This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational practices and policies related to recruiting and hiring people with disabilities. Some of the major findings include:
1) Nearly two-thirds of organizations include people with disabilities in their diversity plans and require subcontractors to adhere to nondiscrimination policies. Over half provide training on interviewing disabled candidates and have relationships with disability employment organizations.
2) Training HR staff on interviewing disabled candidates and requiring subcontractor compliance policies were found to be very effective practices by around 45% and 38% of organizations respectively.
3) Larger organizations and publicly owned for-profit companies were more likely than small businesses and
SHRM Survey Findings, Part 1 - Employing People With Disabilities: Practices ...Cyndi Johns
The Society for Human Resource Management (SHRM) has released the first in a series of 3 studies conducted in collaboration with, and commissioned by, the Cornell University ILR School Employment and Disability Institute. The first report looks at practices and policies related to recruiting and hiring individuals with disabilities based on findings from a survey of SHRM’s membership. Sixty percent of respondents worked for U.S.-based companies; the rest worked at multinational companies.
Nearly two-thirds (61%) of organizations include people with disabilities explicitly in their diversity and inclusion plans and 58% indicate training HR staff and supervisors on effectively interviewing people with disabilities. Nearly one-half (45%) of organizations found that training HR staff and supervisors on interviewing people with disabilities to be very effective in the recruitment or hiring of people with disabilities.
SHRM Survey Findings, Part 1 - Employing People With Disabilities: Practices ...Cyndi Johns
The Society for Human Resource Management (SHRM) has released the first in a series of 3 studies conducted in collaboration with, and commissioned by, the Cornell University ILR School Employment and Disability Institute. The first report looks at practices and policies related to recruiting and hiring individuals with disabilities based on findings from a survey of SHRM’s membership. Sixty percent of respondents worked for U.S.-based companies; the rest worked at multinational companies.
Nearly two-thirds (61%) of organizations include people with disabilities explicitly in their diversity and inclusion plans and 58% indicate training HR staff and supervisors on effectively interviewing people with disabilities. Nearly one-half (45%) of organizations found that training HR staff and supervisors on interviewing people with disabilities to be very effective in the recruitment or hiring of people with disabilities.
Preparing for an Aging Workforce: A Gap Analysisshrm
The report and accompanying slide presentation are based on a comparison between two main sources of information on the aging workforce: a) the SHRM Foundation’s Effective Practice Guidelines (EPG) on the Aging Workforce and b) findings from the SHRM Aging Workforce Survey. The purpose of this comparison is to find gaps between the effective, evidence-based practices in employing, recruiting and retaining an aging workforce identified in the EPGs and the current practices related to the aging workforce used by organizations as reported through the survey findings.
Factors Influencing Overall Job Satisfaction Level of Teachers in Erode DistrictDr. Amarjeet Singh
Traditionally, teaching was a combination of information-dispensing, custodial child care and sorting out academically inclined students from others. The underlying model for schools was an education factory in which adults, paid hourly or daily wages, kept like-aged youngsters sitting still for standardized lessons and tests.Teachers were told what, when, and how to teach. They were required to educate every student in exactly the same way and were not held responsible when many failed to learn. They were expected to teach using the same methods as past generations, and any deviation from traditional practices was discouraged by supervisors or prohibited by myriad education laws and regulations. Thus, many teachers simply stood in front of the class and delivered the same lessons year after year, growing gray and weary of not being allowed to change what they were doing. The present study focuses on factors influencing overall job satisfaction level of teachers in Erode district.
Perception is said to chop down the worker turnover. to scale back absenteeism and to extend the performance of employees. The researcher wants to understand about the worker opinion about the facilities provided to them. At an equivalent time the organization policies and practices aren't accepted by employees. And also to seek out the perception like salary benefits scope for people initiatives and balance between work and private life.
Building a Disability-Inclusive Workplace [webinar] eCornell
New regulations from the federal government are aimed squarely at motivating employers to more actively recruit, hire, promote, and retain employees with disabilities.
