Shrm cornell part_3_final

SHRM Survey Findings: Employing People with Disabilities - Practices and Policies Related to Retention and Advancement for Employees With Disabilities. In collaboration with and commissioned by Cornell University ILR Employment and Disability Institute ©SHRM 2012

SHRM Survey Findings: Employing People With Disabilities : Practices and Policies Related to Retention and AdvancementIn collaboration with and commissioned by Cornell University ILR School Employment and Disability Institute

May 31, 2012


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 focused on 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 (Released May 31, 2012)

In addition, the survey explored metrics that organizations track for all employees as well as for employees with

disabilities, and potential barriers in the employment of and advancement of people with disabilities.

The data findings included in this document focus on Part 3 of the research: Practices and Policies Related to

Retention and Advancement.

Introduction

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Part 3: Policies and Practices Related to

Retention and Advancement

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Study Purpose, Partners and Funding

Study Purpose: 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).

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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.

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Definitions


Key Findings

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What policies and practices related to retention and advancement for people with disabilities are

currently being implemented by organizations? More than three out of four (81%) organizations have

a return-to-work or disability management program for employees who are ill/injured or become

disabled. Over one-half (59%) of organizations encourage flexible work arrangements for all employees

(e.g., flextime, part-time, telecommuting). Approximately four out of 10 organizations (42%) invite

employees to confidentially disclose whether they have a disability (e.g., staff surveys).

Among organizations that have implemented policies and practices related to retention and

advancement of employees with disabilities, which policies and practices were found to be very

effective? Over one-half (54%) of organizations indicate that disability-focused employee networks

(e.g., employee resource groups or affinity groups) were a very effective practice related to the

retention and advancement of employees with disabilities. Nearly one-half (49%) of organizations say

that having a return-to-work or disability management program for employees who are ill/injured or

become disabled is very effective. Encouraging flexible work arrangements for all employees (e.g.,

flextime, part-time, telecommuting) was also found to be a very effective practice according to nearly

one-half (47%) of organizations.


Key Findings (Continued)

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Are some organizations more likely to have policies and practices related to retention and

advancement for people with disabilities depending on the organization’s staff size or sector?

Larger organizations are more likely to have polices and practices related to retention and

advancement of people with disabilities compared with smaller organizations. Publicly owned

for-profit organizations and nonprofit organizations are also more likely to have some of these

policies and practices in place compared with privately owned for-profit organizations.

Which metrics do organizations specifically track for employees with disabilities?

Approximately one-third of organizations indicate tracking metrics related to employees with

disabilities. These metrics include data on accommodations (32%), the number of job applicants

with disabilities that were hired by organizations (29%) and the number of job applicants with

disabilities that applied for a position at the organization (23%).


18%

42%

59%

81%

82%

58%

41%

19%

Yes No

Has a structured mentoring program to support employees with disabilities (n = 578)

Employees are invited to confidentially disclose whether they have a disability (e.g., staff surveys) (n = 580)

Has a return-to-work or disability management program for em-ployees who are ill/injured or become disabled (n = 595)

Encourages flexible work arrangements for all employees (e.g., flextime, part-time, telecommuting) (n = 599)

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Policies and Practices Related to Retention and Advancement

Our organization…

Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.


9%

13%

14%

17%

91%

87%

86%

83%

Yes No

Includes progress toward retention and advancement goals for employees with disabilities in the performance appraisals of se-

nior management (n = 542)

Has a disability-focused employee network (e.g., an em-ployee resource group or affinity group) (n = 581)

Offers special career planning and development tools for em-ployees with disabilities (n = 572)

Has explicit organizational goals related to retention and ad-vancement of employees with disabilities (n = 543)

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Policies and Practices Related to Retention and Advancement (Continued)

Our organization…

Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis.


