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Hot Topic: Strategies for Addressing Mental Health in the Workplace
Addressing your workforce’s mental health is good for your business’ bottom line. Consider the following statistics regarding mental health and the workplace:
- More than 90 percent of employees agree that their mental health and personal problems spill over into their professional lives and have a direct impact on their job performance.
- $150 billion in lost productivity each year is due to untreated and mistreated mental illness. U.S. businesses pay up to $44 billion of this bill.
- Mental health conditions are the second leading cause for absenteeism. Stress related to the workplace causes approximately one million employees to miss work every day!
- Three out of four employees who seek treatment for workplace issues or mental health problems experience an increase in work performance. (1)
Employee Assistance Programs
Providing an employee assistance program (EAP) has proven to be of value to businesses and employees. According to the Employee Assistance Professionals Association, EAPs have a dual purpose they help companies address productivity issues and assist employees in identifying and resolving personal concerns.
A recent study indicates that workers who were experiencing depression and had “telephonic outreach” available, such as an EAP, fared much better in accessing treatment and recovering, thus reducing lost time expenses to their employers (2). Consider the following:
- Chevron has recognized a savings of $50,000 per case from reduced turnover due to EAP use.
- Campbell Soup Company saved 28% in mental health costs using its EAP.
- An Abbott laboratories study reported a 6 to 1 return on dollars spent for the EAP, and noted that the average employee who utilized the EAP spends $10,000 less for inpatient medical costs over a three-year period.
Promoting a mentally healthy workplace
When individuals with mental illness are asked “what is the worst part of having a mental illness?” many respond “stigma”. The following are ways businesses can help reduce the stigma of mental illnesses therefore promoting a more healthy work environment.
- Educate: All employees at all levels need to learn about mental illness, stress, wellness, the health and mental health benefits available and how to access those services.
- Watch your language: Words such as “crazy”, “nuts”, “going postal”, etc. increase the stigma of mental illness. Encourage employees to not use these labels and instead use “person-first” language (i.e. a person with depression vs. a depressed person).
- Encourage dialogue: Create a safe place where employees can talk candidly about mental health. Send a message that mental illnesses are real and treatable. Ideas for encouraging dialogue include:
- celebrating Mental Health Month in May,
- providing employees with literature about resources available to them periodically,
- including information to email signatures regarding mental health. For example “Mind Your Health, learn how stress on the job can affect you, visit www.mentalhealthamerica.net/go/may.”
Resources
American Psychiatric Association’s (APA) HealthyMinds website is a campaign to help tear down stigma and provide free mental health information. http://www.healthyminds.org/
Mental Health America
The country’s leading nonprofit dedicated to helping ALL people live mentally healthier lives. http://www.mentalhealthamerica.net
NAMI (the National Alliance on Mental Illness)
The nation’s largest grassroots mental health organization dedicated to improving the lives of persons living with serious mental illness and their families. http://www.nami.org/
Partnership for Workplace Mental Health – Employer Resources http://www.workplacementalhealth.org/employer_resources/business_case.aspx
Partnerships for Workplace Mental Health has a publication that provides insight to the question of how does a company change a mentally unhealthy workplace into a healthy workplace? A Mentally Health Workforce – It’s Good for Business. http://www.workplacementalhealth.org/pdf/POPartnershipBrochure05.pdf
Substance Abuse and Mental Health Services Administration (SAMHSA)
Provides information about mental health to users of mental health services, families, the general public, policy makers, providers and the media. http://mentalhealth.samhsa.gov/. SAMHSA has a Mental Health Friendly Workplace brochure which contains information and tools for human resource professionals and managers to use in developing a mental health friendly workplace. http://allmentalhealth.samhsa.gov/business_execs.html.
Works Cited
(1) Gaining a Competitive Edge Through Mental Health: The Business Case for Employers. Mental Health America. March 12, 2007(rev). <http://www.mentalhealthamerica.net/go/gaining-a-competitive-edge-through-mental-health-the-business-case-for-employers>. Last accessed April 23, 2008.
(2) Telephone Screening, Outreach, and Care Management for Depressed Workers and Impact on Clinical and Work Productivity Outcomes. A randomized Controlled Trial. Journal of the American Medical Association, Vol. 298, No. 12. 1401 -1411.
Hot
Topic: Ready Willing and Able...
What kind of employee are you looking for? A problem solver? Someone
who can bring fresh perspectives to the table? How about a person who
is able to adapt to different situations or conditions? The untapped talent
pool of individuals with disabilities of working age is approximately
21-million strong – our nation’s largest and fastest growing
minority population – and one that includes all other dimensions
of diversity. Many qualified workers with disabilities are ready, willing
and able to succeed in today’s workplace. Listed below are some
tips for including this valuable population in your workforce.
Six Steps to Integrating Your Workforce
- Commitment: Commit to employing, advancing and retaining
people with disabilities. Make workforce diversity a part of your company’s
culture.