While the regulations are particularly important for employers who are federal contractors, employers who are not federal contractors will almost certainly experience increased competition for this diverse and largely untapped talent pool.
In this webinar, Cornell University Professor Susanne M. Bruyère provides an overview of workplace policies and practices that facilitate the recruitment, hiring, retention, advancement and inclusion of people with disabilities, with an emphasis on creating a culture where people with disabilities are comfortable asking for accommodations and disclosing their disabilities.
Finally, we will discuss how companies can self-assess their effectiveness in moving toward a truly disability-inclusive workplace.
Susanne M. Bruyère, Ph.D., CRC, is Professor of Disability Studies, the Director of the Employment and Disability Institute, and Associate Dean of Outreach at Cornell University’s ILR School in Ithaca, N.Y. Dr. Bruyère is currently Project Director and Co-Principal Investigator of numerous federally-sponsored research, dissemination, and technical assistance efforts focused on employment and disability policy and effective workplace practices for people with disabilities including: the Rehabilitation Research and Training Center on Employer Practice to Improve Employment Outcomes for Persons with Disabilities; and the Organizational Practices to Increase Employment Opportunities for People with Disabilities: The Power of Social Networks.
She is a past president of the Division of Rehabilitation Psychology (22) of the American Psychological Association, the American Rehabilitation Counseling Association, and the National Council on Rehabilitation Education. She holds a doctoral degree in Rehabilitation Counseling Psychology from the University of Wisconsin-Madison, is a Fellow in the American Psychological Association, a member of the National Academy of Social Insurance, and currently serves as an Executive Board Member of the Division of Rehabilitation Psychology (22) American Psychological Association, a past-chair of GLADNET (the Global Applied Disability Research and Information Network on Employment and Training), and a past-chair and current Board Member of CARF (rehabilitation facility accreditation organization).
Set of slides to cover the UNIT - 4 of Principles of Management. Slides on Motivation, leadership and Communication are dealt. various motivational theories, Leadership theories, Types of Communication, Barriers in communication and tips to have effective communications are dealt
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR profession’s general perspective on FLSA overtime exemptions.
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
SHRM'S 2010 Healthy Food and Drinks in the Workplace poll surveyed HR professionals about healthy offerings in their organizations. Forty percent of organizations have formal or informal practices and/or policies in place that promote healthy food and drinks in the workplace. Nearly all employees have responded favorably to these organizations’ efforts to promote healthy food and drinks for work-related functions where food is served, in on-site vending machines, in the company cafeteria, etc.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
This research collected comprehensive information on the prevalence of organizations hiring 2015 college graduates with undergraduate and graduate degrees. The findings revealed that one-fifth of respondents (20%) indicated their organizations hired 2015 college graduates to begin working after graduation, and 15% indicated they hired 2015 college graduates to begin working before graduation. Among organizations that indicated they had hired 2015 graduates, 18% offered higher total compensation to 2015 college graduates than to 2014 college graduates; the majority (81%) offered compensation that was “about the same.”
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
1. SHRM Survey Findings: Employing People With
Disabilities: Practices and Policies Related to
Recruiting and Hiring Employees With Disabilities
In collaboration with and commissioned by Cornell University ILR
School Employment and Disability Institute.
April 6, 2012
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
2. Introduction
SHRM, in collaboration with and commissioned by the Cornell University ILR School Employment and Disability
Institute, conducted a survey of its members about organizational practices and policies related to employing
people with disabilities. Areas of focused in this survey research included:
Part 1: Recruitment and Hiring
Part 2: Accessibility and Accommodation
Part 3: Retention and Advancement
In addition, the survey explored metrics that organizations track for all employees and for employees with
disabilities, as well as potential barriers in the employment of and advancement of people with disabilities.
The data findings included in this document focus on Part 1 of the research: Practices and Policies Related to
Recruiting and Hiring Employees With Disabilities.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
2
3. Part 1:
Policies and Practices Related
to Recruitment and Hiring
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
3
4. Study Purpose, Partners and Funding
Study purpose: to provide new knowledge about differences in HR practices in hiring,
retaining and advancing individuals with disabilities and the relationship between
these practices and positive employment outcomes.
