Sheltered Workshops vs Competitive, Integrated Employment
When you hear hear “employment for people with disabilities,” what do visualize? The first picture that enters many people’s head is a sheltered workshop. In sheltered workshops, groups of individuals with disabilities work side-by-side. Often these people with disabilities have similar disabilities to each other. Sheltered workshops help many people but are not competitive, integrated employment situations.
Sheltered workshops are often run by nonprofits to employ people with disabilities.
Employment in sheltered workshops is often based on their disability.
Their work is often light assembly.
Pay to people with disabilities in sheltered workshops is usually very low, sometimes even below minimum wage.
People who participate in sheltered workshops can often only earn up to a certain amount before they become ineligible for state assistance.
My great aunt participated in a program like this. Due to the extent of her intellectual disability, this was a good environment for her to do something during the day. Also, it gave time back to my grandparents, who were her full time caregivers. For this reason, I would argue that these programs do have an inherent value in our society and are appropriate for some people with disabilities.
Competitive, Integrated Employment Matters
When sheltered workshops are the only thing society envisions when they picture “work for people with disabilities,” we are discounting the abilities of many people.
Every person with a disability also has a unique range of abilities. We cannot make assumptions about a person’s ability because many people with disabilities are capable of competitive and integrated employment in the regular workforce.
Competitive and integrated employment means:
Competitive: Their employment is primarily contingent on their ability to perform the work. Integrated: They are working side-by-side with people who do not have disabilities.
Some of our employees will work for Peak for multiple assignments.
Many of our employees will go onto get hired by the client or find other competitive jobs.
Sometimes a client will know an employee of ours has a disability (since it is visible) and sometimes they won’t (if it’s an invisible disability).
People with disabilities are a large group of people with varying abilities and also varying limitations–just like people without disabilities! If you are ready to hire people with disabilities, first look at the person and then at the disability. If you utilize this mindset, you’ll be surprised by what they’re capable of.
If you’re not sure how start but are interested in employing people with disabilities, we can help!
The Crestview Neighborhood Association recently featured Peak Performers in their monthly newsletter. The text from the article can be found below.
Media contact: firstname.lastname@example.org – (512) 453-8833 X 116
People with Disabilities Face Hiring Challenges
People with disabilities face an unemployment rate that is double that of the national average. In times of high unemployment, they’re often the first to be let go and the last to be re-hired. The Centers for Disease Control and Prevention estimates that a quarter of all adults in the US have a disability. These might be observable and obvious–such as paraplegia or blindness–or they might have non-observable disabilities, such as ADHD, PTSD, diabetes, or epilepsy. Additionally, many conditions come as a result of age or injury. It’s likely that many people reading this article have a disability or will acquire one over the years. Helping advance employment opportunities for people with disabilities is paramount for creating a more inclusive society and helps protect all of our jobs.
Local Nonprofit with a Vision: Professional Opportunities for those with Disabilities
Peak Performers, an Austin based nonprofit, was founded in 1994, several years following the passage of the Americans with Disabilities Act (ADA). At the time, the majority of jobs that were available for people with disabilities were sheltered workshop environments where those individuals would perform light industrial, janitorial, and assembly activities. These workers were often paid sub-minimum wages and might have required regular supervision from a job coach. Peak Performers wanted to offer something different: professional opportunities for skilled people with disabilities. “I was inspired by my foster brother. He was blind but went on to become a very successful accountant,” recalls Charlie Graham, founder and former CEO of Peak Performers. “Being blind did not stop him from becoming a Chief Financial Officer.” “Our vision is two-fold,” adds Bree Sarlati, current CEO. “To change what it means to be a job seeker with a disability, and to challenge the preconceptions that make employers reluctant to hire someone with a disability.”
Growth and Transformation
Unlike many other nonprofits, Peak is completely revenue-funded and does not apply for grants or solicit donations. Unlike other staffing firms, over 75% of their workforce has a qualifying disability. Peak started off like most staffing companies do: supplying low-wage mailroom and clerical roles. Over the years, their customers began trusting Peak and requesting increasingly hard-to-fill roles: auditors, contract professionals, program specialists, and purchasers. In 2014, Peak began filling information technology roles to fill the demand of existing customers. Then in 2020, while most recruiting agencies were shrinking, Peak saw it’s temporary headcount swell to nearly double as the Texas government turned to its now longtime staffing partner for one of its largest challenges yet: the COVID-19 pandemic. Now, Peak has over 100 attorneys working for the Texas Workforce Commission.
