaining Compliance and Mitigating Future RiskADP Marketing
Many companies are facing increasing challenges to stay up to date with risk and compliance. Learn how to take control of compliance and manage risk in your business.
The document discusses how the role of recruiters is changing due to new technologies and the increased connectivity of professionals. It identifies three emerging roles for recruiters:
1) Super Recruiters who will focus on strategic talent planning and employer branding.
2) Talent Attractors who will build long-term relationships with potential candidates through social media and publishing career content.
3) Logistics recruiters who will manage day-to-day hiring processes like scheduling interviews. Most recruiters currently fall into this category.
The document discusses how Heineken brings a taste for adventure to its employer brand by attracting and nurturing people who want to go the extra distance and embrace new ideas, as reflected in the company's expanding operations, ambitious corporate strategy, and marketing that looks to break new ground. Heineken closely aligns its product, corporate and employer brands to project creativity, originality and flair that reinforces each brand and reflects what it's really like to work at the organization, opening doors to attract top talent.
Employers face challenges finding and retaining entry-level talent, yet rely on outdated hiring practices like requiring college degrees. This denies opportunity youth skills-building opportunities and ignores a potential talent pool. While employers value cultural fit, they lack objective assessment tools. Benefits should meet all workers' needs, like childcare for opportunity youth. Impact hiring could help employers access overlooked talent while improving opportunities for disadvantaged groups.
Global workers value work-life design elements that allow flexibility and balance between work and personal life. Flexible work arrangements are preferred by 31% of global workers. Professional and technical workers especially value work-life design and expect flexibility. Regional cultures also influence work preferences, with Americans prioritizing work-life balance and flexible schedules. Preferences between men and women are becoming less differentiated, though women place slightly higher importance on flexibility and friendships at work.
Many firms struggle to find top talent. This ins't a new problem, but solving it can be an enigma. The talent is out there, learn how to break the code and find more than your fair share.
New eBook on the business case for Recruitment Process Outsourcing.
According to our recent research, businesses need to accelerate changes to their workforce strategies to optimize the shift of blue-collar workers into tech-enabled, value-generating roles.
Engage Blue Collar Employee for better productivityipuneetg
This document discusses the importance of understanding a company's workforce through periodic tracking studies. It proposes conducting a study to better understand employee attitudes, behaviors, and satisfaction levels in order to address labor problems. The study would identify areas needing improvement and monitor changes over time. This is important because labor shortages are causing unrest, safety issues, and lost productivity. Without independent data on employee perceptions, management relies on assumptions and biased information, missing early warning signs. A systematic study providing structured data on the workforce can help engage employees, reduce unrest, ensure safety, and increase productivity and profits.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
Networking: Is it Your Career Insurance Policy?Kelly Services
This document discusses the importance of networking for career success. It notes that between 60-80% of jobs are unadvertised and filled through employee referrals. Having a strong network gives candidates a 35 to 1 chance of getting hired compared to 500 to 1 for typical candidates. While technology has changed how people network, the importance of networking remains the same - cultivating quality relationships, marketing yourself, and leveraging your contacts. Both in-person and online networking are discussed.
IT talent is in high demand but short supply, making recruitment and retention a challenge. While most companies have not increased salaries to keep pace with the market, those that offer higher pay see benefits like reduced turnover rates and fewer open positions. One example showed a company that increased salaries by 10% experienced $800,000 in annual cost savings from lower turnover and vacancies compared to a company that did not raise pay.
Advance your science career in the virtual workplaceKelly Services
Virtual workplaces are becoming more common in science careers. To advance their careers, science professionals need to become accustomed to accessing work globally, collaborating across borders, and using knowledge networks. Knowledge networks connect groups to share information and expertise to achieve shared goals. Flexibility is now essential, as many companies rely on contract talent through virtual networks. Science professionals can participate in virtual networks and work with talent agents to access project-based work opportunities.
This document discusses contemporary issues and challenges in human resource management. It summarizes the top HR challenges managers are facing due to the COVID-19 pandemic, including mental health and wellbeing, managing remote work, lack of agility, employee communication and uncertainty. It also discusses employees at greater risk, how COVID-19 will affect the global workforce, the importance of HRM practices like recruitment and selection, training and development, and performance management. Finally, it outlines the top 7 HR trends for 2020, including HR analytics, upcoming technologies, new work and millennials, focusing on employees, continuous performance management, and on-the-job training.
Agility within Resourcing - The FIRM and eSift business breakfast outputsEmma Mirrington
We are delighted to present the outcomes of our first regional
business breakfast held in partnership with eSift. The conversations centred around agility within resourcing and the outputs of the session can be found here
Capita - Putting innovation at the heart of RPOEmma Mirrington
What is the meaning of innovation in RPO and how can the market become more innovative? New research from Capita seeks to find out what innovation means to resourcing leaders. The research provides an in depth insight on how RPO models can be better configured to realise the benefits from innovation.
Research participants included HR directors and resourcing leaders from large enterprises, with the likes of Arup, BSkyB, The Cooperative Banking Group, Lockheed Martin, TalkTalk, Thales and Virgin Money, among others.
Most of the respondents felt that the sector needed to improve on how it engages with candidates and hiring managers, and improve its capabilities around candidate sourcing. There was a strong sense of a need for research-led RPO, which could help improve conversations with active and passive candidates as well as boost the development of talent pipelines and pools.
Some respondents reflected challenges back on themselves; for instance, respondents linked several shortfalls to their organisations’ tendency to contract on cost alone, a failure to challenge how resourcing was perceived as a business discipline within their own organisation, and a lack of both focus and investment in workforce planning and talent management.
The Innovation in RPO white paper proves to be an interesting and upfront read. Its frank and honest view of the state of RPO comes with recommendations for driving positive change.