Partners: SHRM, in collaboration with Cornell University.
Funding: U.S. Department of Education, National Institute on Disability and
Rehabilitation Research grant to Cornell University, Rehabilitation Research and
Training Center on Employer Practices (Grant No. H133B040013).
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
4
5. Definitions
For this survey, we define a “person with a disability” as someone who has a
physical and/or mental impairment that substantially limits a major life activity. This
could include (but is not limited to) individuals with a physical disability, a chronic
health condition, a vision or hearing impairment, a mental health condition, or a
workplace injury or illness.
We define an “effective practice or policy” as one that leads to improved
recruitment, hiring, retention, engagement, workplace climate and/or advancement
of people with disabilities.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
5
6. Key Findings
What policies and practices related to the recruitment and hiring of people with disabilities are
currently being implemented by organizations? Nearly two-thirds (61%) of organizations indicate
including people with disabilities explicitly in their diversity and inclusion plans, 59% require
subcontractors/suppliers to adhere to disability nondiscrimination requirements, 58% train HR staff
and supervisors on effectively interviewing people with disabilities, and 57% have developed
relationships with community organizations that promote the employment of people with
disabilities.
Among organizations that have implemented policies and practices related to the recruitment
and hiring of people with disabilities, which policies and practices were found to be very
effective? Nearly one-half (45%) of organizations found that training HR staff and supervisors on
interviewing people with disabilities was very effective. Several organizations also believe that
requiring subcontractors/suppliers to adhere to disability nondiscrimination requirements (38%)
and having explicit organizational goals related to the recruitment or hiring of people with
disabilities (34%) were very effective practices.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
6
7. Key Findings (Continued)
Are some organizations more likely to have policies and practices related to the recruitment
and hiring of people with disabilities depending on the organization’s staff size or sector?
Larger organizations are more likely to have polices and practices related to recruitment and
hiring of people with disabilities compared with smaller organizations. Publicly owned for-profit
organizations also are more likely to have some of these policies and practices in place
compared with privately owned for-profit organizations and nonprofit organizations.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
7
8. Policies and Practices Related to Recruitment
and Hiring
Our organization…
Includes people with disabilities explicitly in its diversity and
inclusion plan. 61% 39%
(n = 567 )
Requires subcontractors/suppliers to adhere to disability
nondiscrimination requirements.
59% 41%
(n = 525)
Trains HR staff and supervisors on effective interviewing of people
with disabilities. 58% 42%
(n = 580)
Has relationships with community organizations that promote the 57% 43%
employment of people with disabilities.
(n = 568)
Actively recruits people with disabilities. 47% 53%
(n = 574)
Yes No
Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
8
9. Policies and Practices Related to Recruitment
and Hiring (Continued)
Our organization…
Has senior management that demonstrates a strong commitment to
disability recruitment and hiring. 40% 60%
(n =555)
Takes advantage of tax incentives for hiring people with disabilities
(e.g., Small Business Tax Credit, Architectural/ Transportation Tax 27% 73%
Deduction or Work Opportunities Tax Credit).
(n = 467)
Has explicit organizational goals related to the recruitment or hiring
of people with disabilities. 27% 73%
(n = 540)
Participates in internships or similar programs that target people with 20% 80%
disabilities.
