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The Diversity Partners Project at Cornell KTER Center’s State of the Science Conference on Employment Research September 6, 2019 Copyright © 2019 American Institutes for Research (AIR). All rights reserved. No part of this presentation may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from AIR. Submit copyright permissions requests to the AIR Publications Copyright and Permissions Help Desk at [email protected]. Users may need to secure additional permissions from copyright holders whose work AIR included after obtaining permission as noted to reprod ce or adapt materials for this presentation

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Page 1: The Diversity Partners Project at Cornell · No part of this presentation may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy,

The Diversity Partners Project at Cornell

KTER Center’s State of the Science Conferenceon Employment ResearchSeptember 6, 2019

Copyright © 2019 American Institutes for Research (AIR). All rights reserved. No part of this presentation may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from AIR. Submit copyright permissions requests to the AIR

Publications Copyright and Permissions Help Desk at [email protected]. Users may need to secure additional permissions from copyright holders whose work AIR included after obtaining permission as noted to reprod ce or adapt materials for this presentation

Page 2: The Diversity Partners Project at Cornell · No part of this presentation may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy,

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What do we know? Employer Engagement Lessons from the Diversity Partners Project

Wendy Strobel GowerThe Yang Tan Institute on Employment & Disability

Cornell University, ILR SchoolSeptember 6, 2019

© 2019 Cornell University

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3

Plan for the session…

•About the project•Our findings•The challenges of KT IRL

© 2019 Cornell University

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Overview of the Diversity Partners Project:

•Grant from HHS, Administration on Community Living (NIDILRR) to Cornell University

•The purpose: to align engagement strategies and increase seamless service integration between employment service professionals and business.

•Target audience: disability service providers (DSPs), workforce development personnel (WDPs), and contingent labor firms.

•New audience: educators and professionals responsible for work-based learning.

© 2019 Cornell University

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Diversity Partners is a KT Project

• Used the Knowledge to Action Framework in Project Design

•Active involvement of multi-stakeholder advisory panel

•Qualitative and Quantitative input from stakeholders

•Employer Review Panel•Multiple usability and content checks with users

© 2019 Cornell University

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6

The Stages of Research & Development

© 2019 Cornell University

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Phase 1: Review of the Literature

Top Lessons on Employer Engagement

© 2019 Cornell University

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What does the research tell us?

“ …there are few empirical studies of placement strategies, as compared with counseling or coaching strategies. This paucity makes it difficult to identify what strategies are most effective for whom and how to improve practices.”

Luecking, Fabian & Tilson (2004)Working Relationships: Creating Opportunities

for Job Seekers with Disabilities through Employer Partnerships

© 2019 Cornell University

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The research tells us..3

1. Helping PWD’s find “real jobs” requires ongoing support from the provider, as well as flexibility and a commitment to diversity from employers (Katz, et al 2012).

2. Provider organizations must be responsive to the “market logic” that make up employers’ everyday reality, and provide support in the role of “brokers, guides, and troubleshooters” (Gustafsson, et al 2013).

3. Rehab/business partnerships are not possible without a thorough understanding and acceptance of business needs and organizational culture. (Stensrud, 2007)

© 2019 Cornell University

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The research tells us… 2 of 3 4. Providers must have thorough knowledge of “place bound” jobs that

can’t be outsourced (e.g. health care, hospitality), and understand the changing nature of entrepreneurship and social capital in a technologically driven world. (Gilbride, Stensrud, 2008).

5. Opportunities for PWD’s can be created by tying local and regional economic development efforts to employment initiatives. This can be achieved by working with businesses and business coalitions to embed jobseekers with disabilities into state and regional economic development initiatives (King, 2011).

6. Unger (2007) describes successful rehab/business partnerships as those that move from ‘philanthropic’, to ‘transactional’ to ‘integrative’ (see model pg. 46).