Ian Newcombe from RBS's presentation at our May 2013 Building Capability Conference. 'The role of integrated online assessment in high volume recruitment'
The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of the on-going transformation of resourcing strategy and practice in the UK. The Report focuses on the following areas:
- The increasing strategic importance of talent acquisition
- Key priorities for Resourcing professionals
- Measuring the effectiveness of talent acquisition strategies
- The capability and expertise of in-house teams
- The development of talent pipelines aligned to workforce plans
- Career pathways for in-house Resourcing professionals
#FIRMday Manchester 9th March: Sofology 'Turning candidates into brand advoca...Emma Mirrington
Alyson Fadil, Sofology will be looking at Turning Candidates into Brand Advocates Treating your candidates as you would your customers is ever more important. How do you ensure they get an experience that reflects your brand?
The FIRM & IBM event THE FUTURE OF WORK IS HERE: Is the people function 'fit ...Emma Mirrington
This presentation will look at what you need to consider in order to ensure that the Resourcing/HR function can deliver the talent-based solutions both today and in the future. Key points will include:
• A brief overview of the Future of Work trends being seen in 2017
• What challenges will this create from business leaders and the workforce in our organisations?
• What does this mean for the Future of HR (technology adoption, new talent practices, new ways of acquiring talent etc.)?
Debbie Smith from Carve Consulting presents insights from the recent research on social recruiting strategies. It explores ownership of social recruiting strategies and budgest within organisations, where investment decisions are made and how ROI is measured
#FIRMday London 28/04/16 - reed.co.uk 'Revealed - more of what your candidate...Emma Mirrington
Neil Millett, Marketing Manager reed.co.uk shares the results of over 1800 candidates on how things have changed in 12 months. All new insights including: What candidates do to inform an opinion of your employer brand. The long term impact of positive and negative recruitment experiences. How industry affects candidate recruitment expectations
The FIRM & IBM Event : How cognitive computing is transforming hr and the emp...Emma Mirrington
Cognitive computing can help transform key areas of HR by improving decision making and expanding human expertise. A study found that CEOs and CHROs believe cognitive solutions can address talent challenges, but many are uncertain how to apply them. Research also found that employees are willing to receive guidance from cognitive systems in certain situations, such as for complex or frequent problems. Three key areas that are well-suited for cognitive solutions are talent acquisition and onboarding, talent development, and HR operations. Cognitive systems can help improve matching candidates to jobs, providing personalized learning recommendations, and enabling more efficient HR services.
Prem Griffith, Bovill will briefly outline the key elements of the Senior Managers Regime and the changes that it is driving, in terms of how affected firms go about recruiting senior staff. Prem will also reflect on how Bovill’s clients have implemented some of the more administrative changes to the recruitment process and finally will look ahead to how the regime will be rolled out to the wider financial services industry in 2018.
#FIRMday London 28/04/16 - SMRS 'Talent Pools are they right for your company?'Emma Mirrington
Jennifer Cunningham, new Head of Employer Marketing at SMRS (previously Director of Talent Acquisition at Adidas group) presents a session on the different strategies an activities you can adopt for your talent pools and how social media can support your goals in engaging and attracting future talent.
#FIRMday London 24th November 2016 - Totaljobs: 'What Top Talent Wants'Emma Mirrington
Totaljobs conducted in-depth research into ‘What Top Talent Wants’ Jon Banks, Sales Manager, totaljobs will be looking at:
• Understanding job seeker behaviour
• Top tips to attract sought after talent
• Practical takeaways you can implement for recruitment
success
#FIRMday London 24th November 2016 - Tonic ‘Employer Reputation Indexer Launch’ Emma Mirrington
‘Employer Reputation Indexer Launch’ Emma Mirrington, The FIRM and Tom Chesterton, Tonic What if you could easily evaluate how your employer reputation stacks-up against your broader business plan; whether your team is working effectively; whether resources are deployed well and how deeply the wider talent landscape is understood? What if you could self-diagnose and benchmark against others as often as you needed and collaborate with other employers in an open source, free to use environment? If that sounds too good to be true then you should come and find out about a project that The FIRM and Tonic have been working on to make that a reality.
#FIRMday London 28/04/16 - Glassdoor 'Building an employee engagement strateg...Emma Mirrington
Not surprisingly, happier, more content workers increase workplace productivity, drive higher company profits and make it easier for the organisation to recruit great talent. But what techniques and programs inspire those employees to do better work?
#FIRMday London 24th November 2016 - HireRight: 'How does your screening prog...Emma Mirrington
How Does Your Screening Programme Stack Up? Ever wondered how your background screening programme stacks up against your peers? HireRight present findings from their annual benchmark report, exploring the business, HR, and screening challenges identified by respondents. As well as providing insight into the challenges many of your peers are facing, HireRight also shines a light on three key focus areas from the report. How are your peers utilising social media in screening? When is it right to rescreen employees? Is it worth screening temporary employees? Sandy Roach, HireRight will guide you through the answers to these questions and show you how you stack up to your peers background screening programmes.
#FIRMday London 28/04/16 - Cubiks 'High Impact Sifting Solutions'Emma Mirrington
Cubiks discuss solutions using client case studies to illustrate how you can attract, engage and match the best talent for your organisation. How you can drive the efficiency and streamline the costs of your recruitment processes whilst engaging candidates through innovative, predictive and data driven solutions
#FIRMday London 24th November 2016 - Glassdoor: 'The Cultural Effect on Emplo...Emma Mirrington
David Soraghan, Client Relationship Director, EMEA at Glassdoor: ‘The Culture Effect on Employee Satisfaction and Productivity’ Believe it or not, salary is not the main driver of employee satisfaction, according to Glassdoor Economic Research (2015). In fact, culture, career opportunities and leadership matter most when it comes to a happy, productive workforce. A healthy, thriving and engaging culture impact the bottom line, too. Did you know that companies named to Glassdoor’s Best Places to Work list actually outperformed the S&P500 by an average of 122%? 1 What you’ll hear about:
• How culture and transparency can positively affect workplace productivity as well as improve your recruiting efforts
• The value of giving employees recognition and clear communication from supervisors and leaders
• How employee satisfaction can be an indicator of improved organisational financial performance
• The tangible link between satisfied employees and satisfied customers
• Why it pays to care when engaging employees
This document discusses challenges and strategies for including people with disabilities in the workforce. It defines disability and outlines benefits of an inclusive hiring strategy, such as tapping into a large talent pool and improving company culture. Key areas for companies to focus on are attracting, retaining, and advancing disabled talent. To attract more candidates, companies should communicate their commitment to inclusion and set clear diversity goals. Providing accommodations is essential for retaining employees and allowing them to thrive. Creating an environment where disabled employees feel supported enables their career advancement.
