/pdf/statedata-the-national-report-on-employment-services-and-3mdnbefcch.pdf

StateData: The National Report on Employment Services and Outcomes, 2012

Introduction Many people with disabilities want to work, but face employment barriers that have resulted in dismal employment rates. Successfully employed people with disabilities have valuable experience that can help others seeking employment, yet research literature provides little information about their strategies for discussing disabilities with employers and negotiating the hiring process. Method In five focus groups, 41 people competitively employed for at least 5 years discussed employment experiences related to their varied disabilities. The sample excluded people in disability-related jobs or self-employed. Data were coded and analyzed using a grounded theory method. Results Disclosure and discussion decisions were influenced by the nature of disability (visible, hidden, stigmatized, multiple), whether and when people needed accommodations, and the perceived “disability-friendliness” of organizations. Qualitative data analysis suggested guidelines for whether, when, and how to discuss disability, while acknowledging the complexity of decision-making depending on workplace culture and personal choices. Interview strategies included ways to emphasize strengths, gather information about duties and work environment, handle inappropriate questions, and address unspoken employer concerns. Participants gave disability-specific advice to help job-seekers balance their abilities and interests, and use networking and other approaches to find favorable opportunities. Concluding that people with disabilities must work harder than others to get a job, they described approaches and tools to help others achieve success. Conclusions Findings suggest approaches to assist job-seekers to make decisions about disclosing or discussing their disability, present themselves in a straight-forward, disability-positive manner, and find satisfying work based on their skills and interests.

Getting Hired: Successfully Employed People with Disabilities Offer Advice on Disclosure, Interviewing, and Job Search

This study investigated the impact of disclosure of invisible disabilities (physical and psychiatric) within the employment interview process. Both the type of disability and the extent of disclosure were manipulated in an analogue experimental design. Employers (N = 60) were exposed to a short interview vignette of a potential candidate and were then asked to make a hiring decision and rate the candidate's employability. The results indicate a significant effect for disability type, with employers rating the candidate with a physical disability significantly higher than the candidate with a psychiatric disability. The findings indicate no significant effects for extent of disclosure; for the interaction of disability and extent of disclosure on employability; and for type of disability, extent of disclosure, and the interaction of disability and extent of disclosure on hiring decision. Implications of the study findings for persons with disabilities and rehabilitation counselors are discussed.

Invisible disability disclosure in an employment interview: Impact on employers' hiring decisions and views of employability.

Objective: This study identifies patterns and correlates of disclosure among professionals and managers with serious psychiatric conditions. Design: A national mail survey of such respondents was conducted. Results: A large proportion (87%) of study participants reported having disclosed their mental illness. About half of the disclosers reported unfavorable circumstances leading to disclosure while one third disclosed when they felt comfortable. Most frequently, respondents disclosed to supervisors; one third made their disability known when applying for the job. About half of the respondents had no regrets about disclosing. Multivariate analysis showed that correlates with the occurrence, timing, and choice of disclosure converge around constructs related to job confidence, empowerment, and recovery. We also describe those who chose not to disclose. Conclusion: Higher rates than previously reported and better experiences with disclosure were evident and may be related to this population's greater recovery as well as to occupational factors.

/pdf/patterns-and-correlates-of-workplace-disclosure-among-59si1vt8mc.pdf

Patterns and correlates of workplace disclosure among professionals and managers with psychiatric conditions

The Americans with Disabilities Act (ADA) of 1990 protects people with disabilities from employment discrimination. Under the ADA, employers must accommodate the known disabilities of a qualified employee or applicant. For persons with psychiatric disabilities, which are often invisible, the individual is required to make a conscious decision regarding disclosing their disability to an employer. The decision to disclose is very complex because the person needs to consider the possibility of confronting stigma and negative stereotypes. A qualitative study including a focus group and individual interviews was conducted to gather data from people with psychiatric disabilities/labels regarding employment disclosure. Major findings include the significant impact of disability identity (does the participant think they have a disability), and the importance of appropriate job matching as a disclosure strategy.

Perspectives of people with psychiatric disabilities on employment disclosure.

Employment is the first question we ask about most adults in society. In part, every adult is defined by their contributions, their work. Even as employment for people with intellectual and/or developmental disabilities has gained attention, there has been a growing awareness that the labor force participation rate for this population has remained flat (Butterworth et al., 2011). Although there is variability across states, there is an absence of a clear message at state and national levels regarding employment of persons with disabilities. This has resulted in inconsistencies in employment policies, practices, and procedures. There are, however, an increasing number of states that are taking notice of this and seeking to develop a clear message that employment for persons with disabilities must be a priority (Hoff, 2011). Some state developmental disabilities agencies have embraced a presumption of employability or the option of employment for all persons with disabilities. This is clearly seen in the efforts of the State Employment Leadership Network (SELN), a network of 23 state developmental disability agencies sponsored by the Institute for Community Inclusion and the National Association of State Directors of Developmental Disability Services (http://www. communityinclusion.info). These state efforts have often been framed under the umbrella of Employment First. Employment First, reflecting a series of policies, practices, and procedures based upon a collection of guiding principles, is leading states and providers to the adoption of service delivery strategies for persons with disabilities, including those with the most significant disabilities, that lead to systemic change and competitive integrated employment. The main point about Employment First is that employment should be the very first option offered to any adult with a disability, before any kind of nonemployment option. There are currently over 25 states that are focused at some level on the concept of Employment First (Hoff, 2011). In some cases, the focus is specifically on individuals with intellectual and/or developmental disabilities, while in other cases this effort is cross-disability. Some of these efforts have been spearheaded by public systems, and in other cases have been grassroots in nature, with advocates pushing for changes in policies and practices that prioritize community employment. Central to Employment First are the establishment of clear public policies (e.g., legislation, policy directives that prioritize community employment. To date, approximately 10 states have such policies in place. As in all major systemic change efforts, there are a set of guiding principles that help shape these change efforts. For Employment First these guiding principles are being discussed by a wide array of people in policymaking, self-advocacy, and practitioner roles. Although there is not always consensus, these principles include:

