building a disability-inclusive workplace [webinar]
Post on 15-Jul-2015
240 Views
Preview:
TRANSCRIPT
Building a Disability-Inclusive Workplace
April 15, 2015
1
Susanne Bruyère Director, Employment & Disability Institute (EDI) smb23@cornell.edu
This webinar is sponsored in part by the Cornell University Employer Practices RRTC funded through a grant from the U.S. Department of Education, National Institute on Disability and Rehabilitation Research (Grant No. H133B100017). The contents of the webinar do not necessarily represent the policy of the Department of Education or any other federal agency, and you should not assume endorsement by the Federal Government (Edgar, 75.620 (b)). The views presented are not necessarily endorsed by Cornell University or the National Institute on Disability and Rehabilitation Research (NIDRR).
Participants Will Learn: • What new regulations will require of employers • What current data tells us about areas where individuals with
disabilities perceive the occurrence of workplace exclusion; • Workplace policies that contribute to a disability- inclusive
environment; • Types of environments in which employees with disabilities are
comfortable asking for accommodations and disclosing their disabilities.
• The critical role supervisors play in creating a disability inclusive environment
• How companies can self-assess their effectiveness in moving toward a truly disability-inclusive workplace
2© 2015 Cornell University, ILR School, Employment and Disability Institute
The big picture
Sec.on 503 Who must comply: Employers with federal contract or subcontract of >$10,000 Who has rights: Anyone with a disability as defined by ADAAA
VEVRAA Who must comply: Employers with federal contract or subcontract of >$100,000 Who has rights: Several categories of veterans, including “disabled veterans”
Both • Took effect March
24, 2014 • Enforced by OFCCP
of the US DOL
Most Common Issues Cited on ADA Charges: 2005-2010
Condition Percent of Charges Discharge 58.4 Reasonable Accommoda7on 28.2 Terms and Condi7ons 19.8 Harassment 14.8 Discipline 8.6 Hiring 6.7
Note: a charge may cite one or more issues.
Von Schrader, S. (2011). Calculations from EEOC Charge Files. RRTC on Employer Practices Related to Employment Outcomes Among Individuals with Disabilities. Ithaca, NY: Cornell University, ILR School, Employment and Disability Institute.
5
Most Common Specific Conditions Cited on ADA charges: 2005-2010 Condition Percent of Charges
Orthopedic/Structural Back Impairment 9.3 Non-‐paraly7c Orthopedic Impairment 6.9 Depression 6.0 Diabetes 4.6 Heart/Cardiovascular 3.6 Anxiety Disorder 3.5 Cancer 3.2 Hearing Impairment 3.1 Manic Depression (Bi-‐Polar) 3.1
Note: a charge may cite more than one basis. Non-specific conditions were not included in the table: Other Disability 26.7%; Retaliation 17.7%; Regarded as Disabled 12.8% Record of disability 4.8%; Other 3.6%
Von Schrader, S. (2011). Calculations from EEOC Charge Files. RRTC on Employer Practices Related to Employment Outcomes Among Individuals with Disabilities. Ithaca, NY: Cornell University, ILR School, Employment and Disability Institute.
6
More ADA Charges Cited by Those With Non-obvious Disabilities
Von Schrader, S. (2011). Calculations from EEOC Charge Files. RRTC on Employer Practices Related to Employment Outcomes Among Individuals with Disabilities. Ithaca, NY: Cornell University, ILR School, Employment and Disability Institute. 7
© 2015 Cornell University, ILR School, Employment and Disability Institute
0
1
2
3
4
5
6
7
2005 2006 2007 2008 2009 2010
Per
cent
of C
harg
es Depression
Diabetes
Anxiety disorder
Bi-Polar/Manic Depression
PTSD
Benefits of Inclusive Climates 1. Across multiple samples, data show members of
historically marginalized groups (e.g., women, ethnic minorities, people with disabilities, aging workers) experience less discrimination and overall better work experiences in inclusive units
2. The demographic-based differences in experiences of “fit,” perceived fairness, harassment, engagement perceived organizational support that are commonly seen disappear in inclusive units, thereby enabling better group functioning
– Higher cohesion, better information exchange – Less conflict and miscommunication – More creative; higher financial performance 9
Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit managers.
Inclusive Climates – Three Dimensions
10
• Do employment practices perpetuate stereotypes by favoring members of some demographic groups over others?