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Our organization…Very

EffectiveSomewhat Effective

Not Effective

Effectiveness Not Known

Has a disability-focused employee network (e.g., an employee resource group or affinity group) (n = 79) 54% 20% 3% 23%

Has a return to work or disability management program for employees who are ill/injured or become disabled (n = 479)

49% 36% 1% 14%

Encourages flexible work arrangements for all employees (e.g., flextime, part-time, telecommuting) (n = 356)

47% 37% 3% 13%

Has a structured mentoring program to support employees with disabilities (n = 103) 47% 31% 3% 19%

Note: Respondents who answered that a policy or practice related to retention and advancement was “not in place,” “in development / under review” or “don’t know” were excluded from this analysis.

Effectiveness of Policies and Practices


Effectiveness of Policies and Practices (Continued)

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Our organization…Very

EffectiveSomewhat Effective

Not Effective

Effectiveness Not Known

Offers special career planning and development tools for employees with disabilities (n = 96) 46% 31% 3% 20%

Has explicit organizational goals related to retention and advancement of employees with disabilities (n = 73)

40% 30% 1% 29%

Includes progress toward retention and advancement goals for employees with disabilities in the performance appraisals of senior management(n = 49)

39% 24% 0% 37%

Employees are invited to confidentially disclose whether they have a disability (e.g., staff surveys) (n = 242)

36% 37% 2% 25%

Note: Respondents who answered that a policy or practice related to retention and advancement was “not in place,” “in development / under review” or “don’t know” were excluded from this analysis.


Comparison by Organization Sector

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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, which 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. This 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 it 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(c) when the IRS deems an organization eligible. A nonprofit organization may or may not have shareholders.

Definition of Sectors

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Our organization…

Organization sector Differences based on organization sector

Publicly owned for-profits (89%) Privately owned for-profits (78%)Nonprofits (69%)

Publicly owned for-profits > privately owned for-

profits, nonprofits

Comparison by Organization Sector


Publicly owned for-profits (52%) Privately owned for-profits (38%)Nonprofits (35%)

Publicly owned for-profits > privately owned for-

profits, nonprofits

has a return-to-work or disability management program for employees who are ill/injured or become disabled

Note: Respondents who answered “don’t know” and “in development/under review" were excluded from this analysis. Only statistically significant differences are shown.

employees are invited to confidentially disclose whether they have a disability (e.g., staff surveys)


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Our organization…


Publicly owned for-profits (23%)Nonprofits (29%) Privately owned for-profits (14%) Publicly owned for-

profits, nonprofits > privately owned for-profits

Comparison by Organization Sector (Continued)

Organization sector Differences based on organization sectorPublicly owned for-profits (21%)

Nonprofits (31%) Privately owned for-profits (11%) Publicly owned for-profits, nonprofits > privately owned for-

profits

has a structured mentoring program to support employees with disabilities


offers special career planning and development tools for employees with disabilities

has disability-focused employee network (e.g., an employee resource group or affinity group)Organization sector Differences based on organization sector

Publicly owned for-profits (19%) Nonprofits (21%) Privately owned for-profits (10%) Publicly owned for-



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Our organization…


Publicly owned for-profits (21%)Nonprofits (21%) Privately owned for-profits (8%) Publicly owned for-


Comparison by Organization Sector (Continued)

has explicit organizational goals related to retention and advancement of employees with disabilities


includes progress toward retention and advancement goals for employees with disabilities in the performance appraisals of senior management


Publicly owned for-profits (13%) Nonprofits (18%) Privately owned for-profits (5%) Publicly owned for-



Comparison by Organization Staff Size

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Smaller organizations Larger organizations Differences based on organization staff size1 to 99 employees (72%)

100 to 499 employees (79%) 2,500 to 24,999 employees (92%) Larger organizations > smaller organizations

Our organization…

has a return-to-work or disability management program for employees who are ill/injured or become disabled

Comparison by Organization Staff Size

Smaller organizations Larger organizations Differences based on organization staff size1 to 99 employees (8%)