- Recruitment: Aggressively seek job candidates with
disabilities. Inform disability-related organizations and agencies of
your job openings. Search for résumés on disability-related
websites.
- Interviewing: As you would with any job seeker,
focus on the individual’s skills, abilities and achievements.
- Accommodations: Include the employee in the process
of determining appropriate accommodations. Who knows better than the
employee what is needed to perform the essential functions of the job?
- Training: Training offered by the company should
be accessible to all employees. This includes new employee orientation,
skills improvement, career advancement training and off-site seminars.
- Awareness / Sensitivity: Educate your workforce on
topics such as interacting with individuals with disabilities, reasonable
accommodations and misconceptions about disabilities.
Making a Connection
- Contact your local One-Stop Career Center, for prescreened, job ready
applicants.
- Create partnerships with Maryland Department of Education, Division
of Rehabilitation Services and the U.S. Department of Veterans Affairs
- Check with Disability Services offices at local universities, community
service providers, and disability organizations.
- Hire students and other job seekers with disabilities in temporary,
seasonal, internship and mentoring programs. These employees will prove
themselves to be qualified candidates for your regular positions.
Every October, we recognize the contributions and skills of employees
with disabilities as the U.S. celebrates National Disability Employment
Awareness Month (NDEAM). According to U.S. Department of Labor, Office
of Disability Employment Policy (ODEP), NDEAM began as an “effort
to educate the American public about issues related to disability and
employment… In 1945, Congress enacted a law declaring the first
week in October of each year National Employ the Physically Handicapped
Week. In 1962, the word ‘physically’ was removed to acknowledge
the employment needs and contributions of individuals with all types of
disabilities. In 1988, Congress expanded the week to a month and changed
the name to National Disability Employment Awareness Month." This
year’s theme is “Workers with Disabilities: Talent for a Winning
Team.” Visit ODEP’s
website to view profiles of individuals who have benefited from “programs
aimed at eliminating the chronic underemployment of people with disabilities,
as well as employers and organizations that have successfully implemented
strategies to hire, support, empower and otherwise value employees with
disabilities.”
Resources regarding employment of individuals with disabilities:
DBTAC Mid-Atlantic ADA
Center
Voice / TTY: (800) 949-4232
Email: adainfo@transcen.org
Job Accommodation Network
(JAN)
Voice/ TTY: (800) 526-7234
Email: jan@jan.wvu.edu
Maryland Business Leadership
Network
Voice: (866) 624-3502
Email: bln@suntrust.com
Maryland
Disability WorkFORCE Information Exchange
Voice: (301) 662-0099
TTY: (301) 662-4853
Email: info@mdworkforcepromise.org
Maryland State Dept. of Education
Division of Rehabilitation
Services (DORS)
Voice: (410) 554-9385 / (888) 554-0334
TTY: (410) 554-9411
Email: dors@dors.state.md.us
U. S. Department of Labor
Office of Disability
Employment Policy
Voice: (866) 633-7365
TTY: (877) 889-5627
U.S. Department
of Veterans Affairs (VA)
Vocational Rehabilitation & Employment
Voice: (800) 827-1000
Email: vetsuccessonline@vba.va.gov
Hot Topic: Mental
Health and the Workplace
Consider the following names: Buzz Aldrin, Theodore Roosevelt, Ted Turner
and Winston Churchill, now consider this question, “If the opportunity
presented itself, would you as an employer, hire any of them?” Most
employers would welcome such talent, but what if you knew before you hired
them that they all have one thing in common…a persistent mental
illness, would your answer change? Consider what society would have been
like if these individuals and others were never given the opportunity
to work.
Myths and Facts
Mental illness is surprisingly common, affecting 1 in 4
Americans. (1) It is very likely that you know someone,
have hired someone or interact with someone on a daily basis who has a
mental illness. It is important to get the facts about mental health and
not make decisions about current or future employees with mental health
problems out of fear or misconceptions. The following are some common
misconceptions about mental illness and the workplace.(2)
Myth: Recovery from mental illness is impossible.
Fact: Mental illnesses are persistent; research has
shown that with treatment, the majority of people with illness can lead
active and productive lives.
Myth: People with mental illnesses are violent and unpredictable.
Fact: Research has found that the vast majority of
individuals with mental illnesses are no more violent than anyone else.
In fact, people with mental illness are more likely to be the victim
of violence than the perpetrator and are more likely to hurt themselves
than hurt other people.
Myth: People with mental illnesses cannot tolerate the stress
of holding down a job.
Fact: The response to job-related stress, and precisely
which factors will be perceived as stressful, varies among people with
mental illness. For all workers, those with or without mental illness,
productivity is optimized when there is a close match between the employee’s
needs and his or her working conditions. (3)
Myth: People with mental health needs, even those who have
received effective treatment and have recovered, tend to be second-rate
workers.
Fact: Studies by the National Institute of Mental Health
(NIMH) and the National Alliance for the Mental Ill (NAMI) show that
there are no differences in productivity when people with mental illnesses
are compared to other employees.