© 2019 Cornell University

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The research tells us….3 of 3

7. Employers recommend business-led coalitions, and a change in the way the rehab system approaches employers to mitigate the employer-identified barriers of “stigma, uncertainties about applicant abilities, and the complexity of the public disability employment service system” (Henry, et al 2014).

8. ODEP-funded employer focus group recommended “a paradigm shift” from the corporate benevolence model to one based on return-on-investment metrics (NETAC, 2010)

9. Limited occupational variety decreases lifetime earning potential for PWDs (Maroto & Pettinicchio, 2014)

© 2019 Cornell University

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Phase 2: InterviewsLessons from Qualitative Inquiry

© 2019 Cornell University

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Research question 1:How do employment service providers define a “good’ relationship with an employer?

© 2019 Cornell University

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Phase 2: Qualitative Inquiry (DSPs)

What did disability service providers tell us about good employerrelationships?

•They understand “our people”

•They understand “our services”

•A manager who will hire several people over time

•Its important – but I don’t have time

© 2019 Cornell University

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Quotes

“[A good relationship with a business is] just ongoing communication about … helping the business understands tax breaks and incentives that are out there, but also understanding the [job seeker or job holder] as a whole, not just their behavior or what makes them a great employee but as a whole person.” – Disability Service Provider

“I think that if we had stronger ties in the community, even to some of the smaller stores and the local places, I think there would be more positive outcomes in terms of employment. [Developing those stronger ties would require] just getting out and getting in the community. Which, I guess, because of the caseload sizes of most of the counselors, it's nothing that happens regularly.” – VR Counselor

© 2019 Cornell University

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Research question 2:How do employers describe relationships with

employment service providers ?

© 2019 Cornell University

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Phase 2: Qualitative Inquiry (Employers)

What did employerstell us about good

relationships?

•Non-profit jargon (like “placement”) creates distance and mistrust of the process

•Talent professionals should have industry expertise

•Employers need help with workforce pain points

© 2019 Cornell University

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Quotes 2

“We have certain portion of our workforce where the turnover is tremendous...we would be able to fund internships to sort of try the [job] out…or a period of time where you come in and you see if this is a skill you want to develop so you could be permanently employed.” – Human Resource Executive

“I would like for…placement professionals to…stop focusing on ‘26s’ so much and let's spend some more time learning about where [employers] are coming from.”- Manager

© 2019 Cornell University

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Phase 3: Surveys

Confirming our Findings

© 2019 Cornell University

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Polling question:

How confident are you in your ability to build mutually beneficial relationships with employers?a. Extremely confidentb. Moderately confidentc. Not at all confident

© 2019 Cornell University

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Self-reporting reveals a disconnect (n=418)…

• 95% of DSPs are moderately to extremely confident in their ability to build relationships with employers (60% very or extremely confident).

•87% say they often or always focus on employer needs.

© 2019 Cornell University

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But…64% spend less than 2 hours per week developing industry specific expertise

© 2019 Cornell University

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And employers told us (n=195*) …

•92% of respondents told us they were actively recruiting people with disabilities.

•80% had worked with community-based agencies.

•77% said they were extremely or very interested in referrals of qualified candidates with disabilities.

* The 195 employers were from our email lists, not a representative sample.

© 2019 Cornell University

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What else do employers want (very or extremely interested)?

•Information on all sources of qualified candidates with disabilities (77%)

•Info on creating “disability friendly” workplaces (70%)

•Training on disability-related topics (66%)

•Support to solve disability issues in the workforce (62%)

© 2019 Cornell University

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Provider Vs. Employer (top 5)…Provider provides

Support to solve disability-issues in their workforce

85.62%

Referral of qualified applicants 80.14%

Opportunities to discuss customized employment options

79.45%

Information on creating "disability friendly" workplaces

74.66%

Information about tax incentives 72.60%

Employer wantsReferral of qualified job candidates

76.81%

Information on where to find qualified job candidates with disabilities*

72.85%

Information on creating "disability friendly" workplaces

70.00%

Training on disability-related topics*

66.17%

Support to solve disability-issues in the workforce

63.23%

© 2019 Cornell University

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What do employers want, but don’t get as often?