Disability IS Diversity: Reaching Employers to Include Disability in Workplac...DiscoverAbility NJ
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Organizational culture involves many different details, including cu.docxjohnbbruce72945
Organizational culture involves many different details, including customer service, employee benefits, and hiring/termination processes. In this essay, you will further explain the role of organizational culture and its influences. the one below is from the csu libary create another one on your own need by tommorow 2pages
Within your essay, include the following points:
What are the cultural influences on training and development? Provide two examples. Discuss the effects of cultural continuity and change on organizational succession planning. Provide two examples. How do internal and external social media influence organizational culture? Is social media the most effective way for employees to share knowledge? Explain.
Your essay must be a minimum of two full pages in length, not including the title and reference page. You are required to use a minimum of two outside sources; one must be from the CSU Online Library. All sources used, including the required reading assignments, must be cited and referenced according to APA standards.
Employers’ perceptions of the benefits of workplace accommodations: Reasons to hire, retain and promote people with disabilities
Helen P. Hartnetta,∗, Heather Stuarta, Hanna Thurmanb, Beth Loyc and Linda Carter Batistec aDivision of Social Work, West Virginia University, Morgantown, WV, USA bWest Virginia University Divisions of Social Work and Public Administration, Morgantown, WV, USA cThe Job Accommodation Network, Morgantown, WV, USA
Revised/Accepted: August 2010
Abstract.DespitethelegalmandatesoftheADA,peoplewithdisabilitiescontinuetobeunderrepresentedintheworkforce.While there does exist an established body of research devoted to the hiring of individuals with disabilities, information on retaining individuals with disabilities in the workplace has not been reflected as often in the critical discourse devoted to disability and employmentpractices.ThisarticleanalyzesdatafromanongoingstudyconductedbytheJobAccommodationNetwork(JAN),a serviceofODEP(DepartmentofLabor1004062R),showingthatemployersbenefitedfromhiring,retaining,andaccommodating individuals with disabilities. Benefits derived by employers include the ability to retain quality employees, increased company profitability,andanavoidanceofcostsassociatedwithhiringandtraininganewemployee.Inadditiontothesebenefits,providing accommodationsinordertoretainemployeesisshowntoimproveorganizationalcultureandclimate,aswellasfosteringasense among all employees that employers recognize both the value of the individual worker as a human being, and the inherent social benefits of creating and sustaining an inclusive workplace.
Keywords: Disabilities, employment, accommodation benefits, social service practice and disabilities
1. Introduction
Employment opportunities for all people have long been considered an important component of the selfsociety connection. For others, it becomes the most importantanti-povertystrategy.Forpeoplewithdisabilities, inclusion in.
This document discusses nursing staff ratios and their impact on patient care. It presents findings from two journal articles and a nursing study. The first article found that inadequate staffing levels can reduce the quality of care nurses provide due to unrealistic workloads. The nursing study found an average patient-to-nurse ratio of 8.74:1 and that over a quarter of nurses felt they did not have enough time for tasks. The second article considered the patient's perspective and found that higher nurse staffing levels and experience were associated with better perceived patient support. Overall, the document examines how nurse staffing levels can affect patient outcomes.
This document discusses employer demand for and challenges with hiring youth workers. It finds that many employers need entry-level workers to fill positions, and cite benefits of hiring youth like their technical skills and ability to engage customers. However, employers also face challenges like difficulty finding the right candidates, issues with soft skills, and high turnover. The document highlights some employer programs that are successfully hiring and training youth through partnerships with nonprofits and a focus on long-term workforce development.
This document discusses youth employment from the perspective of employers. It finds that employers see significant value in hiring young workers to fill many entry-level positions. However, employers also face challenges in hiring and retaining youth. The document outlines business reasons why employers want to hire youth, including to fill large numbers of entry-level jobs, support technological changes, and engage younger customers. It also discusses the projected demand for entry-level workers and obstacles to matching youth to jobs. While employers recognize benefits of youth employment, they experience challenges such as finding the right candidates, soft skills deficiencies, and retention issues that can outweigh the benefits. The document advocates for partnerships to help address youth unemployment and meet employer needs.
This document discusses how technology may negatively impact education in several ways. It presents arguments from two articles that say technology is negatively affecting students' writing skills and grammar usage. Specifically, excessive texting is causing students to use texting abbreviations in formal writing instead of proper grammar. Additionally, Wikipedia allows students to be lazy by writing first and asking questions later instead of doing thorough research. The document contends that technology can inhibit writing development and promote laziness in students if not used properly in an educational context.
This document discusses developing and retaining human capital as a challenge for human resources professionals. It outlines several reasons for employee turnover, including unclear job expectations, lack of growth opportunities, and poor work-life balance. It also notes that different generations have different needs that must be addressed. Common retention strategies mentioned include aligning employee goals with company goals, providing training and career development opportunities, offering competitive compensation and benefits, and ensuring good relationships with supervisors. Developing the right skills is important for human resources professionals to effectively implement different strategies for different employee groups and generations.
This document summarizes a workshop on strategies for disability inclusiveness in the workplace. The workshop covered trends in disability and the workforce, barriers to hiring and inclusion, and best practices from companies implementing inclusive strategies. Attendees participated in activities to explore scenarios around hiring, accommodations, and partnership opportunities. The goal was to provide tools and strategies for organizations to engage more inclusively with people of all abilities.
A Good Worker is Hard to Find: Skills Shortages in New Zealand FirmsWesley Schwalje
Our work on skills is cited by the New Zealand Ministry of Economic Development in the document titled A Good Worker is Hard to Find: Skills Shortages in New Zealand Firms.