The Mental Health-Friendly Workplace
If you ask someone what the phrase “mental health” brings
to mind as it relates to the workplace, you might get the following responses:
- “burn-out”,
- dealing with employees anxiety,
- conflict resolution between employees or
- the emotional “fall-out” due to a traumatic event either
on the job or off.
A business can prevent or help resolve problematic situations similar
to those listed above by having a workplace that is mental health-friendly.
(4) What does a mental health-friendly workplace
look like? Businesses that value the health, this is not only physical
health, it includes mental health, will have policies and procedures in
place specific to mental health. According to the Substance Abuse and
Mental Health Services Administration (SAMHSA), the following is a list
of characteristics found in mental health-friendly workplaces:
- “Welcomes all qualified job applicants; diversity is
valued.
Includes health care that treats mental illnesses with the same urgency
as physical illnesses.
- Offers programs and practices that promote and support employee health-wellness
and/or work-life balance.
- Provides training for managers and front-line supervisors in mental
health workplace issues, including identification of performance problems
that may indicate work distress and possible need for referral.
- Safeguards confidentiality of employee health information.
- Provides an Employee Assistance Program or other appropriate referral
resources to assist managers and employees.
- Supports employees who seek treatment or who require hospitalization
and disability leave, including planning for return to work.
- Ensures “exit with dignity” as a corporate priority, should
it become essential for an employee to leave employment.
- Provides all-employee communication regarding equal opportunity employment,
the reasonable accommodations policy of the Americans with Disabilities
Act, health and wellness programs, and similar topics that promote an
accepting, anti-stigmatizing, anti-discriminating climate in the workplace.”
Promoting Mental Health
There are several simple and inexpensive ways to promote mental health.
These include but are not limited to the following:
- During new employee orientation have a representative from the Employee
Assistance Program (EAP) and/or have designated times for a representative
to come and speak with employees.
- Add information to email signatures that talk about mental health,
for example “Mind Your Health, learn how stress on the job can
affect you, visit www.mentalhealthamerica.net/go/may.”
- If your business has an intranet, create a link that provides information
about mental illness and resources available.
- Have a health or wellness day to introduce employees to the importance
of mental health.
- Celebrate National Mental Health Awareness Month in May and/or Mental
Illness Awareness Week in October.
- Institute training for supervisors about how to supervise in ways
to promote mental health and decrease stigma and discrimination toward
employees with mental illnesses.
- Decrease stigma and discrimination by modeling appropriate language
use (i.e. don’t use the terms “wacko”, “going
postal”, “schizophrenic”, etc. instead use person
first language, a person with depression, schizophrenia, etc). (5)
The Bottom Line
Addressing your workforce’s mental health is good for a business’
bottom line; consider the following:
- Mental health conditions are the second leading cause for absenteeism.
Stress related to the workplace causes approximately 1 million employees
to miss work every day!
- People who have untreated mental health issues use more general health
services compared to people who seek mental health care.
- Untreated and mistreated mental illnesses cost the United States $150
billion in lost productivity each year, businesses pay up to $44 billion.
- Three out of four employees who seek treatment for workplace issues
or mental health problems experience an increase in work performance.
(6)
Resources
- American Psychiatric Association’s (APA) HealthyMinds
website is a campaign to help tear down stigma and provide free mental
health information.
- Mental
Health America (formerly known as the National Mental Health Association)
is the country’s leading nonprofit dedicated to helping ALL people
live mentally healthier lives.
- NAMI (the National
Alliance on Mental Illness) is the nation’s largest grassroots
mental health organization dedicated to improving the lives of persons
living with serious mental illness and their families.
- Substance
Abuse and Mental Health Services Administration (SAMHSA) was developed
to provide information about mental health to users of mental health
services, families, the general public, policy makers, providers and
the media. SAMHSA has a Mental
Health Friendly Workplace brochure that contains information and
tools for human resource professionals and managers to use in developing
a mental health friendly workplace.
Works Cited
(1)The Numbers County: Mental Disorders In America. National
Institute of Health. 2006 (rev). <http://www.nimh.nih.gov/publicat/numbers.cfm#Intro>.
Last accessed May 17, 2007.
(2) Mental Illness and the Workplace. The Center for Reintegration. <http://www.reintegration.com/reint/employment/workplace.asp>.
Last accessed May 17, 2007.
(3) Let’s Talk Facts About What is Mental Illness? American Psychiatric
Association. November 2006 (rev). <http://www.healthyminds.org/factsheets/LTF-WhatIsMentalIllness.pdf>.
Last accessed May 17, 2007.
(4) Businesses Materials for a Mental Health Friendly Workplace: Executive
Booklet. Substance Abuse and Mental Health Administration (SAMHSA). <http://allmentalhealth.samhsa.gov/business_execs.html>.
Last accessed May 17, 2007.