© 2019 Cornell University

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What do employers get more often than they want?

© 2019 Cornell University 27

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Implications for practice…

•Customization is either not well understood or undesirable to employers (cannot infer from this survey)

•Don’t lead with tax incentives!•Opportunities for enhanced services to sustain relationships:

•Create consortia to increase candidate pipeline•Create and market trainings on disability-related topics RELEVANT TO BUSINESS

© 2019 Cornell University

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How did research inform development?

© 2019 Cornell University

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What is the resulting product?

www.buildingdiversitypartners.org© 2019 Cornell University

http://www.buildingdiversitypartners.org/
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The “Toolboxes”

Leadership

•Focused on planning and strategies

•Organizational structure•Facilitators guides•Conversation guides•Action planning tools

Frontline•Videos•Worksheets•Case Scenarios•Assessments•Discussion guides•Resources

© 2019 Cornell University

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The Role of KT in Promoting Employment of People with Disabilities

© 2019 Cornell University

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What do we know about effective KT?

•KT is more than dissemination of information.

•Research tells us change must be focused on organizations and not on individuals.

•Making organizational change from outside of a system is exceedingly difficult.

© 2019 Cornell University

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Challenges to Program Implementation

© 2019 Cornell University

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Toolbox Example

© 2019 Cornell University

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36

Tools to Aid in Organizational Change

•Supervisor Dashboard•Action planning guide•Conversation guide•Facilitators guide•And, or course, front line modules to educate front line staff…

© 2019 Cornell University

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Change is hard…

•This is especially true when external pressures serve as primary drivers to services. •Time constraints•Low paid positions have primary responsibility for work

•Funding•Role confusion

•Placement or employer relationships?

© 2019 Cornell University

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38

Contact InformationDiversity Partners

Yang-Tan Institute on Employment & DisabilityCornell University

[email protected]

© 2019 Cornell University

mailto:[email protected]
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KTER contact info

39

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40

References (slide 1 of 2)•Gilbride, D., & Stensrud, R. (2008). Why won't they just do it?. Rehabilitation

Research, Policy, and Education, 22(2), 125.•Gustafsson, J., Peralta, J. P., & Danermark, B. (2013). The employer’s perspective on

Supported employment for people with disabilities: Successful approaches of Supported employment organizations. Journal of Vocational Rehabilitation, 38(2), 99-111.

•Henry, A., Petkauskos, K., Stanislawzyk, J., & Vogt, J. (2014). Employer-recommended strategies to increase opportunities for people with disabilities. Journal of Vocational Rehabilitation, 41(3), 237-248.

•Katz, E., O’Connell, M., and Nicholas, R. (2012) Strategies to Support Employer-Driven Initiatives to Recruit and Retain Employees with Disabilities. Disability and Work. the John J. Heldrich Center for Workforce Development and the Kessler Foundation.

•King, C. T. (2011). Integrating job opportunities for People with disabilities into State and regional economic and workforce development strategies. InBrief. TheNTARLeadership Center. New Brunswick, NJ

© 2019 Cornell University

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41

References (slide 2 of 2)

•Lueking, R., Fabian, E. and Tilson, G.P. (2004) Working Relationships. Paul H. Brooks Publishing Co. Baltimore, MD

•Maroto, M., & Pettinicchio, D. (2014). Disability, structural inequality, and work: The influence of occupational segregation on earnings for people with different disabilities. Research in Social Stratification and Mobility, 38, 76-92.

•Stensrud, R. (2007). Developing relationships with employers means considering the competitive business environment and the risks it produces. Rehabilitation Counseling Bulletin, 50(4), 226-237.

•Unger, D. (2007). Addressing employer personnel needs and improving employment training, job placement and retention for individuals with disabilities through public-private partnerships. Journal of Vocational Rehabilitation, 26(1), 39.

© 2019 Cornell University

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42

Questions

© 2019 Cornell University


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