100 to 499 employees (11%) 25,000 or more employees (32%) Larger organizations > smaller organizations

has a disability-focused employee network (e.g., employee resource group or affinity group)

employees are invited to confidentially disclose whether they have a disability (e.g., staff surveys)

Smaller organizations Larger organizations Differences based on organization staff size

1 to 99 employees (33%)100 to 499 employees (35%) 25,000 or more employees (69%) Larger organizations > smaller organizations



Barriers for Employment and Advancement of People with Disabilities

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Barriers Organizations Experience in Employing and Advancing People with Disabilities

Other

Additional cost of supervision

Attendance of people with disabilities

Productivity and performance of people with disabilities

Attitudes/stereotypes

Cost of accommodations

Supervisor knowledge of which accommodations to make

5%

9%

9%

12%

16%

18%

23%

(n = 656)

Note: Total does not equal 100% due to multiple responses


Employee Metrics

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Metrics Organizations Track for Employees with Disabilities

Other

Engagement survey results for employees with disabilities

Involvement of employees with disabilities in employee resource groups/affinity groups

Turnover rate for employees with disabilities

Grievances from employees with disabilities

Data on accommodations (e.g., types and/or costs)

2%

6%

7%

11%

16%

32%

(n = 659)



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Metrics Organizations Track for Disability vs. Other Protected Groups

Compensation equity

Retention and advancement

Number of job applicants

Number of hires

40%

45%

59%

64%

13%

18%

23%

29%

By disability status By gender or racial/ethnic background

(n = 659)



Industry Percentage of 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%

Demographics: Organization Industry

Note: n = 637. Total does not equal 100% due to multiple response options.

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Industry Percentage of 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 remediation services 2%

Management of companies and enterprises 2% Public administration 2% Agriculture, forestry, fishing and hunting 1% Mining 1% Personal and laundry services 1% Other 8%

Demographics: Organization Industry (Continued)

Note: n = 637. Total does not equal 100% due to multiple response options.

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Demographics: Respondents by Organization Sector

Other

Nonprofit organization

Publicly owned for-profit organization

Privately owned for-profit organization

3%

14%

28%

56%

Note: n = 611. Total does not equal 100% due to rounding.

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Demographics: Respondents by Organization Staff Size

25,000 or more employees

2,500 to 24,999 employees

500 to 2,499 employees

100 to 499 employees

1 to 99 employees

7%

18%

24%

28%

23%

n = 627

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Demographics: Other

Does your organization have U.S.-based operations (business units) only or does it operate multinationally?

U.S.-based operations only 60%

Multinational operations 40%n = 617

What is the HR department/function for which you responded throughout this survey?

Corporate (companywide) 57%

Facility/location 26%

Business unit/division 17%

n = 519

Is your organization a single-unit or a multi-unit organization?

Multi-unit organization: An organization that has more than one location 80%

Single-unit organization: An organization in which the location and the organization are one and the same

20%

n = 635

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For multi-unit organizations, are HR policies and practices determined by the multi-unit corporate headquarters, by each work location or both?

Multi-unit headquarters determines HR policies and practices 51%

A combination of both the work location and the multi-unit headquarters determine HR policies and practices

46%

Each work location determines HR policies and practices 3%

n = 516


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Further Information Available

SHRM® Disability Employment Resource Pagewww.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 Reportwww.disabilitystatistics.org

http://www.shrm.org/disabilityemployment

http://www.hrtips.org/

http://www.askearn.org/

http://askjan.org/

http://askjan.org/

http://askjan.org/

http://www.adata.org/

http://digitalcommons.ilr.cornell.edu/



http://www.ilr.cornell.edu/edi/

http://www.disabilitystatistics.org/


Response rate = 23%

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.

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Survey Methodology:

• 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

http://www.shrm.org/surveys

http://www.shrm.org/customizedresearch

http://twitter.com/SHRM_Research