• In order to “buy” message of inclusion, employees have to perceive HR practices to be fair
Fairness of employment practices
• Does the culture value integration of differences or expect assimilation to dominant norms?
• Can employees enact and engage their “whole” selves? • Is there an expectation that everyone is both a teacher and learner?
Cultural integration of differences
• Are perspectives of diverse workforce actively sought and incorporated into decision making and core operational processes?
• Do employees and managers share a common commitment to working through differences as a source of insight and skill?
Inclusion in decision-making
Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit managers.
© 2015 Cornell University, ILR School, Employment and Disability Institute
Perceptions of HR Practices • Perceived fairness of work arrangements and HR
practices for employee – Perceived fairness is significantly lower for employees with
disabilities, compared to employees without disabilities – Biggest differences for perceived fairness of job responsibilities
and access to valuable mentors – Among people with disabilities, perceptions of fairness of HR
practices were higher when their supervisor(s) had friends with disabilities
• Procedural and interactional justice experienced during accommodation process
– Significantly lower for employees with disabilities – Perceptions of interactional justice are more important than
procedural justice (for predicting commitment and satisfaction)
11Disability Case Study Research Consortium, 2008. Conducting and Benchmarking Disability Inclusive Employment Policies, Practices, and Procedures. Funded by the Office of Disability Employment Policy of the U.S. Department of Labor, grant/contract #E-9-4-6-0107.
© 2015 Cornell University, ILR School, Employment and Disability Institute
Perceptions of Climate for Inclusion Fairness of employment practices
When employees perceive the organization is effective at hiring people with disabilities, supporting disability networks, and including disability in diversity policy, they perceive employment practices to be fairer overall.
Openness of the work environment Managers’ perceptions of the openness of the work environment predict discrimination experienced by employees with disabilities.
Inclusion in decision-making The more inclusive the decision-making environment, the more psychologically empowered employees feel, the more they feel supported and valued by the organization, and the less conflict they experience in their group.
12
Disability Case Study Research Consortium, 2008.
Experiences Are Better In Inclusive Units
Individuals with disabilities who work in inclusive climates report significantly
– Greater success at having their accommodation requests granted
– Greater coworker support of their accommodations – Better experiences of procedural and interactional
justice during accommodations – Lower levels of disability harassment/discrimination – Higher organizational commitment and satisfaction – Lower turnover intentions
13Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit managers.
Experiences Are Better for Employees With Disabilities Who Enjoy High Quality
Relationships With Their Managers
• Individuals with disabilities who are included in their manager’s “in-group” report: – Higher fit between skills and demands of job – Higher empowerment – Fairer treatment during the accommodation process – Higher organizational commitment, satisfaction, and
willingness to engage in citizenship behaviors – Lower turnover intentions
14Nishii, L. & Bruyere, S. (2009). Protecting employees with disabilities from discrimination on the job: The role of unit managers.
© 2015 Cornell University, ILR School, Employment and Disability Institute
Managers’ Role is Critical • Managers are key to the experiences of persons with
disabilities in the workplace • Managers’ perceptions of organizational motivation for
disability inclusion (true inclusion interests rather than legal compliance) positively impacts disability climate
• In both private and federal sectors, disability disclosure most often occurs with the manager or co-workers, rather than with HR, and therefore education and training about how to deal with disability disclosure is imperative to fostering inclusive workplace culture
15
Nishii, L., & Bruyère , S. (2014). Inside the workplace: Case studies of factors influencing engagement of people with disabilities. Research Brief. Ithaca, NY: Cornell University Employment and Disability Institute, Employer Practices RRTC.
© 2015 Cornell University, ILR School, Employment and Disability Institute
Impact of Managers’ Perceptions on Employees with Disabilities
When managers perceive that disability practices are adopted merely to comply with legal pressures or keep up with industry trends, team members with disabilities who report to them have less positive experiences: • Less likely to perceive disability practices as effective • More likely to report experiencing problems as a result
of requesting an accommodation • Less likely to perceive the workplace as inclusive
Nishii, L., & Bruyere, S. (2013). Inside the workplace: Case Studies of Factors Influencing Engagement of People with Disabilities. A research brief to summarize a presentation for a state of the science conference entitled Innovative Research on Employment Practices: Improving Employment for People with Disabilities held October 22-23, 2013 in Crystal City, MD.