(n =525)
Includes progress toward recruitment or hiring goals for people with
disabilities in the performance appraisals of senior management. 18% 82%
(n = 547)
Yes No
Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
9
10. Level of Implementation and Effectiveness
Effectiveness of Policies
Very Somewhat Not Effectiveness
Our organization… effective effective effective not known
Trains HR staff and supervisors on effective
interviewing of people with disabilities. 45% 37% 17% 1%
(n = 334)
Requires subcontractors/suppliers to adhere to
disability nondiscrimination requirements. 38% 30% 3% 29%
(n = 310)
Has explicit organizational goals related to the
recruitment or hiring of people with disabilities. 34% 31% 9% 25%
(n = 149)
Participates in internships or similar programs that
target people with disabilities. 33% 37% 5% 25%
(n = 111)
Note: Respondents who answered that a specific policy or practice related to recruitment and hiring was “not in place” at their organization, “in development/under
review” or “don’t know” were excluded from this analysis. Percentages may not equal 100% due to rounding.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
10
11. Level of Implementation and Effectiveness
(Continued)
Effectiveness of Policies
Very Somewhat Not Effectiveness
Our organization… effective effective effective not known
Includes people with disabilities explicitly in its
diversity and inclusion plan. 29% 36% 7% 27%
(n =349)
Has relationships with community organizations that
promote the employment of people with disabilities. 28% 37% 7% 28%
(n = 326)
Has senior management that demonstrates a strong
commitment to disability recruitment and hiring. 27% 42% 8% 23%
( n = 223)
Note: Respondents who answered that a specific policy or practice related to recruitment and hiring was “not in place” at their organization, “in development/under
review” or “don’t know” were excluded from this analysis. Percentages may not equal 100% due to rounding.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
11
12. Level of Implementation and Effectiveness
(Continued)
Effectiveness of Policies
Very Somewhat Not Effectiveness
Our organization… effective effective effective not known
Actively recruits people with disabilities.
26% 37% 6% 30%
(n = 273)
Takes advantage of tax incentives for hiring people
with disabilities (e.g., Small Business Tax Credit,
Architectural/ Transportation Tax Deduction or Work 26% 34% 6% 34%
Opportunities Tax Credit).
(n = 128)
Includes progress toward recruitment or hiring goals
for people with disabilities in the performance
29% 33% 11% 28%
appraisals of senior management.
(n = 99)
Note: Respondents who answered that a specific policy or practice related to recruitment and hiring was “not in place” at their organization, “in development/under
review” or “don’t know” were excluded from this analysis. Percentages may not equal 100% due to rounding.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
12
13. Comparison by
Organization Sector
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
13
14. Definition of Sectors
Publicly owned for-profit organization is a limited liability company that offers its
securities (stock/shares, bonds/loans, etc.) for sale to the general public, typically through
a stock exchange or through market makers operating in over-the-counter markets. This is
separate and distinct from a government-owned corporation that might be described as a
publicly owned company.
Privately owned for-profit organization is a business company owned either by
nongovernmental organizations or by a relatively small number of shareholders or
company members. A privately owned for-profit organization does not offer or trade its
company stock (shares) to the general public on the stock market exchanges, but rather
the company's stock is offered, owned and traded or exchanged privately. Less ambiguous
terms for a privately held company are unquoted company and unlisted company.
Nonprofit organization is neither a legal nor a technical definition, but generally refers to
an organization that uses surplus revenues to achieve its goals rather than to distribute
them as profit or dividends. States in the U.S. defer to the IRS designation conferred
under United States Internal Revenue Code Section 501 when the IRS deems an
organization eligible. A nonprofit organization may or may not have shareholders.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
14
15. Comparison by Organization Sector
Our organization…
actively recruits people with disabilities.
Organization sector Differences based on organization sector
Publicly owned for- Privately owned for-
Publicly owned for-profits (58%) Privately owned for-profits (41%) >
profits profits
has relationships with community organizations that promote the employment of people with disabilities.
Organization sector Differences based on organization sector
Publicly owned for- Privately owned for-
Publicly owned for-profits (64%) Privately owned for-profits (52%) >
profits profits
includes progress toward recruitment or hiring goals for people with disabilities in the performance appraisals
of senior management.
Organization sector Differences based on organization sector
Publicly owned for- Privately owned for-
Publicly owned for-profits (24%) Privately owned for-profits (14%) >
profits profits
Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.
Only statistically significant differences are shown.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
15
16. Comparison by Organization Sector
(Continued)
Our organization…
takes advantage of tax incentives for hiring people with disabilities.