Unique Business Sense
There are many advantages to hiring people with disabilities: reduced turnover, advancing diversity and inclusion initiatives, and the availability of an underutilized talent pool, especially during a time when employers need talent. People looking for jobs and employers with staffing needs can find out more at peakperformers.org.
There’s a lot of fear and misunderstanding about hiring people with disabilities. In the article, SHRM uncovers that significant biases still exist, with 32% of managers saying they would be uncomfortable hiring someone with a mental-health disability, and 42% of HR professionals believing work can’t be done by someone with a learning or attention disability. Perhaps most striking is a lack of disability training and corporate recruitment initiatives for people with disabilities that are in place.
We’ve hired a lot of people with disabilities over the last 25 years. Over 80% of our current staff have a qualifying disability (and many of those are non-observable disabilities). Below, we share our insights into successfully hiring and retaining individuals with disabilities:
People with Disabilities are Everywhere
Disability crosses all races, cultures, sexes, and identities. It affects people of all walks of life. Disability takes many forms. These include physical, mental, and emotional conditions. Conditions such as ADHD, dyslexia, PTSD, depression, diabetes, and epilepsy are examples of disabilities that are not usually observable but have an impact on life and work. They are also a qualifying conditions under the Americans with Disabilities Act. Additionally, chronic medical conditions (such as having or previously having had cancer) and perceived disabilities (such as dwarfism or physical disfigurements) also qualify. It is estimated that under these definitions, 20% of the US workforce has a disability. You may already be working with someone who has a disability, or you may have a qualifying condition yourself.
People with Disabilities are Still People
People with disabilities are all around us. Often, they want to be treated the same as any other employee. The majority of employees with disabilities do not seek special considerations; they want to be evaluated based on the merits of their work. Many people with disabilities are fully independent adults who strive to have happy, productive working lives. Having a disability will often have little or no bearing on their ability to do a job.
Accommodations Often Aren’t That Bad
The current laws call for “reasonable accommodations” and seek to develop a dialogue between the employee and employer. Accommodations are often not as costly or difficult as an employer might perceive. Also do not require you to fundamentally treat an employee with a disability differently than others. In our experience, most of our employees with disabilities don’t even require an accommodation in order to get their work done.
When they are requested, many accommodations are slight alterations to the work space to ensure that employees will be comfortable, productive, and healthy.
Photosensitivity epilepsy, we often accommodate them by permitting them to wear sunglasses indoors or provide them with a light filter for their computer screen. For an employee with scoliosis, we provide them with a standing desk. The most common situation we encounter is when an employee needs to take time off or modify their work schedule in order to attend doctor appointments. (Individuals without disabilities also go to the doctor!) When an accommodation request does not seem reasonable or compatible with the essential functions of the job, you may want to consult with a seasoned HR professional or legal team for guidance. We also have links to more resources below.
We also encourage employers to consider the possibility that making your workplace more accessible (particularly for those with mobility-related disabilities) may prove to be an investment that enhances the way your entire workforce uses the space. Similarly, making your digital workspace more accessible and comfortable to use, may help many of your existing employees be more productive in their current role.
They Know What They Need
HR managers usually don’t need to figure out how to accommodate an individual—the employee has often encountered this situation before and has an idea of a possible solution. After all, they’ve been living with their condition! They understand their physical conditions and limitations better than anyone else, and they are more likely to seek out jobs where they feel they can be successful. A person who is deaf is less likely to seek out a position that requires a heavy use of phones. A person with multiple sclerosis is probably not targeting construction jobs. As an employer, the best thing you can do is be available to have a conversation and seriously consider the accommodations they suggest. Additionally, consider that at this time they may not be needing an accommodation, but they may need to explore accommodations later if their condition worsens.