Chapter NineEthics and Safe Patient Handing and Mobility.docxspoonerneddy
Chapter Nine
Ethics and Safe Patient Handing and Mobility
1
2
Extent of the Problem
Safe Patient Handing and Mobility (SPHM) is a concern for patients, family members, and healthcare professionals.
SPHM involves safety when lifting, re-positioning, and transferring patients.
Formal issue of concern since the 1980s
3
Barriers to SPHM
Implementation of best practices is limited by:
Lack of knowledge.
Perceptions of the use of equipment.
Gender of the caregivers.
Equipment.
4
Problem Solving
There is a need to further SPHM by influencing the work culture.
Costs of programs is a concern, but programs save money and prevent injury.
State legislation will assist.
Professional association campaigns address issues.
5
Ethical Concerns
Nonmaleficence is a major ethics application for SPHM.
Nonmaleficience is also a cardinal ethics principle for healthcare providers.
Using evidence-based practices can prevent harm.
6
Ethical Concerns
Nonmaleficence also includes educating patients and family members on SPHM to prevent harm.
Changing systems and making appropriate referrals are also part of nonmaleficence.
7
Ethical Concerns
Beneficence is also an ethics concern in SPHM.
It means that do the best for others.
Beneficence includes maintaining the dignity of patients.
Beneficence also goes beyond the patient to include the family members.
8
Ethical Concerns
Beneficence includes concern for staff members.
It is beneficent to prevent the staff injury by using SPHM.
Preventing injury also includes ethical stewardship.
SPHM practices honor the dignity and value of patient, family, and staff.
9
Ethical Concerns
Social justice is also included in SPHM practices.
SPHM practices decrease the possibility of injury, which reduces costs of worker’s compensation, insurance, and staff replacement costs.
10
In Summary…
11
11
Florida National University
PHI1635 Biomedical Ethics: Assignment Week 5
Case Study: Chapter 9
Objective: The students will complete a Case study tasks that contribute the opportunity to produce and apply the thoughts learned in this and previous coursework to examine a real-world scenario. This scenario will illustrate through example the practical importance and implications of various roles and functions of a long-term care settings. As a result of this assignment, students will be better able to comprehend, scrutinize and assess respectable superiority and performance by all institutional employees.
ASSIGNMENT GUIDELINES (10%):
Students will critically measure the readings from Chapter 9 in your textbook. This assignment is planned to help you examination, evaluation, and apply the readings and strategies to your of a long-term care settings
You need to read the PowerPoint Presentation assigned for week 5 and develop a 3-4 page paper reproducing your understanding and capability to apply the readings to your long-term care settings. Each paper must be typewritten with 12-point font and double-s.
This document provides guidance on creating a positive employee experience. It discusses how the modern workforce wants to learn new skills and find purpose in their work rather than just work to live. Companies need to focus on providing an excellent holistic employee experience to attract and retain top talent. The guide outlines strategies for developing extraordinary employee experiences, including empowering work-life synergy, frequent manager check-ins, opportunities for professional development, and fostering a culture where employees can bring their whole selves to work. It also discusses generational differences and the importance of understanding each employee's unique needs to boost engagement.
This document provides guidance for employers on creating a transgender-friendly workplace in regards to recruitment and retention of transgender staff. It addresses practical advice and legal considerations. Some key points include promoting inclusion on the company website, being flexible with application forms, ensuring sensitive handling of personal information, complying with anti-discrimination laws, and providing support and training for managers to understand issues impacting transgender employees. The overall goal is for employers to make all staff feel valued and enable transgender individuals to fulfill their potential without fear of discrimination.
The document summarizes a job fair for employers that included presentations on barriers to employment for people with disabilities and the benefits of hiring them. It discusses how employment has not been a priority; people with disabilities and employers are disconnected; and concerns over losing benefits prevent people from working. Services are also fragmented and resources are underutilized. Statistics show high unemployment among those with disabilities or college degrees. Employers surveyed had positive experiences with disabled employees and were open to hiring more. Common myths about accommodations costs and performance were also addressed.
TW-EU-2013-35497 Viewpoints_Diversity and inclusion_LRGonzalo Shoobridge
The document discusses embracing diversity and inclusion in the workplace. It notes that diversity covers many personal characteristics and can boost business performance by increasing globalization, changing workforce values, and improving reputation. Embracing diversity requires analyzing workforce composition data to identify gaps and understand trends. While increasing inclusion often improves engagement, organizations must also create a truly inclusive culture to see benefits like higher productivity and profits. Senior leadership support is essential to building an engaged workforce and implementing diversity initiatives effectively.
This document summarizes research on inspiring youth enterprise. It profiles three young entrepreneurs - Jason Gibbs who founded a university comparison website, Irina Alionte who started fitness events in nightclubs, and Emma Agese who created a natural hair product line. The entrepreneurs overcame challenges through determination, mentors, and tapping resources like start-up loans. Youth face barriers to entrepreneurship like lack of business knowledge and fear of failure. The report advocates for enterprise education that teaches practical skills over theory and spotlights real businesses. It concludes with recommendations to support young entrepreneurs.
The document discusses creating a disability-friendly workplace in Singapore. While Singapore has made progress in employing people with disabilities (PWDs), their employment rate still lags behind and many face challenges in securing meaningful work. Initiatives like the Enabling Masterplan and Open Door Fund aim to improve PWD employment, but barriers remain, including a lack of job-ready PWDs and an need to change mindsets. Successful companies emphasize treating PWD employees with dignity equal to others, focusing on ability rather than disability.