Organization sector Differences based on organization sector
Privately owned for-profits (21%) Publicly owned for- privately owned for-
Publicly owned for-profits (42%) >
Nonprofits (23%) profits profits, nonprofits
requires subcontractors/suppliers to adhere to disability nondiscrimination requirements.
Organization sector Differences based on organization sector
Privately owned for-profits (48%) Publicly owned for- privately owned for-
Publicly owned for-profits (80%) >
Nonprofits (55%) profits profits, nonprofits
includes people with disabilities explicitly in its diversity and inclusion plan.
Organization sector Differences based on organization sector
Privately owned for-profits (54%) Publicly owned for- privately owned for-
Publicly owned for-profits (77%) >
Nonprofits (60%) profits profits, nonprofits
Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.
Only statistically significant differences are shown.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
16
17. Comparison by Organization Sector
(Continued)
Our organization…
has explicit organizational goals related to the recruitment or hiring of people with disabilities.
Organization sector Differences based on organization sector
Publicly owned for-profits (40%) Publicly owned for- privately owned for-
Privately owned for-profits (19%) >
Nonprofits (34%) profits, nonprofits profits
has senior management that demonstrates a strong commitment to disability recruitment and hiring.
Organization sector Differences based on organization sector
Publicly owned for-profits (49%) Publicly owned for- privately owned for-
Privately owned for-profits (32%) >
Nonprofits (48%) profits, nonprofits profits
Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.
Only statistically significant differences are shown.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
17
18. Comparison by
Organization Staff Size
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
18
19. Comparison by Organization Staff Size
Our organization…
actively recruits people with disabilities.
Smaller organizations Larger organizations Differences based on organization staff size
1 to 99 employees (37%) 2,500 to 24,999 employees (64%)
Larger organizations > smaller organizations
100 to 499 employees (39%) 25,000 or more employees (78%)
has relationships with community organizations that promote the employment of people with disabilities.
Smaller organizations Larger organizations Differences based on organization staff size
1 to 99 employees (48%)
2,500 to 24,999 employees (75%) Larger organizations > smaller organizations
100 to 499 employees (50%)
includes people with disabilities explicitly in its diversity and inclusion plan.
Smaller organizations Larger organizations Differences based on organization staff size
500 to 2,499 employees (66%)
1 to 99 employees (47%) 2,500 to 24,999 employees (72%) Larger organizations > smaller organizations
25,000 or more employees (85%)
Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.
Only statistically significant differences are shown.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
19
20. Comparison by Organization Staff Size
(Continued)
Our organization…
has explicit organizational goals related to the recruitment or hiring of people with disabilities.
Smaller organizations Larger organizations Differences based on organization staff size
1 to 99 employees (18%)
25,000 or more employees (52%) Larger organizations > smaller organizations
100 to 499 employees (24%)
includes progress toward recruitment or hiring goals for people with disabilities in the performance appraisals
of senior management.
Smaller organizations Larger organizations Differences based on organization staff size
100 to 499 employees (12%) 25,000 or more employees (39%) Larger organizations > smaller organizations
participates in internships or similar programs that target people with disabilities.
Smaller organizations Larger organizations Differences based on organization staff size
2,500 to 24,999 employees (28%)
100 to 499 employees (13%) 25,000 or more employees (35%) Larger organizations > smaller organizations
Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.
Only statistically significant differences are shown.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
20
21. Comparison by Organization Staff Size
(Continued)
Our organization…
has senior management that demonstrates a strong commitment to disability recruitment and hiring.
Smaller organizations Larger organizations Differences based on organization staff size
1 to 99 employees (33%)
25,000 or more employees (63%) Larger organizations > smaller organizations
100 to 499 employees (33%)
takes advantage of tax incentives for hiring people with disabilities.
Smaller organizations Larger organizations Differences based on organization staff size
500 to 2,499 employees (36%)
1 to 99 employees (16%)
2,500 to 24,999 employees (43%) Larger organizations > smaller organizations
100 to 499 employees (15%)
25,000 or more employees (61%)
requires subcontractors/suppliers to adhere to disability nondiscrimination requirements.