Employment first: a beginning not an end.

This article presents the authors' suggestions on practical marketing, job development, and accommodation techniques as well as pitfalls to avoid in helping people with psychiatric disabilities find employment and careers in the community. The article also presents the theoretical underpinnings for the concrete “How To's” offered. Concepts discussed include identifying the customer, taking a “feature-benefit” and a customer service approach to marketing, creating a decision tree for disclosure of disability, and outlining effective strategies for countering objections raised by employers.

JUST DOING IT: Helping People with Mental Illness Get Good Jobs

Funding is a central tool for improving the quality and range of employment service options While outcome-based funding models are more common in the Vocational Rehabilitation system, there is a need for funding structures in intellectual and developmental disabilities (IDD) service systems that signal a clear preference for high-quality, cost-effective integrated employmentoutcomesInanenvironmentofincreasingfiscaldemandsandlimitations,andexpansionofself-directedservicesand individualized budgeting, state IDD systems must engage in rate-setting and funding discussions that are rooted in their priorities and long-term goals This paper explores rate-setting methodologies, rate structures, and incentives for integrated employment, and the relationship between funding, policies, and priorities A detailed analysis within five states yields lessons for other state IDD systems as they contend with evolving funding structures that respond to fiscal pressures and demands Implications include the need for funding to be seamless, goal-focused, and connected to and consistent with larger systems strategies

Employment funding for intellectual/developmental disability systems

Service providers for clients with disabilities face an abundance of underlying challenges as they address community employment opportunities. Employment for people with disabilities in integrated community settings (i.e., in jobs at or above minimum wage, working alongside co - workers without disabilities) has seen major growth in the last several years. Multiple benefits of community employment, including individual earning power, cost - effectiveness, positive employer perceptions of workers with disabilities, decreased dependence on public assistance, and personal satisfaction have accrued to both people with disabilities and society at large (Kregel & Wehman, 1997). Despite this progress, unemployment rates for people with disabilities remain unacceptably high. Improvements in employment outcomes, in many ways impressive over the last 10-15 years, have not significantly increased for the majority of citizens with serious disabilities (Louis Harris and Associates, 1998; Fesko & Temelini, 1997). Although the percentage of people with disabilities who are unemployed varies depending on the definition of disability and other variables, it is generally accepted that the rate is roughly 60% to 70% (Fesko & Temelini, 1997; Louis Harris & Assoc., 1998). In spite of the large quantity of resources put into supported community employment over the last decade in the U.S., much remains undone (Mank, 1994; McGaughey, Kiernan, McNally, Gilmore & Keith, 1994). Many programs and models considered "exemplary" have achieved paltry results in terms of jobs, hours worked, and wages (Bond & McDonel, 1991; Mank, 1994; Vandergoot, 1987). Seventy percent of the approximately 1 million individuals served by day and employment services nationally spend their days in facility-based programs, and not in the community (Gilmore, Schalock, Kiernan, & Butterworth, 1997). Programs funded to help people with disabilities get community jobs often have low placement rates, and even individuals who obtain employment through the efforts of these service providers are often under-employed (Kiernan, Gilmore, & Butterworth, 1997; Mank, 1994). So, while progress has been made, much still remains to be done in the field of services for people with disabilities before the vast majority of individuals are working in jobs of their choosing that provide financial independence and self-fulfillment. Employment is one of the primary mechanisms for participation in our society, and employment not only allows people with disabilities to meet their material needs, but many non-material ones, such as friendship, support, and personal growth. Also, since employment is one of the primary mechanisms for societal participation, it is only when people with disabilities are employed in significant numbers in the community that the stereotypes, ignorance, prejudices, and outright fear of people with disabilities that is often displayed by the general public, will be overcome. Therefore, studying the components of the process that leads to this significant change in people's lives, as presented in the following sections, is essential for policy makers, funding agencies, and researchers. The organizational change model cited by Gold, Van Gelder, Schalock (in press) has three elements. These include: a commitment to change; producing change; and maintaining change. This article focuses on the first two elements, specifically examining catalysts for the change process (commitment) and processes and factors involved in organizational change (producing). While the maintenance of change is crucial in the long run, this article limits itself to issues in the initiation stages of the change process, since the concept of "conversion" to community employment still remains an elusive one for most service delivery systems. The private, for-profit business community has also experienced dramatic changes over the last decade in its structure and management, so this article attempts to weave themes derived from the business literature in tandem with those elicited from the rehabilitation literature specific to "conversion" to community employment. …

Organizational Change for Community Employment

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