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CA COMPREHENSIVE EMPLOYMENT STRATEGY

By Bryan Perry,2014-06-17 23:52
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CA COMPREHENSIVE EMPLOYMENT STRATEGY ...

    APPENDIX B:

    CA COMPREHENSIVE EMPLOYMENT STRATEGY

    FOR PEOPLE WITH DISABILITIES:

    STAKEHOLDER INPUT SUMMARY

    BY INPUT METHOD & STRATEGY FRAMEWORK

INPUT METHOD

    & STRATEGY SUMMARY OF COMMENTS FRAMEWORK

INFORMAL FOCUS GROUPS

    A) BUSINESS Need qualified employees to hire

    NEEDS Looking for the best qualified person

    Look at skill sets first

    Review skills from resumes before talking to candidates

    Bottom line is “Do they have the skills?” If so, everything else can be worked around

    Candidates need right skill set workers are not trained for high-tech

    Companies can’t discriminate in this job market

    Hiring managers need to learn how to work with PwD

    Legal issues cause trepidation for managers

    Don’t know definition of “reasonable” for accommodations

    Managers don’t typically know unless someone asks for an accommodation

    Don’t want to hurt feelings by asking the wrong questions

    Definition of disability is vague

    Don’t know disability etiquette

    Need to better understand ranges of disability

    Need to infuse humanity into human resources

    Employers need education so don’t discriminate when PwD discloses disability

    Don’t make assumptions, e.g. “Cerebral Palsy does not equate to mental retardation”

    Training for managers is lacking

    One employer started affinity groups (including PwD) to help identify accessibility issues

    Comp Employment Strategy 1

    Stakeholder Input Summary

Smaller companies more nervous about cost of accommodations, especially those companies

    without a human resources department/person

    Companies with fewer resources may be less knowledgeable about laws Companies need info on legal requirements, resources and HR issues

    Cost of accommodations unknown, if known may alleviate some smaller employer concerns Lot of misinformation about cost, e.g. PwD missing work, health care costs is prevalent Smaller employers need to know about tax credits

    On-line training in short increments; every time you pull a manager off line, it costs the company

    money

    Examples of reasonable accommodations

    Continuing education, 1 to 2 minute continuing sagas

    Post info on website

    Job postings need to be placed in places that youth frequent

    Need to reach out to employers

    Provide a welcoming environment to PwD

    Employers often not willing to do accommodations/light duty for WC PwD to return to work Construction industry views workers with disabilities as liabilities (insurance and safety) Need to learn from Heartland Foundation in San Diego about how to find better matches between

    employers and PwD

    Lot of jobs in construction, but difficulty with people with learning disabilities (lots of math, oral and written instructions); some success with mix of on the job and classroom instruction Employers see value of retaining employees

    Employers need to buy in that no one is perfect, e.g. always have families with problems Employers need to talk to other employers, peer to peer, re: retention, HR, and Health Care costs Need tax Credit for employers who hire people with disabilities

    Education to change culture in companies

    Employers tend to be more tolerant of youth than adult workers with developmental or learning disabilities

    Issue around getting employers to the table to hire veterans; there is no single point of contact Direct relationship between employer/supervisor and worker leads to success Example of how employer plays a key role: Machinist who assembled airplane engines was

    Comp Employment Strategy 2

    Stakeholder Input Summary

blinded on the job; post WC was able to return to work to disassemble engines for maintenance

    Workplace is scared to hire a PwD

    Soft bigotry of low expectations of employers

    Employers hear from other employers about successes in hiring PwD Employers need incentives to raise awareness

    Focus on ability

    Recognize abilities rather than disabilities

    Use common sense, courtesy, and sensitivity with everyone Need ambassadors to get education and training about hiring PwD Need more information on hiring PwD

    Allow PwD to use leave to receive necessary treatment

    Educate to change attitudes of employers

    Use appropriate behavior and etiquette when interacting with PwD Consider how the employees with disabilities will evacuate the premises in an emergency

    Provide special equipment to be available to help with evacuation Inform safety coordinator of employee’s location before emergency occurs Assign buddies for employees requiring assistance during evacuation Incentives provided by state to encourage hiring of PwD Educate companies about the hiring process for PwD