Medical Institution’s Staff Motivation through Satisfying Their Needsinventionjournals
In the context of the external marketing for staff, the primary goal is that the hospital attracts the interest of potential new employees on the competitive market. For that purpose an employer’s own individual brand, if possible, should be created. The desired positive effect may be achieved by contemporary marketing tools attractive for the target group. In the process of staff recruitment, due to the lack of candidates, the requirements for the new jobs are often degraded. The less choice however does not mean that no selection is to be made. When a new employee is interested in and has chosen a given organisation it is of great significance to achieve integration during the period of induction. This includes the professional as well as the personal and social integration. Clearly expressed efforts in the sensitive induction period are a key precondition for the long-term emotional connection between any (new) employee and the organisation. Also with the individual support in the context of staff development it is possible to attract new employees and to retain the existing ones. Another aspect is the respectful situational or flexible management of employees to which the modern management and the human resources management shall actively devote to. The survey was conducted among 100 medical specialists and administrative employees in the period January – December 2016 at the Medical Complex Doverie, Sofia City, Bulgaria.
This document discusses several topics related to employment law and supported employment. It begins by defining youth unemployment according to the UN and discussing the difficulties young people face in negotiating an exploitative labor market due to lack of experience. It then discusses employment at will law and cases where employees argued they were terminated without cause. Finally, it discusses research on supported employment programs for individuals with mental illness or substance abuse issues that aim to help them find and maintain competitive jobs.
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#FIRMday Oct 22nd London - Employing disabled people is good for business
1. Employing Disabled People is
Good for Business
– the Evidence
A collection of research, studies and reports on the business
benefits of employing disabled people
Evenbreak 2014
(updated September 2015)
2. 1
Contents
Introduction page 2
Productivity page 3
Tapping into a Wider Pool of Talent page 4
Retention page 5
Sickness Absence page 6
Education and Qualifications page 7
Reputation page 8
Corporate Social Responsibility page 9
Understanding and Attracting Disabled Customers page 10
Staff Morale page 11
Additional Skills page 12
Weighing up the Cost page 13
Building a Business Case page 14
Sources page 15
3. 2
Introduction
There are, of course, many moral, ethical and legal reasons why organisations should
consider employing disabled people. The employment rate of disabled people in the UK is
30% lower than that of non-disabled people (source 25). However, unfortunately, many
employers still see employing disabled people as an expensive risk. What about productivity
levels? Sickness absence? The cost of adaptations? Health and safety issues?
Increasingly employers are recognising that there are commercial benefits to be gained by
employing people from a wide range of backgrounds, including disabled people. The
challenge occurs when trying to put forward an evidence-based business case to prove this.
There is evidence out there, but it is published at different times, in different countries, and
is often difficult to find.
This document has been compiled for those who understand the commercial benefits of
employing disabled people, but may be required to put forward a business case to other
stakeholders.
Whilst not exhaustive, we have tried to bring together, under various headings, a collection
of studies, research and information which comments on aspects of the business benefits of
inclusion and accessibility in employment practice. Alongside the benefits of good practice
go the disadvantages of poor practice, and the risks that organisations run by not being
inclusive and accessible to disabled candidates, employees and customers.
Employing a disabled person is not an act of charity, it is potentially a wise business
decision, and this document aims to demonstrate that. It examines a range of aspects of
business in turn, and quotes from a range of studies on that aspect. There is a section on
how to put a business case together, and then a list of all the sources used in the document.
We’ve also thrown in a few quotes from inclusive employers for good measure!
We hope you will find the document useful, and add to it as new studies are published.
Please feel free to use the information however you like in putting your business case
together.
I employed a lad with
autism last year. He
does his job thoroughly
– never cuts corners. I
wish all my staff were
like him!
Our customers love
Shirley. She may
have Down
Syndrome, but she is
always cheerful and
smiling
4. 3
Productivity
There is a common misconception that disabled people will automatically be less productive
than their non-disabled colleagues. Of course, every individual is unique, and it is wrong to
make sweeping statements that don’t take into account individual difference. However, the
sweeping generalisation that disabled people as a whole are less productive than non-
disabled people has been shown to be inaccurate and misleading by a range of studies
conducted at different times and in different places.
There is a perception, sometimes reinforced by politicians and some of the media, that
disabled people are workshy, lazy and would prefer to live on benefits than work. No
wonder some employers are wary of employing a group thus described! However, evidence
does not bear this out. A 2012 study (Source 3) stated that:
“All participants in the research wanted to work and emphasised the importance of work to
them. They unanimously agreed that their quality of life was (or would be) much better in
work than out of work. In part this was a function of the financial benefits of working, but
individuals were keen to stress that the value of work extended well beyond this because of
its ability to deliver balance, perspective, structure and mental stimulation.”
The same study found that “many disabled people feel that they need to work harder and
perform better to prove themselves in their job role”, hence why productivity levels can
often be higher from disabled employees (albeit for the wrong reasons).
Findings that “disabled employees are as productive and as reliable as non-disabled
employees and the majority of employees do not require adjustments at work” are found in
a range of studies (source 10), “Regardless of sector, participants with and without
disabilities had nearly identical job performance ratings” (source 13)
Similarly in America, national job studies, including a 30-year analysis by DuPont de
Nemours, show that people with disabilities have equal or higher performance ratings,
better retention rates and less absenteeism (source 17).
In addition to generally being equally as productive as non-disabled people, disabled
employees can also bring with them additional beneficial skills:
“Professionals living with health conditions or disabilities can bring creativity, resilience and
flexibility to bear in their work. They also bring significant value to their organisation
through empathetic people skills and transformational ability.” (source 10)
Additional innovation is another potential benefit. When more disabled people are
employed, an additional potential effect may be increased innovation due to the
diversification of staff in the workplace (source 12).
5. 4
Tapping into a Wider Pool of Talent
Overall one in every five people in the UK has an impairment, with around 15% of people of
working age being disabled (Source 2). Excluding this number of people means that their
talents cannot benefit your organisation.
“Organisations with the ability to accommodate the needs of disabled staff are able to
access a wider pool of applicants from which to recruit. This is particularly important for
highly skilled/knowledge driven roles where there may be a shortage of labour supply.”
(source 4)
The business case for embracing diversity means you have access to talent that others may
overlook and you retain talent you might otherwise lose (source 11)
Many employers have found that by encouraging applications from disabled people, they
are able to extend the pool of high quality applicants available to them (source 14).