© 2015 Cornell University, ILR School, Employment and Disability Institute
Workplace Policies for Disability Inclusion • Survey of U.S. human resource (HR) professionals • Over 250,000 SHRM members; stratified sample
across industries and org. sizes • Online/phone based survey focused on:
o Recruitment and Hiring o Accessibility and Accommodation o Retention and Advancement o Barriers, Metrics and Training
• Data collected fall of 2011 • Response rate: 23% (n=662)
18
Erickson, W. von Schrader, S. Bruyère, S & VanLooy, S. (2013). The Employment Environment: Employer Perspectives, Policies, and Practices Regarding the Employment of Persons with Disabilities. Rehabilitation Counseling Bulletin. doi: 10.1177/0034355213509841
© 2015 Cornell University, ILR School, Employment and Disability Institute
Barriers to Employment or Advancement
50%
35%
30%
23%
19%
16%
13%
9%
9%
9%
Lack of qualified applicants
Lack of related experience
Lack of requisite skills and training
Supervisor knowledge of accomm.
Cost of accommodations
Attitudes/stereotypes
Productivity and performance
Additional cost of supervision
Cost of training
Attendance of people with disabilities
19Erickson, W. von Schrader, S. Bruyère, S & VanLooy, S. (2013). The Employment Environment: Employer Perspectives, Policies, and Practices Regarding the Employment of Persons with Disabilities. Rehabilitation Counseling Bulletin. doi: 10.1177/0034355213509841
© 2015 Cornell University, ILR School, Employment and Disability Institute
Recruitment and Hiring Policies and Practices
20
47%
57%
58%
59%
61%
53%
43%
42%
41%
39%
Yes No
Includes people with disabili.es explicitly in its diversity and inclusion plan.
(n = 567 )
Requires sub-‐contractors/suppliers to adhere to disability nondiscrimina.on requirements.
(n = 525)
Has rela.onships with community organiza.ons that promote the employment of people with disabili.es.
(n = 568)
Ac.vely recruits people with disabili.es. (n = 574)
Trains HR staff and supervisors on effec.ve interviewing of people with disabili.es.
(n = 580)
Cornell/SHRM 2011 Employer Survey
© 2015 Cornell University, ILR School, Employment and Disability Institute
Recruitment and Hiring Policies and Practices
21
18%
20%
27%
27%
40%
82%
80%
73%
73%
60%
Yes No
Includes progress toward recruitment or hiring goals for people with disabili.es in the performance appraisals of senior
management. (n = 547)
Par.cipates in internships or similar programs that target people with disabili.es.
(n =525)
Has explicit organiza.onal goals related to the recruitment or hiring goals for people with disabili.es in the performance
appraisals of senior management. (n = 540)
Takes advantage of tax incen.ves for hiring people with disabili.es (e.g., Small Business Tax Credit, Architectural/ Transporta.on Tax
Deduc.on, or Work Opportuni.es Tax Credit). (n = 467)
Has senior management that demonstrates a strong commitment to disability recruitment and hiring.
(n =555)
Cornell/SHRM 2011 Employer Survey
© 2015 Cornell University, ILR School, Employment and Disability Institute
Accessibility and Accommodation Policies and Practices
22
65%
68%
73%
73%
75%
35%
32%
27%
27%
25%
Yes No
Has an established grievance procedure to address reasonable accommoda.on issues. (n = 582)
Requires training for supervisors on legal requirements of disability non-‐discrimina.on and accommoda.on. (n = 585)
Has a designated office or person to address accommoda.on ques.ons. (n = 613)
Allows an employee to exceed the maximum dura.on of medical leave as an accommoda.on. (n = 557)
Evaluates pre-‐employment occupa.onal screenings to ensure they are unbiased. (n = 547)
Cornell/SHRM 2011 Employer Survey
© 2015 Cornell University, ILR School, Employment and Disability Institute
Accessibility and Accommodation Policies and Practices
23Cornell/SHRM 2011 Employer Survey
20%
30%
47%
63%
80%
70%
53%
37%
Yes No
Has a centralized accommoda.ons fund (i.e., company-‐wide fund to provide accommoda.ons for people with disabili.es).
