Effective people with disabilities can consistently add value to your company precisely because they have learned to be accountable to themselves (and to others).
In fact, you may find an unusual measure of dependability among job candidates with disabilities.
Their motivation: to live well with their vulnerabilities by serving a purpose, as dependable individuals, beyond their personal circumstances.
Reliable employees who demonstrate a consistent dependability of judgment, character and performance tend to boost production levels for your business as a whole.
But, it is often very difficult to find dependable, accomplishing employees because many people today are geared to go on to the next new challenge somewhere else instead of diligently addressing the obstacles your company may need to overcome for reaching its goals.
According to the U.S. Census Bureau, there are nearly 22 million working-age people in the United States with disabilities (about 13 percent of the total labor market) — and they compose a massive, largely untapped employment pool that is often packed with accomplishment, and maybe more importantly, persistence and dependability.
Many of these potential employees are currently self-employed, underemployed, or working in volunteer capacities.
And many, in overcoming challenges in their personal lives, have acquired the qualities that you, as an employer, value highly — they are resilient, loyal, adaptable workers, creative problem solvers, and impressive bridge builders.
As kids, it may have taken them six months to learn how to tie their shoes (as in my case). Or, as adults, it may have taken them six months to use a keyboard again.
That kind of experience doesn't translate into an orientation which looks for quick fixes (or, for that matter, two-year job stints) at the expense of long-term gain in the workplace.
Instead, such experience develops persistence.
In short, employees with disabilities can add strength, consistency and resiliency to your workforce.
Phil Kosak, for example, hired individuals with a range of
disabilities (learning, hearing, sight and psychological) at
Carolina Fine Snacks, Greensboro, NC.
By doing so, he pulled the snack-food company out of
disaster during the 1990s, according to Fortune magazine.
Employee turnover dropped from 80 percent every six
months to less than five percent, productivity rose
from 70 percent to 95 percent, absenteeism dropped
from 20 percent to less than five percent, and tardiness
dropped from 30 percent of staff to zero.
Remember, your work unit's employee turnover rate is a key
indicator of your ability to effectively manage people.
Perfectly Able offers a range of real-life examples (and a step-by-step employee recruitment and retention strategy) for increasing the dependability of your work team -- and proving your management skills.
Here's why you need Perfectly Able now.
Order Perfectly Able: How to Attract and Hire Talented People with Disabilities.
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