(5) Substance Abuse and Mental Health Services Administration. Workplaces
That Thrive: A Resource for Creating Mental Health-Friendly Work Environments.
SAMHSA Pub. No. P040478M. <http://www.allmentalhealth.samhsa.gov/business.html>.
Last accessed May 17, 2007.
(6) Gaining a Competitive Edge Through Mental Health: The Business Case
for Employers. Mental Health America. March 12, 2007(rev). <http://www.mentalhealthamerica.net/go/gaining-a-competitive-edge-through-mental-health-the-business-case-for-employers>.
Last accessed May 17, 2007.
Hot Topic: Emotional Intelligence
and Employee Retention
Written by Michelle Day, M.A., Frederick County Workforce Services
Are your employees actively engaged in their work? Recently a Gallup
study found that only 26% of employees surveyed categorized themselves
as actively engaged in their work. Studies illustrate that there is a
direct relationship between employee engagement, leadership, and retention.
According to a 2005 survey by Career Systems International the top five
retention factors included:
- Exciting Work/Challenge (48.4%)
- Career growth/learning (42.6%)
- Relationships/working with great people (41.8%)
- Fair pay (31.8%)
- Supportive management/great boss (25.1%)
So what kind of leadership does it take to increase retention and reduce
employee turnover? Leaders and employees who have a moderate to high degree
of emotional intelligence can directly influence the workplace morale,
employee engagement, commitment, and job satisfaction. Emotional intelligence,
in general, can be defined as "the ability to process emotional information,
particularly as it involves the perception, assimilation, understanding,
and management of emotion." (Mayer and Cobb, 2000) Although there
have been variations of this definition, it is generally agreed that most
valid definitions share the same basic core concepts that include:
- Self-Awareness
- Self-Management
- Social Awareness
- Relationship Management
Spherion, a staffing and consulting firm in Fort Lauderdale, Florida,
and Lou Harris Associates, found that only 11 percent of the employees
who rated their bosses as excellent said that they were likely to look
for a different job in the next year. However, 40 percent of those who
rated their bosses as poor said they were likely to leave. People working
with good bosses and with effective leaders tend to stay in their jobs
and be productive. Similarly, bosses who possess emotional intelligence
tend to be the most effective leaders because they can provide the employee
with the direction and support needed to make their work exciting and
challenging (see the #1 retention factor listed above). With the cost
of turnover becoming increasingly important to business leaders, it has
become necessary to look at how companies can adjust their operations
in order to positively affect the bottom line. One solution worth exploring
is to examine how the presence of emotional intelligence can contribute
to your company’s bottom line.
Consider these success stories taken from the Consortium for Research
on Emotional Intelligence in Organizations and think about how your business’s
bottom line could be positively affected by an emphasis on emotional intelligence
in all levels of leadership within the company.
- At L’Oreal, sales agents selected on the basis of certain emotional
competencies significantly outsold salespeople selected using the company’s
old selection procedure. On an annual basis, salespeople selected on
the basis of emotional competence sold $91,370 more than other salespeople
did, for a net revenue increase of $2,558,360. Salespeople selected
on the basis of emotional competence also had 63% less turnover during
the first year than those selected in the typical way.
- In a large beverage firm, using standard methods to hire division
presidents, 50% left within two years, mostly because of poor performance.
When they started selecting based on emotional competencies such as
initiative, self-confidence, and leadership, only 6% left in two years.
Furthermore, the executives selected based on emotional competence were
far more likely to perform in the top third based on salary bonuses
for performance of the divisions they led: 87% were in the top third.
In addition, division leaders with these competencies outperformed their
targets by 15 to 20 percent. Those who lacked them under-performed by
almost 20%.
- After supervisors in a manufacturing plant received training in emotional
competencies such as how to listen better and help employees resolve
problems on their own, lost-time accidents were reduced by 50 percent,
formal grievances were reduced from an average of 15 per year to 3 per
year, and the plant exceeded productivity goals by $250,000.
- The most successful debt collectors in a large collection agency had
an average goal attainment of 163 percent over a three-month period.
They were compared with a group of collectors who achieved an average
of only 80 percent over the same time period. The most successful collectors
scored significantly higher in the emotional intelligence competencies
of self-actualization, independence, and optimism. (Self-actualization
refers to a well-developed, inner knowledge of one's own goals and a
sense of pride in one's work.)
Good news! Research has shown that emotional intelligence, like technical
skill, can be developed through a systematic and consistent approach to
building competence in personal and social awareness, self-management,
and social skill. Overall the presence of both cognitive and emotional
competencies is ideally present in employees and leadership. It is also
important to note that because the foundations of social and emotional
competencies are often laid down early in life and reinforced over several
years they tend to become synonymous with self-image and therefore will
need honing over time to bring about change. (2004 The Consortium for
Research on Emotional Intelligence in Organizations)
References:
- 2004 The Consortium for Research on Emotional Intelligence in Organizations.
www.eiconsortium.org.