Another view is expressed here: “Employing disadvantaged co-workers, actually welcoming
them into work teams, and understanding their individual needs (often surprisingly easy)
cannot be taken as merely ‘superficial’ compliance with the law on meeting quotas. It is the
unforced and voluntary fulfilment of the social dimensions of internal relations within the
company, which paves the way not only to improving these internal relations, but to also
having a clear economic impact.” (source 24)
Organisations that are attractive to disabled people are also more likely to be attractive to
non-disabled people. A PwC survey of more than 4,000 university graduates in 2011,
otherwise known as “millennials”, reveals that this generation are looking for strong
diversity policies from employers (source 11).
I did have some
concerns about
employing someone
with visual impairment,
but he’s turned out to
be brilliant!
Our disabled staff
stay much longer in
their roles than
other staff – pretty
good for a call
centre!
6. 5
Retention
Many organisations struggle with high staff turnover. This is expensive in many ways – the
cost of constantly recruiting and training new staff, the gaps when a vacancy is being filled,
the lack of continuity. High staff turnover also affects productivity, work quality, workplace
morale, and lost institutional knowledge (source 26). How is this relevant to employing
disabled people? Perhaps surprisingly, very relevant.
Much research suggests that disabled employees have a greater tendency to stay with an
organisation longer (source 4), echoed here - “Participants with disabilities from the retail
and hospitality sectors stayed on the job longer than participants without disabilities.”
(source 13). Companies report that employees with disabilities have better retention rates,
reducing the high cost of turnover, says a 2002 U.S. study (source 22). Other American
surveys reveal that after one year of employment, the retention rate of persons with
disabilities is 85 per cent (source 16).
The other important issue around retention is retaining staff who acquire a disability whilst
in employment. Only 17 out of every 100 disabled people were born with their impairment
(source 2), meaning that 83% of disabled people acquired their impairments as adults. The
issue for employers isn’t just about employing disabled candidates, but also about how to
accommodate existing employees who acquire an impairment, or whose impairments
become worse. The ability to implement effective reasonable adjustments can enhance an
organisation’s staff retention (source 4), who go on to say:
“A proportion of people who develop impairment while at work are forced to resign, this
inflicts a cost on the employer who must recruit and train a new member of staff.
Organisations with the motivation and knowledge to implement a sound reasonable
adjustment will be able to retain an experienced employee and avoid replacement costs.”
Research in 2007 (source 8) found that 92% of their respondents who had left work as a
result of disability or long-term health issues felt they could have stayed in their jobs had
reasonable adjustments been offered, but they weren’t.
Retaining employees who become disabled clearly has huge cost savings. The loss of trained
and experienced staff prematurely moving onto benefits and pensions is expensive. The UK
Post Office has estimated that each early retirement on health grounds costs in the region
of £160,000 (source 7).
As far back as 2002 improved retention was being cited as a business benefit of employing
disabled people. “Companies report that employees with disabilities have better retention
rates, reducing the high cost of staff turnover” (source 22).
7. 6
Sickness Absence
This is another issue which can be very costly for organisations. Again, individuals will vary,
but on average, disabled people tend to have significantly less time off sick than their non-
disabled colleagues (source 4). This can be up to 30% less:
“Managers and supervisors who become disability-smart gain technical skills in areas such
as people management, accessibility and usability and complex change management
programmes. The organisations in the Best Place to Work ranking have sickness absence at
30% lower than the national average.” (source 10)
Many independent and unrelated studies agree that on average disabled employees have
lower sickness absence rates than non-disabled employees. Here are some examples:
Retail participants with disabilities had fewer days of unscheduled absences than those
without disabilities. (source 13)
In Australia it was found that an astounding 86 % of employees with disabilities had an
above average attendance rate (source 19)
A United Nations report found that “Empirical evidence shows that persons with disabilities
have high performance ratings and retention rates, as well as better attendance records
than their colleagues without disabilities” (source 20).
Alicia came to us straight
from special school, five
years ago, and I don’t
think she’s ever had a day
off sick, or even been late!
We’re all learning
sign language –
it’s great!
8. 7
Education and Qualifications
It is true to say that historically children who were born with impairments tended to be
educated separately from other children, and that often that education was considered
inferior. This needs to be taken into account when reading CVs of some disabled people.
Support varies in terms of what disabled students can access. “Disabled undergraduate
students supported by the Disabled Student Allowance are least likely to drop out, while
disabled students lacking such support are most likely to drop out.” (Source 1)
However, “Those that graduate achieve similar degree and labour market outcomes overall
compared with those of nondisabled students. There is little difference between disabled
and non-disabled first degree qualified students in terms of degree classification” (Source 1)
Disabled Non-disabled
2005/06 56% 59%
2006/07 56% 59%
2007/08 58% 61%
2008/09 58% 62%
2009/10 59% 63%
2010/11 60% 64%
This shows the numbers of students gaining a first class or an upper second class degree. As
you can see, there is very little difference between disabled and non-disabled students
(source 23).
9. 8
Reputation
Corporate reputation can have a large influence on customer loyalty and the bottom line.
“Developing an ethical corporate image can be fundamental to business success in a
consumer market driven by brand image. A business with a reputation for being socially
responsible can gain a significant competitive advantage in the market place and also
enhance its staff morale. Embracing diversity is a major facet of corporate responsibility, so
the ability to accommodate the needs of disabled staff and consumers is an essential
process in building a positive image. Instances of bad disability practices or discrimination
can cause substantial damage to an organisation’s reputation.” (source 4)
A study in America in 2006 found that 87 percent of consumers prefer to patronise
companies that hire people with disabilities (source 18), and that 92% of consumers felt
more favourable towards companies that hire individuals with disabilities.
A United Nations report in 2007 stated that “Studies have shown that there are other
benefits to employers of persons with disabilities, such as improved workforce morale and
increased customer goodwill” (source 20).
