Creating A Different Mind Set for Business Development!

Howard Green, Deputy Director Corporate Programs

30 year-old non-profit focused on increasing employment opportunity and economic self-sufficiency for the 29 million working-aged Americans with disabilities.

National Organization on Disability

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Only 21% of Americans with disabilities are employed, vs. 59% of those withoutKESSLER-NOD 2010 EMPLOYMENT SURVEY, BY HARRIS INTERACTIVE

NOD’s innovative approaches to disability employment are in five key areas

Wounded Warrior Careers: Helping severely injured veterans transition into work

Start on Success: Career opportunities for high school students with disabilities

Bridges to Business: Assist companies build an inclusive workforce for people with disabilities

Kessler / NOD Surveys, by Harris Interactive: Delivering data on disability

CEO Council: A forum for corporate leaders seeking to diversify their workforce

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Employment is the leading gap for people with disabilities as it relates to quality of life

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2010 NOD/Kessler Gaps Survey

Trend

Qualify of Life Indicator PWD % PWOD % Gap Size %

Employment 21 59 38

Internet Access 54 85 31

Satisfaction with Life 34 61 27

Going to Restaurants 48 74 27

Financial Situation 58 34 24

Poverty 34 15 19

Transportation 34 16 18

Socializing 79 90 11

Health Care 19 10 9

Attendance at Religious Services 50 57 7

Education 17 11 6

Access to Mental Health Services 7 3 4

Political Participation 59 59 0

New

New

New

Gap has been decreasingGap has been increasing

The Gap is unchanged

Kessler/NOD/Harris Poll - 2010

Meet Celia

• How would you describe Celia:

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Now, describe Celia…

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What do think of this resume?

• B.A Mathematics –June 2007• B.A Economics – June 2007 ( Honors)• M.S Mathematics – January 2010• Work Experience

– Hamilton Lane Advisors –Summer Intern (May-August 2006

– Statman Analyst Research Intern – Feb,2010-June2010– Blackfeather Enterprises LLC (telecommute) July-August

2011– Skills- C++ Perl, Python, VBA, MATLAB, SPSS, AMOS,

SRATA,LATEX, LexisNexis, Access, SQL, MySQL, Power Point, Excel, ASP, Ajax PHP

– Certification – CMFS, Six Sigma Green Belt Lean/DFSS– Senior Class Treasurer 7

• OVER PAST FIVE YEARS THIS CANDIDATE HAS…– TWO DEGREES– APPLIED FOR SEVERAL HUNDRED

POSITIONS– 100 INTERVIEWS(HOURS OF

APPLICATIONS WORK)– NOT A SINGLE JOB OFFER– BUSINESSES AND GOVERNMENT

• Lack of exposure to disability• Lack of internal structure from

businesses to move candidates with disabilities beyond the initial interview.

• Outside placement groups unable to help.

Meet the candidate…

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James Brady

“One of the great obstacles faced by employers

when diversifying their workforce is the difficulty

in sourcing candidates with disabilities with the

required skill sets necessary to fill entry- level to

mid-level positions.”

~ Todd Harbaugh, EVP and COO Sam’s Club North America

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What do employers say about hiring people with disabilities?

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Increase Hiring of People with Disabilities with improved candidate sourcing

Increase Retention Rates by creating an inclusive environment

Ensure Advancement Opportunities

Bridges to Business: Goals

…beginning with employer needs

OFCCP proposes hiring goal for talent with disabilities – the race is on to find that talent pipeline!

• Impacting Federal contractors and subcontractors with contracts of $50,000 or more• 7% of all staff (starting with new hires) should be employees with disabilities• New Recruitment Efforts (document & report)

– List all job openings with the nearest Employment One-Stop Career Center; – Enter into a linkage agreement with the nearest State Vocational Rehabilitation

Agency or local organization listed in the Social Security Administration’s Ticket to Work Employment Network; and

– Establish an additional linkage agreement with at least one disabled veterans’ service organizations listed

• Self identification & Data Collection– When applying for a position;– After an offer is received, but before employment begins; and– Annually, for all employees– Five year retention reporting requirements

• Record Keeping– Annually evaluate physical and mental qualification standards and compliance with

utilization goals. Personnel involved in recruitment, hiring, promotion, disciplinary and related processes must be trained annually and the contractor must keep records on annual training related to disability hiring

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Yet, to increase employment of people with disabilities we need to focus on two customers

Customers Descriptions

1 People with Disabilities Assist people with disabilities to gain access to work opportunities!

2 Businesses Assist businesses with recruiting, hiring & retaining homeless and veterans with disabilities in employment!

