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How to Attract and Hire Talented People with Disabilities

AMACOM,

15 minutes de lecture
10 points à retenir
Audio et texte

Aperçu

Disabled individuals often make the best employees.

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Editorial Rating

7

Qualities

  • Applicable

Recommendation

Companies that avoid hiring disabled workers miss a golden opportunity to improve their workplace. Often, disabled employees prove to be tough-minded problem solvers who have learned resiliency. Appreciative of the chance to work for their employers’ trust, employees with disabilities seldom leave their jobs and so help their companies minimize turnover rates. People with disabilities often possess great character and a strong work ethic. In many cases, they have had to strive more than others to achieve their training and education, and so prove to be superior in their chosen fields. This informative, straightforward guide covers all pertinent legal questions about interviewing and hiring disabled people, dispels numerous myths and prejudices, and offers hardheaded practical advice. getAbstract recommends editor Jim Hasse’s insights about recruiting and managing this talented but underused labor pool.

Summary

People with Disabilities Make Great Employees

According to the US Census Bureau, only 37.7% of Americans with disabilities have jobs, compared to 79.7% of individuals without disabilities. The National Council on Disability reports that the biggest reason US companies cite for not hiring disabled workers is a “lack of qualified applicants.” Yet many disabled people are fit to work, though firms often avoid hiring them because of their disabilities.

While not obligatory, hiring disabled workers makes good business sense. They often have developed strength of character and problem-solving abilities. They value the opportunity to work, which means better employee retention rates and a stronger work ethic.

In the 1990s, Carolina Fine Snacks, a snack food firm in Greensboro, North Carolina, faced a staggering 80% turnover rate. The company’s retention problem ended when it began to hire people with “learning, hearing, sight and psychological” disabilities. After instituting the new hiring policy, turnover dropped to “less than 5%,” as did their 20% absenteeism rate. Productivity jumped from 70% to 95%. The 30% tardiness rate fell to zero. Disabled employees proved...

About the Author

Jim Hasse is a former senior content developer for eSight Career Network, a cross-disability online community.

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