Smaller organizations Larger organizations Differences based on organization staff size
500 to 2,499 employees (68%)
1 to 99 employees (46%) 2,500 to 24,999 employees (69%) Larger organizations > smaller organizations
25,000 or more employees (82%)
Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.
Only statistically significant differences are shown.
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
21
22. Demographics: Organization Industry
Percentage of
Industry
Respondents
Manufacturing 26%
Finance and insurance 12%
Professional, scientific and technical services 12%
Retail trade 12%
Wholesale trade 9%
Transportation and warehousing 8%
Accommodation and food services 7%
Entertainment and recreation 5%
Information 5%
Utilities 5%
Construction 4%
Educational services 4%
Note: n = 637. Total does not equal 100% due to multiple response options .
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
22
23. Demographics: Organization Industry
(Continued)
Percentage of
Industry
Respondents
Health care and social assistance 4%
Religious, grantmaking, civic, professional and similar organizations 4%
Repair and maintenance 4%
Real estate and rental and leasing 3%
Administrative and support and waste management and
2%
remediation services
Management of companies and enterprises 2%
Public administration 2%
Agriculture, forestry, fishing and hunting 1%
Mining 1%
Personal and laundry services 1%
Other 8%
Note: n = 637. Total does not equal 100% due to multiple response options .
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
23
24. Demographics: Respondents by Organization
Sector
Privately owned for-profit organization 56%
Publicly owned for-profit organization 28%
Nonprofit organization 14%
Other 3%
n = 611
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
24
25. Demographics: Respondents by Organization
Staff Size
1 to 99 employees 23%
100 to 499 employees 28%
500 to 2,499
24%
employees
2,500 to 24,999
18%
employees
25,000 or more 7%
n = 627
employees
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
25
26. Demographics: Other
Does your organization have U.S.-based In the U.S., is your organization a singe-unit
operations (business units) only or does it or a multi-unit company?
operate multinationally?
Multi-unit company 80%
U.S.-based operations only 60%
Single-unit company 20%
Multinational operations 40%
n = 635
n = 617
Are HR policies and practices determined by
the multi-unit corporate headquarters, by each
What is the level of HR department/function work location or both?
for which you responded throughout this
survey? Multi-unit headquarters determines
51%
HR policies and practices
Corporate (companywide) 57% A combination of both the work
location and the multi-unit
Facility/location 26% 46%
headquarters determine HR policies
and practices
Business unit/division 17%
Each work location determines HR
n = 519 3%
policies and practices
n = 516
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
26
27. Survey Methodology
Response rate = 23%.
Sample consisted of 662 HR professional respondents from a randomly selected sample of
SHRM’s membership.
A series of e-mail reminders along with a call campaign were used to encourage survey
participation.
Margin of error is +/-3%.
Survey fielded October 19-December 15, 2011.
• For more survey/poll findings, visit www.shrm.org/surveys
• For more information about SHRM’s Customized Research Services,
visit www.shrm.org/customizedresearch
• Follow us on Twitter: http://twitter.com/SHRM_Research
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
27
28. Further Information Available
SHRM® Disability Employment Resource Page
http://www.shrm.org/hrdisciplines/Diversity/Articles/Pages/disability_072110.aspx
HR. Tips – www.hrtips.org
Employer Assistance and Resource Network (EARN)- www.askEARN.org
Job Accommodation Network - http://askjan.org/
National ADA Network – www.adata.org
Cornell Employment and Disability Institute publications online
http://digitalcommons.ilr.cornell.edu/
Employment and Disability Institute at Cornell University - www.ilr.cornell.edu/edi/
U.S. Disability Status Report - www.disabilitystatistics.org
SHRM Survey Findings: Employing People With Disabilities: Practices and Policies Related to Recruiting and Hiring Employees With Disabilities .
In collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute.
28