(n = 505)
Has a formal (i.e., wrijen, documented) decision-‐making process for the case-‐by-‐case provision of accommoda.ons. (n
= 558)
Provides advance no.ce to job applicants that reasonable accommoda.ons are provided during the job applica.on
process. (n = 552)
Regularly reviews the accessibility of its on-‐line applica.on system to people with visual, hearing, finger, dexterity, and
cogni.ve impairments. (n = 481)
© 2015 Cornell University, ILR School, Employment and Disability Institute
Retention and Advancement Policies and Practices
24Cornell/SHRM 2011 Employer Survey
18%
42%
59%
81%
82%
58%
41%
19%
Yes No
Has a structured mentoring program to support employees with disabili.es. (n = 578)
Employees are invited to confiden.ally disclose whether they have a disability (e.g., staff surveys). (n = 580)
Has a return-‐to-‐work or disability management program for employees who are ill/injured or become disabled. (n = 595)
Encourages flexible work arrangements for all employees (e.g., flex.me, part-‐.me, telecommu.ng). (n = 599)
Retention and Advancement Policies and Practices
25Cornell/SHRM 2011 Employer Survey
9%
13%
14%
17%
91%
87%
86%
83%
Yes No
Includes progress toward reten.on and advancement goals for employees with disabili.es in the performance
appraisals of senior management. (n = 542)
Has a disability-‐focused employee network (e.g., an employee resource group or affinity group). (n = 581)
Offers special career planning and development tools for employees with disabili.es. (n = 572)
Has explicit organiza.onal goals related to reten.on and advancement of employees with disabili.es. (n = 543)
Do HR policies and practices matter?
26
© 2015 Cornell University, ILR School, Employment and Disability Institute
Effects of selected practices on hiring PWDs
Organizations with: Increased likelihood of hiring: • Internships for PWDs : 5.7 times • Strong senior management commitment: 4.8 times • Explicit PWD organizational goals : 4.1 times • Actively recruiting PWD: 3.2 times • Including PWD in diversity & inclusion plan: 3.2 times • Relationships with community orgs: 2.7 times
27Erickson, W., von Schrader, S., Bruyère, S., VanLooy, S., & Matteson, D. (in press). Disability-inclusive employer practices and hiring of individuals with disabilities. Journal of Rehabilitation Research, Policy and Education.
Disability Disclosure as an Index of an Inclusive Workplace
• Organizations are increasingly concerned with accurately capturing the proportion of their employees who have a disability.
• Their ability to do this is dependent in large part on the willingness of employees to disclose that they have a disability.
• Little is known about the factors that influence disclosure.
• Results of recent Cornell/AAPD study 29
© 2015 Cornell University, ILR School, Employment and Disability Institute
“Very Important” Factors When Deciding to Disclose a Disability to an Employer
Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288
Persons with a disability (N=598)
Need for accommodation 68.2 Supportive supervisor relationship 63.5 Disability friendly workplace 56.8 Active disability recruiting 50.5 Knowing of other successes 49.9 Disability in diversity statement 48.9 Belief in new opportunities 40.7
© 2015 Cornell University, ILR School, Employment and Disability Institute
“Very Important” Factors When Deciding NOT to Disclose a Disability to an Employer
31
Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288
Persons with a disability (N=598)
Risk of being fired/not hired 73.0 Employer may focus on disability 62.0 Risk of losing health care 61.5 Fear of limited opportunities 61.1 Supervisor may not be supportive 60.1 Risk being treated differently 57.8 Risk being viewed differently 53.8 No impact on job ability 44.0 Desire for privacy 27.9
© 2015 Cornell University, ILR School, Employment and Disability Institute
Percent Who Disclosed in Current or Most Recent Job
33
74.1 80.1
88.1
0
20
40
60
80
100
Not Apparent Somewhat Apparent
Very Apparent
Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288
© 2015 Cornell University, ILR School, Employment and Disability Institute
Percent Who Disclosed at Different Points in the Employment Process
34
39.3
24.9
35.8
50.6
34.1
15.3
0
10
20
30
40
50
60
During recruitment During interview After being hired
Not/somewhat apparent Very apparent
Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288
© 2015 Cornell University, ILR School, Employment and Disability Institute
Percent Who Experienced Negative Consequences of Disclosure
35
10.6
26.9
6.9
19.8
0
5
10
15
20
25
30
Immediate consequences Longer-term consequences
Not/somewhat apparent Very apparent
von Schrader, S. Malzer, V., Erickson, W., & Bruyère , S. (2010). Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners.