Sokolovský (2013) states “Suffice it to say that a more inclusive recruitment policy is not just
about making an irreversible and usually short-term investment of available funds into the
company’s image, but it also entails a gradual adaptation of the environment, relationships
and mentality of people (long-term and recurring). This can indeed be used for marketing
and image building (long-term), but also for well thought-out means for opening up a vital
segment of human resources. These people can not only be productive and useful, but also
extremely loyal” (source 24).
We found it difficult
to attract disabled
candidates, but once
the first two started it
got much easier.
I was a bit apprehensive
about employing
disabled people, to be
honest. But it turned out
to be the best thing we
ever did!
10. 9
Corporate Social Responsibility
There is a view that good practice in the workplace can influence the values of society.
Disabled participants in a 2012 study (Source 3) stated:
“Many people feel that more positive attitudes to disabled people in the workplace can only
come from more general progress towards equality in wider society; they also saw a role for
employers in promoting inclusion and respect. Participants felt that attitude change would
be most likely to occur where disabled people and people with health issues were afforded
the opportunity to demonstrate their capabilities at work, and show colleagues in the
organisation the contribution that they could make.”
Apart from the obvious corporate benefits of Corporate Social Responsibility, employing
disabled people helps the economy. Research in 2007 suggested that improving the
employment rate of persons with disabilities would boost the UK economy by £13 billion
(source 21).
Sokolovský (2013) states “A relatively neglected part of the social pillar of CSR is the
inclusion of disadvantaged-disabled or otherwise handicapped people into the
organizational culture of the company. Here, I refer to aurally (hearing) and visually
impaired people, as well as people with physical disabilities. Prejudice plays its role in this
neglect, whether consciously or subconsciously, as well as fear of unforeseeable problems
at the workplace or a lack of necessary knowledge and information.
Physical and communication barriers are rapidly disappearing in the modern labour market,
which should have a favourable and positive effect on the inclusion of disadvantaged
employees. At the same time, however, psychological barriers based on patterns of thought
and the nature of today’s individualistic society, where diversity, selflessness and solidarity
are somehow not ‘in’, are growing. Pragmatist managers are inclined to plead, ‘no more
problems, please!’” (source 24).
We’ve actually won some awards
for our diversity policies, but the
real rewards come from working
with such talented people.
11. 10
Understanding and Attracting Disabled
Customers
A third of people in the UK are disabled or close to someone who is. 10 million disabled
people live in the UK with a combined annual spending power in excess of £80 billion
(source 10).
Disabled employees can promote the organisation’s knowledge surrounding disabled
customers' needs and help deliver a better service (source 4).
Employing disabled staff can lead to an organisation increasing its understanding of this
market, and avoiding situations like this that were discovered in a survey carried out by
Business Disability Forum:
“83% of disabled people had 'walked away' from making a purchase, unable or unwilling to
do so. The most important factor was inaccessible premises. Other important factors that
discouraged disabled consumers from spending were poorly designed products and staff
that were not disability confident, rude or appeared prejudiced.”(source 10).
The good news is that “Over a third of disabled people said that good disability service was
the primary reason for choosing a provider or product. Two thirds choose businesses where
they have received good customer service related to their disability. Companies that tell
disabled people about the accessibility of their products attracted those consumers.”
(source 10).
For an average business, 20% of their customers are disabled people. A workforce that
reflects the diverse range of customers it serves, and the community in which it is based, is
good for business. (source 14).
Similar benefits have been found in America. “Disabled employees relate better to
customers with disabilities, who represent $1 trillion in annual aggregate consumer
spending” (source 17).
Watching Steve grow in
confidence and competence is
so rewarding. He’s one of our
best customer service people
now.
12. 11
Staff Morale
“Employers of Choice” tend to be those employers who value and nurture their employees.
An employer who values their disabled staff is likely to be appreciated more by all staff,
disabled or otherwise, and attract and retain the best talent. A 2012 study states:
“[Disabled] participants felt that in many cases, the adjustments that they would like to
enhance their wellbeing and efficiency could also be positive for other staff. Giving all
employees the opportunity to say what they need to work better, even if these cannot be
implemented, will help foster an environment where asking for adjustments is more
normalised and people can feel more comfortable coming forward.” (source 3).
Also, employing disabled people can promote the benefits of inclusion amongst other staff
members:
“Disabled employees can become positive role models to challenge misconceptions
surrounding disabilities which may be harboured by some members of the organisation.
Consequently, disabled employees can raise disability awareness and help develop a more
inclusive culture in the organisation.” (sources 5 and 6).
Additionally, by observing that newly disabled workers are retained, co-workers may be
more confident that they could retain their job if they develop health limitations. They may
also have a greater sense that the employer cares about the workers and is willing to show
flexibility when accommodating a worker’s needs, regardless of whether it arises due to
health issues or other reasons (source 12).
By employing workers with disabilities, the hardware chain B&Q found that it had gained a
number of benefits, including increased overall employee satisfaction and better retention
and productivity rates (source 16).
He thinks differently from
most people – he’s come
up with some amazingly
creative ideas!
She took a little bit longer
to train than other staff,
but as she’s been here
for over 20 years, it was
fantastic value!
13. 12
Additional Skills
Some disabled people can offer specific skills over and above non-disabled people. Most
disabled people, whether their impairment is physical, sensory, neurological, mental health
related or developmental (or a combination of a number of impairments) have had to
develop skills to manage the additional barriers they face every day. For example, creativity
and innovation in finding new ways of completing tasks. Creativity, determination and
persistence in finding different solutions to problems. Resilience in terms of constantly
having to find new ways of managing situations most people take for granted. Project
management in planning everyday activities. All of these skills are beneficial to employers.
Some disabled people have additional skills to offer over and above even these. For
example, people with dyslexia and dyspraxia may have a heightened ability to analyse
information objectively. GCHQ recognise this, and employ many dyslexic and dyspraxic
'neuro-diverse' spies to harness their analytical skills (source 27).
