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 main findings include:
- 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 candidates with disabilities and have relationships with disability employment organizations.
- Training on interviewing people with disabilities was found to be the most effective practice by organizations. Requiring subcontractor compliance and having hiring goals were also viewed as very effective.
- Larger organizations and publicly-owned for-profit companies were more likely to have recruitment
Recruiting + Hiring with Social Media | HR Handbook SeriesHarlan/Thompson HR
From the Harlan/Thompson HR Handbook Series, how to hire and recruit with social media.
Presented during a recent SHRM conference, our handbook takes the HR pro through the facts, figures and stats behind the social media hiring revolution.
Plus, 6 tips on how to use social media to find, recruit and hire that ideal candidate.
How to Increase Hiring Efficiency with Social RecruitingDice
With dozens of requisitions open, you need one thing more than anything else: more time.
The right social recruiting strategy can give it to you—and reduce your company’s average time-to-hire.
Watch this on-demand webinar, featuring Lars Schmidt, Founder of Amplify Talent, to learn how to more efficiently source and engage tech talent.
You'll learn:
• How to reduce recruitment cycles with a strategy that combines branding efforts and social recruiting
• How to utilize social recruiting techniques without adding bandwidth to your efforts
• How to expedite the entire tech recruiting process by leveraging time-saving productivity apps
To request a free demo of Open Web, go to http://www.dice.com/openweb
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
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.
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.
Relation of Occupational Ethics Patterns and Staffs' Commitment of Social Sec...IOSR Journals
This study aims at representing the results of study conducted in Markazi province of Iran. In this study four patterns of occupational ethic (morals) is considered and their relation with organizational commitment of staffs of Social Security Organization is investigated. Subjects are 152 staffs of Social Security Organization in year 2013 that they are selected base on the Morgan sampling chart. Questionnaire is used as tool for gathering data that 0.90% reliability is obtained. The research method is measuring-descriptive method and descriptive statistic, Pearson's correlation inferential test and Freedman's test are used to analysis the data. In addition to introducing the methodology of research, the obtained results that indicate there is relation between the every patterns of occupational ethic and organizational commitment of staffs are represented here.
Recruiting + Hiring with Social Media | HR Handbook SeriesHarlan/Thompson HR
From the Harlan/Thompson HR Handbook Series, how to hire and recruit with social media.
Presented during a recent SHRM conference, our handbook takes the HR pro through the facts, figures and stats behind the social media hiring revolution.
Plus, 6 tips on how to use social media to find, recruit and hire that ideal candidate.
How to Increase Hiring Efficiency with Social RecruitingDice
With dozens of requisitions open, you need one thing more than anything else: more time.
The right social recruiting strategy can give it to you—and reduce your company’s average time-to-hire.
Watch this on-demand webinar, featuring Lars Schmidt, Founder of Amplify Talent, to learn how to more efficiently source and engage tech talent.
You'll learn:
• How to reduce recruitment cycles with a strategy that combines branding efforts and social recruiting
• How to utilize social recruiting techniques without adding bandwidth to your efforts
• How to expedite the entire tech recruiting process by leveraging time-saving productivity apps
To request a free demo of Open Web, go to http://www.dice.com/openweb
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
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.
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.
Relation of Occupational Ethics Patterns and Staffs' Commitment of Social Sec...IOSR Journals
This study aims at representing the results of study conducted in Markazi province of Iran. In this study four patterns of occupational ethic (morals) is considered and their relation with organizational commitment of staffs of Social Security Organization is investigated. Subjects are 152 staffs of Social Security Organization in year 2013 that they are selected base on the Morgan sampling chart. Questionnaire is used as tool for gathering data that 0.90% reliability is obtained. The research method is measuring-descriptive method and descriptive statistic, Pearson's correlation inferential test and Freedman's test are used to analysis the data. In addition to introducing the methodology of research, the obtained results that indicate there is relation between the every patterns of occupational ethic and organizational commitment of staffs are represented here.
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.”
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
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.
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.
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
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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.
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.
Instructions for Submissions thorugh G- Classroom.pptx
Part 1 recruiting and_hiring_final
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 11, 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 (Released April 11, 2012)
Part 2: Accessibility and Accommodation (Released May 17, 2012)
Part 3: Retention and Advancement (To be released soon)
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. Effectiveness of Policies and Practices
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 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. Effectiveness of Policies and Practices
(Continued)
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 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. Effectiveness of Policies and Practices
(Continued)
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 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%
Note: n = 611. Percentages do 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
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 Is your organization a single-unit organization or a
operations (business units) only or does it multi-unit organization?
operate multinationally? Multi-unit organization: An organization that
U.S.-based operations only 60% has more than one location 80%
Multinational operations 40% Single-unit organization: An organization in
n = 617 which the location and the organization are 20%
one in the same
n = 635
For multi-unit organizations, are HR policies and
What is the HR department/function
practices determined by the multi-unit corporate
responded for throughout this survey?
headquarters, by each work location or both?
Corporate (companywide) 57% Multi-unit headquarters determines HR
51%
policies and practices
Facility/location 26% A combination of both the work location
and the multi-unit headquarters 46%
Business unit/division 17%
determine HR policies and practices
n = 519 Each work location determines HR policies
3%
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. Further Information Available
SHRM® Disability Employment Resource Page
www.shrm.org/disabilityemployment
HR Tips
www.hrtips.org
Employer Assistance and Resource Network (EARN)
www.askEARN.org
Job Accommodation Network (JAN)
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
27
28. 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
28