- The Business Case for Emotional Intelligence. Cherniss, Cary, Goleman,
Emmerling, Cowan, & Adler, 1998.
- Identifying Competencies with Behavioral-Event Interviews. Psychological
Science, McClelland, D. C. 1999.
- Leadership, Emotional Intelligence and Employee Engagement: Creating
a Psychologically Healthy Workplace. Kenneth Nowack, Ph.D. 2005.
- Working with Emotional Intelligence. Goleman, D. 1998.
- Mayer and Cobb study 2000 - http://eqi.org/acad.htm#Educational%20Policy%20on%20Emotional%20Intellig
- http://www.eiconsortium.org/research/business_case_for_ei.htm
Hot Topic:
Developing the Workforce of Tomorrow
How would you describe someone who is ready to take on the responsibilities
that come along with the world of work? In 1989, the Carnegie Council
on Adolescent Development indicated five characteristics that might help
you answer this question. The Council stated that an effective human being
is one who
- is an intellectually reflective person,
- is en route to a lifetime of meaningful work,
- is a good citizen,
- is a caring and ethical individual, and
- is a healthy person (National Collaborative on Workforce and Disability
for Youth [NCWD/Youth], 2006).
Two questions might have come to mind at this point. 1) How do youth
come to possess these characteristics?, and, 2) what does this have to
do with me? If we stop to consider what we can do to help youth navigate
the day-to-day challenges life throws their way, we might soon realize
the importance of mentoring. Can the outcome be anything other than a
win-win situation when we, as mentors, provide youth with guidance, support,
and connections as they journey towards becoming productive and contributing
members of society? When we, as mentors, are able to instill in them a
sense of pride in work? When we can all share in the successes that result
from mentorship?
If you are ready to explore the concept of mentoring, let us begin with
a brief look at some successful mentoring models. One-to-one mentoring
pairs one adult with one young person. A relationship builds and strengthens
between the two, and the mentoring often lasts for years to come. Peer
mentoring does not necessarily refer to the age of those involved. It
could be that the adult and the youth share a common life experience,
such as a disability. In this situation, the mentor provides support and
advice along with the sharing of personal lessons learned. Group mentoring
matches one or more adults with several young adults. Examples of this
arrangement are often seen in work-based mentoring programs offered through
local school systems. E-mentoring is a rather new concept, where the youth
and the adult correspond via the internet, with occasional face-to-face
interactions (NCWD/Youth, 2006).
Regardless of which model is used, career-focused mentoring strategies
incorporate the importance of appropriate attitudes, skills, and behaviors
that lead to success in the workplace. Paving the Way to Work,
a guide developed by the National Collaborative on Workforce and Disability
for Youth (NCWD/Youth), suggests the following strategies when mentoring
for career preparation:
- Promote career exploration activities and tools.
- Provide information on networking in a particular field.
- Promote activities to support career goal setting and planning.
- Provide information on job shadowing, workplace visits, and tours.
Paving the Way to Work also suggests mentors 1) provide supports
that help youth develop an understanding of the world of work, 2) identify
work readiness skills, 3) identify strategies to complete educational
requirements or training, and 4) identify individual strengths and potential
opportunity for meaningful work (NCWD/Youth, 2006).
Mentoring experiences are beneficial to all youth, especially those with
disabilities. Such programs provide opportunities that this particular
population might not otherwise receive. Additional advantages experienced
by mentees with disabilities include changes in attitudes regarding education,
which oftentimes results in improved academic performance and increased
pursuit of higher education. Improved communication skills, career awareness,
social opportunities, and gaining a real understanding of the adult world
and adult responsibilities are other benefits garnered by the mentee.
Mentors express personal and professional satisfaction from participating
in a mentoring relationship. Feedback regarding the experience often indicates
improved interpersonal skills, recognition by peers, and a better understanding
of teen and societal concerns. The organization that offers mentoring
opportunities also realizes positive gain. Right off the bat, it has access
to a pool of up-and-coming talent. This young talent, which the business
helps shape by providing positive role models, may soon be an employee
rather than a mentee (NCWD/Youth, 2006). Leading businesses understand
the benefits derived from a diverse workforce – a workforce that
provides variety in terms of perspectives and experiences that add to
the success of the business. Including youth with disabilities in a mentoring
program complements the company’s larger diversity initiative.
By participating in Disability Mentoring Day, you could positively influence
the career path of a young adult who is interested in pursuing a career
with your company. Visit www.dmd-aapd.org
to learn more about October 17, 2007, the official date on which you could
play the important role of mentoring a youth with a disability. Browse
through the highlights and testimonials, and you will read examples of
how we all benefit from the mentoring experience. The young people we
mentor today are the workforce and leaders of tomorrow.
Resources for businesses interested in mentoring youth with disabilities:
National Disability Mentoring Day, sponsored by the American Association
of People with Disabilities, is designed to encourage career exploration
for young adults with disabilities. Visit www.dmd-aapd.org
to learn more about this initiative and to find out how you can participate.