© 2015 Cornell University, ILR School, Employment and Disability Institute
Accommodation Requests Across our surveys, about 50% of people with disabilities had requested accommodation • Less than 3% reported not requesting accommodation
because of fear of negative consequences. • For private sector, “Knowledge of unsuccessful
requests by others” was ranked highest reason (this was lowest worry for public sector).
• Federal employees most feared “limitations on future opportunities.”
• “Being treated differently by supervisor” was the second most important fear for both groups.
36Sources: Nishii & Bruyère (2013, 2014), Rubineau (2013). Presentations on unpublished survey data
Under what conditions are employees more likely to disclose their disability?
When cues in their organizational environment indicate it is safe to do so:
1 Perceived fairness of HR practices
2 Pro-disability climate
3 Perceived management commitment to disability
4 Perceptions that disability advisory/employee resource group is effective
37 Nishii, L., & Bruyere, S. (2013). Inside the workplace: Case Studies of Factors Influencing Engagement of People with Disabilities. A research brief to summarize a presentation for a state of the science conference entitled Innovative Research on Employment Practices: Improving Employment for People with Disabilities held October 22-23, 2013 in Crystal City, MD.
• Company offers flexible work opportunities • Disability awareness/anti-stigma training offered
to all employees • “HR personnel who are familiar with disabilities,
accommodations and understand it is a goal for companies.”
• “Knowing the employer has a fair system in place to resolve complaints.”
38
Choosing to Disclose: Other Important Factors
Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288
© 2015 Cornell University, ILR School, Employment and Disability Institute
Choosing to Disclose:
Other Important Factors (cont.)
• Accessible workplace building and facilities • Organization supports diversity more generally • “Data presented on hiring and promotion of
people with disabilities” • “Participation and support by employers in
community awareness events/activities”
39
Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288
© 2015 Cornell University, ILR School, Employment and Disability Institute
Creating an Environment that Encourages Disclosure
Demonstrate disability inclusiveness through:
– Actively recruiting people with disabilities – Conducting disability awareness training for staff – Enacting flexible workplace policies – Having fair systems to address complaints – Creating accessible workplaces – Fostering supportive supervisor-staff relationships – Including disability in the diversity statement
40von Schrader, S. Malzer, V., Erickson, W., & Bruyère , S. (2010). Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners. http://digitalcommons.ilr.cornell.edu/edicollect/1288
Creating an Environment that Encourages Disclosure
Avoid: – Focusing on disability – Treating employees with disabilities differently
in relation to: • Interpersonal interactions • Opportunities for advancement • Performance reviews • Hiring/termination
41von Schrader, S. Malzer, V., Erickson, W., & Bruyère , S. (2010). Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners. http://digitalcommons.ilr.cornell.edu/edicollect/1288
Positive Workplace Culture Factors Disability-friendly cultures have: • Top management support for the employment of people
with disabilities • An emphasis upon a business case for employing people
with disabilities • Disability initiatives aligned with corporate strategy • Disability philosophy that focuses on abilities rather than
upon disability • Systematic accommodation policies and procedures • Systems to address supervisors’ and coworkers’
negative attitudes and concerns
43
Colella & Bruyere, 2010, p. 494, 496, citing Legnick-Hall, 2007.
Positive Workplace Culture Factors (con’t)
• Partnerships with community resources and schools to recruit people with disabilities.
• Affinity groups, task forces, and information clearinghouses related to disability.
• Employee diversity training and orientations that address disability issues.
• Systems to monitor the progress of individuals with disabilities within the organization.
• Means of publicizing the achievements of people with disabilities.
• Procedures for examining personnel policies that could stimulate the hiring of more people with disabilities.
44
Colella & Bruyere, 2010, p. 494, 496, citing Legnick-Hall, 2007.