People on the autism spectrum tend to think differently from “neuro-typical” people,
meaning they can bring specific qualities to the workplace. Whilst it would be wrong to
make sweeping statements about any group of people (every person with autism is
individual and unique), they can share some traits which can be very useful to employers:
1. Intense focus
2. Working without supervision
3. Creativity
4. Passion leading to productivity
Global software company SAP are actively targeting recruitment advertising to people with
autism (source 28).
A study carried out by McKinsey (source 29) showed that people with Down Syndrome tend
to have characteristics that foster positive reactions in the workplace, which can contribute
to better organisational health. Qualitative and quantitative analyses show that having
people with Down Syndrome in the work environment can positively impact on five of the
nine dimensions that comprise McKinsey’s Organisational Health Index. These are
leadership, external orientation, motivation, culture & climate, and coordination & control.
These are just a few examples of advantages that people with specific impairments can
bring to the workplace. There are many more.
Please see some examples on a short film here (http://www.evenbreak.co.uk/resources-for-
employers) of ways in which some employers have gained business benefits by employing
disabled people.
14. 13
Weighing up the Cost
Hopefully we have demonstrated that there are often many commercial benefits to be
gained by employing disabled people. However, in a small number of cases, these need to
be weighed against the cost of providing reasonable adjustments in the recruitment or
employment process. In most cases, the cost of making reasonable adjustments to
accommodate people is low, very often funded partly or wholly by the government, through
Access to Work (source 14).
Whilst employers might be concerned about the costs of reasonable adjustments, the
reality is that two-thirds of the reasonable adjustments made for disabled people cost
nothing at all and for the remaining third the average cost is just £75.
Access to Work can provide practical and financial help in the following ways:
Special aids and equipment
Travel to work
Travel in work
Support worker
Communication support at interview
Adaptations to premises and equipment
Mental health support service
(source 15)
As a social firm, we only employ
disabled people. It’s not a decision I
have ever regretted!
15. 14
Building a Business Case
Although most of the research in this document will apply to most organisations, the
emphasis and relevance will be different, and a tailored business case needs to be built for
each organisation.
Review the business benefits
Which are particularly relevant to your organisation? Are there specific issues your
organisation is trying to address? For some it may be high staff turnover, for others it
maybe a lack of disabled customers, or maybe too few disabled employees.
Do you have evidence to back this up? Do you have measurements in place so that you
can measure progress?
What impact would these benefits have on your organisation? Reducing sickness
absence, or staff turnover? Gaining more disabled customers? Improving your
reputation?
How would you measure them?
What will you do in order to gain those benefits? What needs to happen? Who do you
need to engage with and get on board?
Do you now have enough evidence to put a business case forward? If so, when will you
do that? If not, how will you gain that evidence?
16. 15
Sources
Source 1: Disability, Skills and Employment: A Review of Recent Statistics and Literature on
Policy and Initiatives. Riddell. S et al. Equality and Human Rights Commission, 2010
Source 2: Disability 2012: Facts and Figures. Scope, 2012
(http://www.scope.org.uk/sites/default/files/Scope-disability-stats-2012.pdf)
Source 3: Opening Up Work: The views of disabled people and people with long-term health
conditions. Adams, L. and Oldfield, K. Equality and Human Rights Commission, 2012
Source 4: The Business Case of an Inclusive Workforce. The Higher Education Academy
(http://www.usemyability.org.uk/resources/Business-Case-for-Inclusion.html)
Source 5: Stanley, K.et al. The Missing Million: Supporting disabled people into work,
Institute for public policy research, Emphasis, London, 2003
Source 6: Waterman, I. et al. Disabled Access to Facilities, A practical and comprehensive to
the service provider’s duties under Part III of the Disability Discrimination Act 1995,
Butterworths Trolley Lexis Nexis, London, 2003
Source 7: Vocational Rehabilitation: the business case for retaining newly disabled staff and
those with long-term health conditions. RNIB, 2011
Source 8: Ready for Work. DWP, 2007
Source 9: Marsden S. et al. The development of case studies that demonstrate the business
benefit of effective management of occupational health. HSE, 2004
Source 10: Business Disability Forum (http://businessdisabilityforum.org.uk)
Source 11: Employing People with Disabilities Boosts Business. Raconteur, 2013
Source 12: Economic and social costs and benefits to employers of retaining, recruiting and
employing disabled people and/or people with health conditions or an injury: A review of
the evidence. DWP, 2006
Source 13: Exploring the Bottom Line: A Study of the Costs and Benefits of Workers with
Disabilities. Economic Impact Study, 2007
Source 14: Employing disabled people and people with health conditions. DWP, 2013
Source 15: Access to Work (https://www.gov.uk/access-to-work)
Source 16: United Nations, Employment of persons with disabilities: Fact sheet 1, 2010
17. 16
Source 17: Wall Street Journal, The Next Great Hiring Frontier, 2005
Source 18: Center for Social Development and Education, University of Massachusetts,
2006.
Source 19: Hall, H. (2002) cited by EEO Trust, Employing Disabled People, 2005.
Source 20: Decent Work for Persons with Disabilities. United Nations, 2007
Source 21: The Social Market Foundation, Disability, Skills and Work: Raising our
Ambitions, 2007
Source 22: Unger, D. Employer's attitude toward persons with disabilities in the
Workforce: myths or realities, Focus on Autism and Other Developmental Disabilities,
2002
Source 23: Office for Disability Issues (http://odi.dwp.gov.uk/disability-statistics-and-
research)
Source 24: Sokolovský, T. Corporate social responsibility and employing the disabled -
marketing, PR or untapped reserve? LLinE, 2013
Source 25: State of the Nation: Developing and Retaining Employees with Disabilities.
Business Disability Forum, 2015
Source 26: Center for American Progress. Nov 2012
Source 27: GCHQ employs more than 100 dyslexic and dyspraxic spies. Telegraph, 21
September 2014
Source 28: 4 Qualities of People With Autism That Could Benefit Your Business.
Entrepreneur, 23 April 2014
Source 29: The value that employees with Down Syndrome can add to organizations.
McKinsey, March 2014
For further information on how to attract disabled candidates, please see
www.evenbreak.co.uk