Disability Mentoring Day (DMD) is an annual event that brings together
youth, the local business community, and vocational rehabilitation service
providers. See Maryland’s Division of Rehabilitation Services’
website for coverage
of DMD events from the past few years.
The National Center on Secondary Education and Transition (NCSET) has
published a brief entitled Creating Mentoring Opportunities for Youth
with Disabilities: Issues and Suggested Strategies. The publication
is available for download on the NCSET
website.
The National Collaborative on Workforce and Disability for Youth develops
initiatives and provides resources and valuable information about employment
and youth with disabilities. Paving
the Way to Work, the publication referenced in this article,
is available for download on the NCWD-Youth website.
The U.S. Business Leadership
Network promotes best practices regarding employment of individuals
with disabilities. Through membership in local chapters, businesses learn
from each other how to best recruit and market to the disability community.
The Virginia BLN’s publication Why
is Workplace Mentoring Important? is available for download.
The U.S. Department of Labor, Office of Disability Employment Policy
(ODEP) develops programs and resources to assist businesses in the employment
of individuals with disabilities. Visit ODEP’s
Publication page to view the fact sheet Cultivating Leadership:
Mentoring Youth with Disabilities.
References
National Collaborative on Workforce and Disability for Youth. Paving the
Way to Work: A Guide to Career-Focused Mentoring. (2006). (2.5, 1.3, 2.4,
1.7).
Hot
Topic: Talent Outside Traditional Groups - Individuals with Disabilities
and Older Workers
There are 78 million people who fit the classification of “baby
boomer”. According to the Department of Labor’s Bureau of
Labor Statistics (BLS), by 2014 more than 1 in 5 workers will be 55 or
older. What untapped resources can businesses look to for filling the
gap that will be left when the baby boomers retire? Hiring individuals
with disabilities and retaining your older workers are two ways to fill
this need.
There are several reasons why companies should look to individuals with
disabilities as a source to fill the gap that the retiring baby boomers
will leave. First, there are approximately 54 million individuals with
disabilities in the U.S. and only 55.8% (U.S. Department of Labor, Office
of Disability Employment Policy) of those individuals are employed.
Second, businesses that have tapped into this underused talent, have
found that individuals with disabilities add value to their workforce.
For example, over the last decade and a half, Pizza Hut has employed thousands
of individuals with disabilities and has found that turnover is approximately
100 percent less as compared to new hires without disabilities. Pizza
Hut has been able to save millions of dollars because of this low turnover
rate as well as the millions of dollars the company has received by using
federal tax credits for hiring individuals with disabilities. IBM has
found that actively recruiting individuals with disabilities increases
the talent pool, which in turn enables the company to produce the best
products and allows it to come up with fresh ideas and viewpoints.
Third, the most common worries businesses have about hiring individuals
with disabilities are myths. Most companies worry that individuals with
disabilities will be less productive and reliable and will increase their
health care costs due to increased usage. In a 30-year study, DuPont found
that employees with disabilities have above-average records in job performance,
attendance and safety. The Hartford, a Connecticut disability insurer,
indicates that once a disability is acquired, there is no difference in
medical utilization when you compare individuals with disabilities and
without.
Some experts caution that the effect of the baby boomers retiring may
not have as much impact on all industries as the media would lead the
public to believe. AARP research (2003) found more than two-thirds of
50 to 70 year old workers plan to work into their retirement years or
never retire. This figure may have businesses breathing a sigh of relief,
but consider this: McKinsey & Co., a consulting firm, reported that
40% of retirees were forced to stop working earlier than they had planned,
due to health problems or job loss. Only 13% of baby boomer retirees who
were expecting to work past 65 have actually been able continue working.
It makes good business sense to accommodate your aging workforce for several
reasons. First, according to an AARP commissioned report, “Replacing
an experienced worker of any age can cost 50 percent or more of the individual’s
annual salary in turnover-related costs.” Second, the knowledge
and skill level of older workers is invaluable to a business. Third, the
most common myths about older workers are they are less productive, less
healthy, and will not be around as long as their younger counterparts.
In a March 2006 article in Workforce Management these were rebutted with
the following. Younger workers do tend to work faster, but they also make
more mistakes than older workers do. When the assignment involves thoughtful
conclusions and smart solutions, older workers outperform their younger
counterparts. Older workers will have health problems due to their age,
but younger workers have been found to hurt themselves on the job more
and have more absences due to illness than older workers. Younger workers
tend to job hop more frequently than older workers, The average 20 to
30 year old changes jobs every three years while the average 40-year-old
changes jobs approximately every 15 years. A business may get more years
back by retaining and investing in older workers.
It makes sense for a business to consider both of these groups as talent
pools for the future. A business may need to make some changes in its
policies, i.e. flexible work schedules, use of technology, job sharing,
etc, to accommodate the unique needs of both of these groups, but in the
long run, looking for talent outside the traditional groups may be what
is needed to avert a shortage in the workforce.