% Organizations tracking disability metrics
47
32
29
23
18
17
14
11
0 5 10 15 20 25 30 35
Data on accommoda7ons (e.g., types and/or costs)
Number of job applicants hired
Number of job applicants
Employee reten7on and advancement
Grievances from employees with disabili7es
Compensa7on equity
Turnover rate for employees with disabili7es
Erickson, W. von Schrader, S. Bruyère, S & Sara VanLooy, S. (2013) The Employment Environment: Employer Perspectives, Policies, and Practices Regarding the Employment of Persons with Disabilities. Rehabilitation Counseling Bulletin http://rcb.sagepub.com/content/early/2013/11/14/0034355213509841.full.pdf
Metrics Tracked by Organizations
48
65
60
46
41
29
23
18
14
Number of job applicants
Number of job applicants
Employee reten.on and
Compensa.on equity
By Disability
Erickson, W. von Schrader, S. Bruyère, S & Sara VanLooy, S. (2013) The Employment Environment: Employer Perspectives, Policies, and Practices Regarding the Employment of Persons with Disabilities. Rehabilitation Counseling Bulletin http://rcb.sagepub.com/content/early/2013/11/14/0034355213509841.full.pdf
Related Publications Erickson, W. von Schrader, S. Bruyère, S & VanLooy, S. (2013). The Employment Environment: Employer Perspectives, Policies, and Practices Regarding the Employment of Persons with Disabilities. Rehabilitation Counseling Bulletin. Published online before print November 14, 2013, doi: 10.1177/0034355213509841
Erickson, W. von Schrader, S. Bruyère, S & VanLooy, S. Disability-Inclusive Employer Practices and Hiring of Individuals with Disabilities. Rehabilitation Research, Policy, and Education (manuscript in preparation) . Ithaca, NY, ILR School, Employment and Disability Institute, Employer Practices RRTC.
Golden, T. P., Bruyere, S., Karpur, A., Nazarov, Z., VanLooy, S., & Reiter, B. (2012). Workforce development policy: Unrealized potential for Americans with disabilities. Rehabilitation Research, Policy, and Education Journal. Hallock, K., Jin, X., & Barrington, L. (2013). The Pay Gap and the Total Compensation Gap by Disability Status. Working Paper. Ithaca, NY, ILR School, Institute for Compensation Studies. Hallock, K., Jin, X., & Barrington, L. (2013). The Role of Tasks and Skills in Explaining the Disability Pay Gap . Working Paper. Ithaca, NY, ILR School, Institute for Compensation Studies. Karpur, A. (2013). Impact of employer-provided health insurance on job mobility among people with disabilities. Working Paper. Ithaca, NY, ILR School, Employment and Disability Institute, Employer Practices RRTC. Karpur, A. (In preparation). Job-mobility among workers with disabilities: Role of employer paid health insurance. Health Services Research. Karpur, A., & Bruyere, S. M. (2012). Healthcare expenditure among people with disabilities: Potential role of workplace health promotion and implications for rehabilitation counseling. Rehabilitation Counseling Bulletin, 56 (1), 7 – 22. Nishii, L., & Bruyère , S. (2014). Inside the workplace: Case studies of factors influencing engagement of people with disabilities. Research Brief. Ithaca, NY: Cornell University Employment and Disability Institute. The Conference Board (2013). Leveling the Playing Field: Attracting, Engaging, and Advancing People with Disabilities. Available online at -- h[p://digitalcommons.ilr.cornell.edu/edicollect/1292/ von Schrader, S., Malzer, V., Bruyère , S. (2013). Perspectives on disability disclosure: The importance of employer practices and workplace climate. Employer Responsibilities and Rights Journal. DOI: 10.1007/s10672-013-9227-9. von Schrader, S., Malzer, V.,. Erickson, W. & Bruyere, (2013). Absence and Disability Management Practices for an Aging Workforce. Available at: http://digitalcommons.ilr.cornell.edu/edicollect/1320/ von Schrader, S., & Nazarov, Z. (in press). Employer Characteristics Associated With Discrimination Charges Under the Americans With Disabilities Act. Journal of Disability Policy Studies.
50
© 2015 Cornell University, ILR School, Employment and Disability Institute
Cornell Related Online Resources • Employer Practices RRTC Project
http://employerpracticesrrtc.org/ • U.S. EEOC Disability Charge tabulations online tool
http://www.disabilitystatistics.org/eeoc/ • Employer Practices Disability and Compensation Catalog
http://www.disabilitystatistics.org/eprrtc/codebook.cfm • Employer Assistance Resource Network
http://www.askEARN.org • Cornell Online Repository of Related Publications
http://digitalcommons.ilr.cornell.edu/edicollect/ • Tips for Human Resource (HR) Professionals
http://www.hrtips.org/
51
© 2015 Cornell University, ILR School, Employment and Disability Institute
top related