1. Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
In the Eye of The Perfect Storm: Creating Accessibility – IBM, GM, CISCO
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

2. Case Overview Critical Disadvantage The Perfect Storm
Inadequate Social Structure
Cultural Assumptions
Disincentives
Creating Accessibility
IBM GM
CISCO

3. Critical Disadvantage
Americans with disabilities are estimated to be over 20% of the population or 49 million people.
There is an 80% chance that an average person will have some form of disability within his or her lifetime.

4. Critical Disadvantage
Americans with disabilities face a “critical disadvantage” when compared to Americans without disabilities (2004 National Organization on Disability/Harris Survey).
35% of people with disabilities report being employed full or part time compared to 78% of those who do not have disabilities.
People with disabilities are 3 times as likely to live in poverty with annual household incomes below $15,000.

5. Critical Disadvantage
Critical disadvantage is characterized by challenges on a number of fundamental dimensions:
employment
transportation
health insurance
concerns about future
general life satisfaction
emergency planning

6. The Perfect Storm
The Perfect Storm is created by 3 systems of discrimination:
Inadequate social structure for people with disabilities.
Pervasive cultural assumptions about hiring people with disabilities.
Two-sided disincentives for both employee and employer to create an employment relationship.

7. The Perfect Storm: Inadequate Social Structure
Activism on behalf of people with disabilities is relatively new, thus resulting in a weak institutional social structure.
People with disabilities are just beginning to experience some equality with the Americans with Disabilities Act (ADA) passed in 1990 and the Individuals with Disabilities Education Act Amendments (IDEA) passed in 1997.

8. The Perfect Storm: Inadequate Social Structure
There is extensive diversity represented among members of the disabled community.
It is difficult to determine a list of specific conditions that are considered a disability under the ADA.
The following question helps to clarify if a person is considered disabled by law:
Does the diagnosable condition substantially limit one or more major life activities (i.e. walking, seeing, hearing, speaking, breathing, learning, sitting, standing, etc.)?

9. The Perfect Storm: Cultural Assumptions
Some commonly held cultural assumptions about hiring people with disabilities.
1: People with disabilities are unreliable because they often call in sick, come to work late, etc.
2: It is expensive to employ people with disabilities because of accommodation costs.
3: People with disabilities are likely to sue the company for failure to accommodate them or for wrongful employment.

10. The Perfect Storm: Assumption 1
Assumption 1: People with disabilities are unreliable.
Surveys indicate that people with disabilities, like people without disabilities, want to live productive lives.
Surveys indicate that employers find employees with disabilities just as reliable as employees without disabilities.

11. The Perfect Storm: Assumption 2
Assumption 2: Accommodating people with disabilities in the workplace is costly.
Costs of accommodating employees with disabilities are small: 34% of businesses spent on average $100 or less and 71% spent $500 or less (National Organization on Disability).
Substantial costs that businesses spend can often be absorbed through offered tax incentives.

12. The Perfect Storm: Assumption 3
Assumption 3: People with disabilities are likely to sue their employer.
Employers are often fearful of being sued by an employee with a disability and therefore avoid hiring people with disabilities.
While the ADA was created to help the employment of people with disabilities, it also protects the employer.
The ADA is overly complex and often creates uncertainty among employers about how to comply with the law.

13. The Perfect Storm: Disincentives
The American health care and insurance systems are complicated.
With the rising health care costs, it is difficult for employers to offer insurance for people with disabilities and not have it affect all employees’ benefits.
The Social Security Disability Insurance (SSDI) and the Supplemental Security Income (SSI) are two options of public insurance for people with disabilities, and the receipt of these benefits might be jeopardized by employment.

14. Creating Accessibility
Embracing Accessibility
There are two approaches to embracing accessibility in the workplace:
First, for organizations to work with outside programs to help bring qualified employees with disabilities into the workforce.
Second, for organizational leaders to create models of recruiting and retaining employees with disabilities within their own companies.

15. Creating Accessibility
IBM
In 1914, IBM hired their first employee with a disability, 76 years before the ADA was enacted.
Today at IBM about 2-3% of the corporation’s 355,000 staff represents people with disabilities.
IBM’s model of accessibility “means going beyond product compliance with regulations to include a better user experience and the vision to ultimately improve a person’s total quality of life.”

16. Creating Accessibility
IBM
IBM’s Internship Program, also called Entry Point, gives students with disabilities a chance to get on-the-job experience.
Recruiting programs like Project View and Project Able help to reach candidates with disabilities.
IBM takes accommodating their employees seriously; they offer travel assistance, power doors, ramps, parking facilities, recorded company publications on cassettes, etc.

17. Creating Accessibility
General Motors (GM)
GM understands the importance of hiring people with disabilities. The GM philosophy:
“GM has long been committed throughout its global operations to hiring people with varied backgrounds.”
GM’s strength has been its open communication between the employer and employee; management responds quickly to requests and concerns.

18. Creating Accessibility
General Motors (GM)
The GM Affinity Group for People with Disabilities consists of GM employees and retirees with disabilities that meet once a month to discuss accessibility issues in the workplace.
GM affinity groups are links between employees and employer/management. The group is formed around “employee initiatives” and is “employee-driven.”

19. Creating Accessibility
Cisco Systems
Launched an effort in 2004 to make its facilities, products, documentation, and websites fully accessible to both employees and users with disabilities.
Awarded 2006 Helen Keller award by the American Foundation for the Blind for making its products accessible to those with vision loss.
Provides accessible environments for all employees.

20. Discussion Questions
1. According to the HOD/Harris survey, people with disabilities are at a “critical disadvantage.” Why, do you think, this is the case, when legislation such as the ADA was passed in 1990 in an attempt to improve the lives of people with disabilities?
2. What can society in general and people with disabilities in particular do to change the cultural assumptions that cast people with disabilities as unreliable, expensive, and likely to sue their employer?
3. Why haven’t other companies followed the lead of those organizations, like IBM, that have effectively embraced disabilities as a significant component of diversity—viewing the recruitment and the retention of people with disabilities as a competitive advantage?

21. Credits
Power Point to accompany Opportunities and Challenges of Workplace Diversity: Theory, Cases, and Exercises 2nd Edition
by Kathryn A. Cañas and Harris Sondak.
Prepared by Kathryn A. Cañas and Ellen M. Donovan.