Resources:
AARP’s website has a resource center for businesses. Topics include
recruitment, retention strategies, benefits, workforce trends, workplace
law and best employers program. AARP’s website is www.aarp.org.
Experience Works assists low-income older workers to gain employment
in their local communities. Businesses can work with Experience Works
to find qualified older workers. For more information or to locate your
local Experience Works program, visit www.experienceworks.org.
The Job Accommodation Network (JAN) is an excellent source of information
for job accommodation suggestions and/or technical assistance. JAN’s
website is www.jan.wvu.edu.
Each state has its own Vocational Rehabilitation (VR) offices that assist
individuals with disabilities in finding and retaining employment. To
locate your local VR office, visit www.jan.wvu.edu/sbses/vocrehab.htm.
References:
U.S. Department of Labor’s Office of Disability Employment Policy
www.dol.gov/odep
Workforce Management Articles
www.workforce.com
Age Wave: Adapting to Older Workers, March 27, 2006, pp. 32-36. Hiring
Without Limits, June 2004, pp. 53-58.
They’ll Just Keep Going, and Going, and Going…, October 9,
2006, p.26.
Think Twice: Disabling Some Old Stereotypes, August 2002, p. 88.
Hot Topic: Diversity in the Workplace
Take a look at your workforce. Take a look at each individual’s
distinct experiences, qualities, skills, personality and background. With
these measures alone, your workforce represents a collection of unique
individuals. What about education? Origin? Religion? Marital and/or parental
status? Now bring in to the equation gender, race, age, and ethnicity.
What do you have? An even greater mix of individuals with the ability
to provide their own perspectives and experiences to the success of your
business. What you also have is a workforce that mirrors the customers
you serve and the communities where you do business. Your diverse workforce
represents a powerful force; a force that values, respects and appreciates
individual differences; a force that represents buying power from all
walks of life; a force that works with you to achieve your business goals.
You can increase the diversity of your workforce, and thereby increase
your customer base, by including individuals with disabilities. The U.S.
Department of Labor, Office of Disability Employment Policy (www.dol.gov/odep)
indicates, “Perhaps more than any other group of people, individuals
with disabilities have the ability to adapt to different situations and
circumstances. As employees, they add to the range of viewpoints businesses
need to succeed, offering fresh ideas on how to solve problems, accomplish
tasks and implement strategies. Hiring people with disabilities can positively
impact a business’s bottom line.” It is estimated that Americans
with disabilities represent more than $200 billion in discretionary spending.
You can enhance your competitive edge by taking steps to ensure that Americans
with disabilities (nearly 21 million working age individuals) are integrated
into your workforce, which will thereby integrate them into your customer
base.
According to Rob McInnes of Diversity World (www.diversityworld.com)
“…it is clear that the greatest benefits of workforce diversity
will be experienced, not by the companies that have learned to employ
people in spite of their differences, but by the companies that have learned
to employ people because of them.
You can learn more about hiring individuals with disabilities by visiting
the following websites:
Maryland Department of Disabilities
Website: www.mdod.maryland.gov
Maryland State Department of Education
Division of Rehabilitation Services (DORS)
Website: www.dors.state.md.us
U.S. Business Leadership Network
Website: www.usbln.com
U. S. Department of Labor
Office of Disability Employment Policy
Website: www.dol.gov/odep
Hot
Topic: Behavioral Interviewing as a Successful Retention Tool
Written by Michelle Day, M.A., Frederick County Workforce Services
Recently Jim Collins, author of “From Good to Great, Why Some Companies
Make the Leap….And Others Don’t” argues that the old
adage “People are your most important asset” is wrong. People
are not your most important asset. The right people are. Have you ever
hired someone who interviewed well, but proved to be a disappointing performer?
Behavioral interviews are based on the premise that past behavior predicts
future behavior. This comprehensive process uses carefully structured,
in-depth questions to gather and evaluate information on a candidate's
experience and skills. This technique helps predict employee performance
and reduce subjectivity when making a selection.
Statistics show that behavioral interviewing is five times more accurate
than the traditional interview style for choosing the right candidates.
Utilizing proper interviewing and selection techniques can save your organization
hundreds of dollars per year. It will also help you avoid other outcomes
of mis-hires including low employee moral, poor productivity, lost customers,
and reduced profit margins.
In a knowledge economy, people and their ideas power corporate success;
to tap this success, 90 percent of the Fortune 500 uses behavior-based
interviewing. "There are several reasons why behavior-based interviewing
has become a core element of most selection systems, including ease of
understanding, prediction of job performance, flexibility, and efficiency,"
says Scott Erker, vice president of selection solutions for Development
Dimensions International (DDI), a global human resources consultancy.
Global human resources consultancy DDI uses a behavior-based selection
process to identify high performers. Using DDI's process, clients report
that more than 75 percent of their new hires are considered above-average
performers.
Below are seven areas and examples of behavioral interview questions
to consider during your hiring process.