    Need employees to hire

    Less paperwork and more efficiency from the state

    Unaware of what is “reasonable” for accommodations

    Need training to ease fear of litigation

    Need education to correct misconceptions

    Need employees to have reliable transportation

    Feel standards for job coaches are to low

    Job developers need to keep a fluid relationship with employers through continuous contact

    More experienced and educated job coaches

    Train employers on how to handle accommodations

    Employer training and education

    Change employer attitudes

    Comp Employment Strategy 3

    Stakeholder Input Summary

Need to look for abilities and be open-minded

    Information about hiring PwD must be brought to their attention so they are aware Reduce process and paperwork involved in state reimbursement

    Need DOR to provide help and work with employers efficiently

    Need higher standards and education required for job coaches for them to be beneficial Adequate transportation for employee

    Want professional, certified job coaches

    Incentives provided by state so employers are receptive to accommodation PwD Need communication to front-line managers

    Job sharing is an alternative for employers to share the hours for students Employers need to be told about accommodations and job coaches during interview

    B) PREPARATION PwD need to “get out of their own way,” need to help themselves

    & SUPPORT PwD come with attitudes

    PwD are not labor market ready

    PwD want people to do the work (employment search/interview) for them PwD need to be trained to operate in the high tech world

    PwD don’t know how to ask for accommodations affects job performance All applicants must be computer savvy

    Some PwD don’t want to ask for accommodations, they want to be treated like everyone else Many PwD don’t know how to ask for accommodations, which affects job performance Candidates must have skills & be ready to accept rejection and keep going Need fewer people on Medi-Cal

    Need attention to increased job retention rates for PwD

    Link PwD to temporary agencies

    Develop systems of transportation to meet employment and recreation needs PwD need to avail themselves of the services available

    PwD need to learn self advocacy skills

    PwD need to advocate for themselves, learn how to influence public policy PwD need to participate in plan(s) development, policy development & implementation PwD need to connect to community programs, e.g. People First, etc. Need to develop systems for mentoring

    Comp Employment Strategy 4

    Stakeholder Input Summary

    For retaining employment PwD may need to re-think what they “will” and “won’t” do PwD need to make thoughtful decisions about career choices PwD need opportunities for advancement

    PwD need to be “savvy” and specific about their needs

    PwD need role models of people in the workforce that “look like me” PwD need soft skills

    PwD need honest feedback from supervisors/performance appraisals PwD need to develop and articulate skill sets

    PwD need to develop better work ethic

    Motivation the key

    PwD need service providers to discuss opportunities about career paths Service providers need to view employers as partners/committed in making their workforce fully

    inclusive

    Service providers need better business and public sector linkage Employers don’t know how to reach workers with disabilities and service providers do Service providers need to create a more welcoming environment, “this place is for you” Service providers need to practice common courtesy toward PwD Greater accountability for service providers

    Support work expectations

    Service providers should address the full array of barriers

    Accessibility an issue for PwD using service providers

    Service providers need to be diverse in their knowledge of disabilities Staff of service providers need to be sensitive to disabilities and disability issues in attitude and

    culture of the organization

    Service providers need to collaborate and come to agreement on the goal Staff of service providers need to keep careers in mind, not just a job for PwD Service providers need to work with education

    Transportation for employment and independent living needs Workers with disabilities get stuck in the Worker’s Comp system, unable to find WC physician to

    certify ability to return to work

    WC PwD need job transition to new jobs with less physical demands

    Comp Employment Strategy 5

    Stakeholder Input Summary

    Needs assessment on issues of worker health and safety, focus on DD & best practices Need to address English as a Second Language issues in PwD, language & reading Injured workers, WC and other workers have trouble navigating state and social services system Barriers PwD face that need to be addressed include: employers communicating directly with the worker not just coaches or placement staff; co-workers and supervisors fearful or uncomfortable;

    disabled workers get less training and suggestions from other staff & informal education is limited Construction trades have state certification tests, PwD not provided accommodations Customized training program for shipyard building e.g. General Dynamics wanted to reduce turn

    over in boring jobs that worked well for DD workers e.g. cable plugging, cross training in 8 different

    areas,

    Job coaches can be very hel