In order to successfully manage both relationships you need a strong connection and understanding of employer workforce needs and wants

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Doing Business the old way….

One Person/One Job

Low Expectations for candidates

Not Able/ Willing to managerelationships

Not Tracking the Right Info

A candidate is placed

Loader

Cashier AnalystBIZ

The Job Placement Model

The job placement model typically identifies a single employer and matches a single candidate or multiple candidates of the

same skill set13

Doing business the new way…

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A Candidate Pipeline is Developed

PWD

PWD PWD

PWD

PWDPWD

BIZ

BIZ

BIZ

BIZ

The Business Development Model allows for a systematic approach of building relationships with many businesses which can result in

many job opportunities

1. Marketing /Business Development & Relations – (See the employer as a customer)

2. Identify Business Needs and Learn their Culture

3. Implement a Strategy to Meet Business Needs

4. Maintain Networks with Business

The Business Development Model

Working with employers you need to focus on their business objectives

Common Objectives Description/Goals Near Term Goals

Process Improvements

Implement process improvements and reduce variability

Move from one size fits all to tiered delivery to better support business needs.

Improve quality of hire by measuring the “talent match”

Identify new skill-sets Identify sources for talent Build relationships with new

talent channels

Growth/ Expand Market Share

Expand to markets where the organization doesn’t currently have a presence

Increase operations staff by 20% to meet the needs in new markets

Align staff against new markets and determine talent gaps

Explore new and creative technology

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SAMPLE: Business Objectives

The common denominator in most business objectives is –the people – businesses need to ensure they have the right person, for the right job, in the

right place to ensure they can meet their objectives

Understanding business objectives is at the heart of the Bridges to Business model

Employer as Business Partner

Assess & Align with business

objectives

Business Relationship Management

Utilize Local Resources (one stops,

VR)

Metrics

Identify employer needsEstablish/continue relationship

Learn about their businessWhat are they doing in the

next 6-18 monthsIdentify how you can help

Tell them how you can help Outline what you can do Follow up early and often

If you can’t deliver what they need – utilize your networkDeliver what you promised!

Measure your successesAsk for feedbackChange course as needed

Bridgesto

Business

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Bridges Demonstration

Improve connections between employers, service providers and sourcing agencies

Demonstrations with Lowe’s, Sam’s Club, ADP, Aetna and Sodexo

The IssuesMost employers don’t

identify people with disabilities as a ready source for talent

Those that do – do not know where to find them

Employers find the public disability employment system confusing

Service providers do not speak the language of employers and use different success metrics

Bridges to Business: A business-driven initiative to build a more inclusive workforce

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Current StateLimited “demand side”focus and impact

Future StateHiring people with

disabilities is “business as usual”

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Why is the Bridges to Business Model needed?

Company Quotes/Feedback

Employer #1 “I wanted to hire workers with disabilities and agreed to work with a local agency but it took too long for them to find any candidates.”

Employer #2 “I wish I had a real community partner who understood my needs and wanted to meet my objectives --- not theirs!”

Employer #3 “ It seems my company has to go looking for the partners in the community, and it is confusing. It would be nice to work with one organization that would manage this for us.”

Employer #4 “I expect more people with disabilities could secure employment if more programs worked together.”

Employer #5 “We worked with an agency but they couldn’t deliver the talent and when we expressed frustration, they said they couldn’t really help us and then we never heard from them again.”

Employer #6 “Help, where do I start? I need help navigating the system.”

Employer Feedback

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Know what you need – know what you can offer: Questions to ask…

• Demand (Employer) Side: Do they have a diversity plan & does it

include disability? Do they have a disability program & is

someone assigned to manage it? Do they set targets to hire candidates

with disabilities? Do they have an accommodation policy

& is it centralized? Do they offer training on disability to

their employees? Do they have a community partner(s)

to help with sourcing positions? Is the partnership working & reaping

benefits Do they track things like production,

retention, cost per hire, safety etc?

• Supply (Service Provider) Side: Do they have a strategic plan for addressing

business needs?

Do they have a data base to track their business relations? Do they track their success and offer to track information for the business?

Do they offer disability training?

Do they assign a business manager to the business?

Do they have resources & networks beyond their organization.

Do they have a pipeline of candidates to meet the appropriate needs of a specific business?

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