Communication
- Give me a specific example of a time when a co-worker critized your
work in front of others.
- How did you respond?
- How has that event shaped the way you communicate with others?
- How do you ensure that someone understands what you are saying?
- Tell me about a time in which you had to use your written communication
skills in order to get across an important point.
Decision Making
- Give me an example of a time you had to make a difficult decision.
- Describe a specific problem you solved for your employer.
- How did you approach the problem?
- What role did others play?
- What was the outcome?
- Give me an example of when taking your time to make a decision paid
off.
Initiative
- What did you do to prepare for this interview?
- Give me an example of a situation that could not have happened successfully
without you being there.
Planning and Organization
- Describe a situation when you had many projects due at the same time.
- What steps did you take to get them all done?
- How do you determine priorities in scheduling your time?
- Give me an example.
Flexibility
- Describe a time where you were faced with problems or stresses that
tested your coping skills.
- Describe a time when you put your needs aside to help a co-worker
understand a task.
- How did you assist them?
- What was the result?
Leadership
- Tell me about a time when you influenced the outcome of a project
by taking a leadership role.
- Give me an example of when you involved others in making a decision.
Time Management
- Tell me about a time when you failed to meet a deadline.
- What things did you fail to do?
- What were the repercussions?
- What did you learn?
- Tell me about a time when you were particularly effective on prioritizing
tasks and completing a project on schedule.
References:
Frederick County Workforce Services
www.bls.com (Bureau of Labor Statistics)
Kansas State University, Career Development Center
HRO Today http://www.hrotoday.com
Development Dimensions International www.ddiworld.com
Hot Topic: Strategies for Improving
Healthcare Worker Retention
Written by Michelle Day, M.A., Frederick County Workforce Services
Less than four years from now, by 2010, the U.S. Bureau of Labor Statistics
forecasts that health workforce retirees will outnumber entrants by 13,800
per day. Registered nurses are the number one in-demand healthcare occupation
in Maryland, according to a May 2004 report from the Maryland Higher Education
Commission and the Department of Labor, Licensing, and Regulation. Recruitment
of qualified healthcare workers is undoubtedly a major challenge, not
only in Maryland, but also throughout the nation. But how do businesses
address the issue of retaining the healthcare employees that they currently
do have? Below are several methods that have proved to be successful in
retaining employees in the healthcare industry.
- Exit Interviews – Consider finding out why employees leave
in the first place. Exit interviews can provide crucial information
on the experiences of your employees. Effective exit interviews can
possibly reveal an opportunity to retain an employee. For example, you
may find that an employee had concerns that were never brought up before
but could be handled easily leading to a resolution that could affect
his/her decision to stay.
- Training* – Ongoing education and training should not be underestimated
as a retention tool. According to the Joint Commission on Accreditation
of Healthcare Organizations (JCAHO):
“Considering the pace at which new drugs, procedures and technologies
are being introduced, hospitals can ill afford - on a patient safety
basis alone - to under fund these critical education and training needs.”
- Effective and Inspiring Leadership - Stress and working in a fast
paced environment are both ubiquitous characteristics in the healthcare
field. When polled, most employees name poor leadership or poor management
as one of the key factors in leaving their position. Facilitating purposeful
work is critical among supervisors, not only in the healthcare field,
but also across all industry lines. Baptist Hospital Northeast in Lagrange,
Kentucky reported:
“Front-line manager training is important because the hospital
believes that a well-trained manager will make all employees perform
at a higher level. The hospital also is focused on constantly improving
its service to patients and employees. Because of these efforts, the
hospital has seen a reduction in the use of agency staff and turnover,
a nurse-to- patient ratio of one-to-six, a near zero vacancy rate, and
employees who work together closely.”
- Recognition - In "First, Break All the Rules," author Marcus
Buckingham challenges us to think about what matters to employees. Many
employees should ask themselves, "In the last seven days, have
I received recognition or praise for doing good work?" The answer
should be ‘yes.” Employers that offer interesting work,
regular recognition and rewards, and opportunities for quick advancement
are the most popular targets for job seekers, according to the findings
of a global recruitment survey released in August, 2006 by Accenture,
global management consulting, and outsourcing company. In fact, Accenture’s
survey of over 4,000 job seekers showed that 58% named rewards and recognition
as a top feature with “challenging and interesting work”
as number one. The bottom line: recognition and reward systems can offer
a low cost and effective method of retention.
The driving force behind many people who enter the healthcare field is
the desire to help. Similarly, business, education and workforce development
professionals care about the current trends and future development of
a healthcare workforce and recognize it is essential to work together
to provide solutions to the workforce shortage.
*For more information on grants available for training and educating
your current workforce please contact Frederick County Workforce Services
at 301.600.2255.
References:
Maryland Department of Labor, Licensing, and Regulation (DLLR)
U.S. Bureau of Labor Statistics
www.accenture.com
Joint Commission on Accreditation of Healthcare Organizations |
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