What About Current Employees?
Unfortunately, injuries and illnesses happen over time—it’s part of being human. According to the Bureau of Labor Statistics, the percentage of people with a disability rises dramatically for those past the age of 64.
Disability inclusion in the workplace presents an enormous opportunity to do what’s right, to take care of your own, and improve organizational morale by alleviating fear of displacement through injury or aging. When a current employee approaches you to discuss disability, turn to a trusted HR resource or even the Americans with Disabilities Act itself to understand how to proceed. In general, seek to engage the employee in a conversation and have them recommend an accommodation if one is necessary. Here are a couple of things to keep in mind:
· Their first choice is probably to stay in their current role. Approach the situation with the intention of making this possible. Discuss their limitations and what they would have trouble doing, or what is currently causing them discomfort in their role. Can this be accomplished by a minor alteration to the work environment or schedule? This may also be accomplished through minor “role restructuring” where you delegate non-essential tasks to other employees (such as lifting boxes in an office environment).
· Consider lateral moves. In the instance of someone not being able to perform the essential functions of the job, opportunities for continued employment may exist in other departments and/or under different job titles. If a lateral position is not open or the individual is unqualified to perform that work, then you may also offer another position for which they are qualified but pays less than their current role—but this should be your last resort.
· Do not discuss with others. Co-workers may notice and ask about it. It’s imperative that you do not discuss disability or medical information that was shared in confidentiality. Many workers with disabilities do not want to be regarded differently in the workplace. However, it’s also important to stress that you are not offering preferential treatment to that employee. The Job Seekers Accommodation Network recommends saying, when asked, “[your organization] has a policy of assisting any employee who encounters difficulties in the workplace, and that many of the workplace issues encountered by employees are personal, and that, in these circumstances, it is the employer’s policy to respect employee privacy.”
What Do I Do Now?
So what can your organization do to be ready?
1) Look at your work. Review your jobs and the type of work that is performed. What kinds of physical requirements might affect someone’s ability to succeed in the role? For example, does it require lifting or strenuous movement? Does it require speaking verbally or seeing?
2) Look at your workforce. Have a conversation with your team about what a disability is and the value of a diverse and inclusive workplace. Talk about the kinds of disabilities that are both observable and non-observable. Your team knows their work environment and may offer ideas on how the work or space might be presenting a challenge for individuals with disabilities.
3) Have policies. Many problems arise because of inexperienced managers or HR teams who have to handle a complicated situation without having any policies or training to guide them. Have policies written down and train your on-site managers ahead of time. Have conversations about how to appropriately and compassionately respond to these situations. Highlight the importance of keeping the door open to a dialogue between employees and management.
4) Consider adaptation plans. Would your workforce benefit by having grab bars in the bathroom? Are your computer applications able to interface with JAWS or other screen reading software? Do you have flexible scheduling options for employees who need to frequently go to the doctor or take time off to recover from a flare up?
Disability is everywhere and often requires little-to-no accommodation to the workplace. Furthermore, people with disabilities know themselves best and will often seek out roles that they can be successful in–much like any other jobseeker! There are many benefits to the organization for having a more inclusive workplace, including making some of your current employees more comfortable. Keep these ideas in mind when taking proactive next steps to hire and retain individuals with disabilities.
We encourage you to learn more about what disabilities are and explore examples of qualifying conditions.
Passed by Congress in 1990, and eventually signed by President George H.W. Bush, the Americans with Disabilities Act (ADA) is the nation’s first comprehensive civil rights law addressing the needs of people with disabilities, prohibiting discrimination in employment, public services, transportation, telecommunications, and many other spheres of civil society.
The legislation provided many of the civil liberties and protections of the Civil Rights Act to people with chronic medical conditions. Prior to the ADA, job seekers with noticeable disabilities were very often dismissed for certain positions due to the erroneous perception that they could not perform the tasks at hand. It would be naive to say that workplace discrimination no longer exists, but it would also be remiss to discount the significance of the ADA.
Of all the obscure national days to celebrate, this is certainly one not to miss. And in honor of the landmark legislation, we created this infographic to highlight the impact it’s had on all of us.