Organizational Disabilities Awareness Panel:
Creating and SustainingWorkplaces that Support and
Embrace the Contributions of people with Disabilities
Our Panelists
Education

Barbara Bookman – CUNY
Government

Nicole Suto – NYS Office of Mental Retardation & Developmental Services
Corporate

Sandra Bushby – Pfizer
Armed
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
Services
Peter Kim –Veterans Across America
Barbara Bookman
Director, Program Relations & Training
CUNY LEAD PROJECT
Creating and sustaining workplaces that
support and embrace the contributions of
people with disabilities
C.A.A.I.D.
New York City
May 21, 2010
Comprised of Twenty Three Institutions
11 Senior Colleges
 6 Community Colleges
 William E. McCauley Honors College
 CUNY Graduate School
 CUNY Graduate School of Journalism
 CUNY School of Law
 CUNY School of Professional Studies

205 countries of ancestry are represented
 25% African-American
 25% Hispanic
 25% White
 15% Asian
 243,000 degree/credit students
 273,000 continuing & professional education students
 3000 Veterans/Reservists and Growing
 9000 Students with Disabilities

Employees
All employee disability related issues and accommodations are managed
through campus HR offices.
Students
All student disability related issues and accommodations are managed
through campus disability services offices.
CUNY developed a unique program for students with disabilities
preparing for employment
CUNY LEADS is a unique partnership between
the City University of New York (CUNY) and
Vocational Services for Individuals with
Disabilities (VESID), created to provide students
with disabilities the skills to make realistic
choices that will result in successful career
outcomes.
CUNY LEADS: Referrals
2500
2000
1821
1908
Referrals
1673
1500
1453
1101
1000
855
595
500
287
0
41
Mar-08
Jun-08
Sep-08 Dec-08 Mar-09
Jun-09
Quarter
Sep-09 Dec-09 Mar-10
Enrolled Program -v- Terminal Degree
1000
866
900
836 840
800
700
600
515
500
426
400
300
200
100
119
85
51
76
2
0
Certificate
Associates
Bachelors
Current
Projected
Masters
Doctorate
Participant Industry of Interest
Construction
Education
Entertainment
7%
2%
20%
10%
Financial Activities
1%
Health Services
Information Technologies
6%
16%
Leisure\Hospitality
Manufacturing
Professional\Business
Services
Public Service
Retail
Social\Human Services
Other
7%
7%
2%
17%
1%
4%
Employment Rates for Persons with Disabilities
80%
72%
70%
60%
56%
50%
40%
30%
20%
10%
0%
LEADS
NATIONAL
Yaron: Employed in sales
Joanne: Presently teaching & pursuing masters
degree
Suresh: Employed as accountant
Alex: Presently employed attorney
For additional Information:
Roberta Adelman
Director: Personnel & Administration
Roberta.Adelman@mail.cuny.edu
917 751 2615
Barbara Bookman
Director, Program Relations & Training
Barbara.Bookman@mail.cuny.edu
646 530 2110
Nicole Suto
Senior Employment Specialist
New York State Office of Mental Retardation and
Developmental Disabilities
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The second largest State Agency in NYS
7.5 billion dollar enterprise
Enterprise-wide we employee over 100,000
people
Provide customized services to over 125,000
customers
“We help people with
developmental disabilities live
richer lives”

Fastest growing segment of the population:




Between 1990 and 2000, the number of Americans with
disabilities increased 25 percent, outpacing any other subgroup
of the U.S. population.
About 1 in 5 persons has a disability -- 50 million people
with disabilities in the United States
Of the nearly 70 million families in the United States,
more than 20 million families have at least one member
with a disability.
Largest single minority group in our country

Disability is more prevalent among certain racial and
ethnic groups


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
24.3% of African Americans have a disability
24.3% of Native Americans and Alaskan Natives have a
disability
20.9% of Latinos have a disability
18.3% of Whites have a disability
16.6% of Asians have a disability
Source: U.S. Census Bureau

More than $220 billion in collective spending power – a
largely untapped market


Compare to the teen market, with $140 billion in purchasing
power
Families, friends, communities, employers, and service
providers of people with disabilities further expand the
potential market

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People with disabilities want to work and be productive
members of their communities
People with disabilities as a group have a 70%
unemployment rate
People with disabilities have valuable attributes that
they bring to the workplace
“In the United States, one of the greatest challenges experienced by
individuals with disabilities is employment. Research indicates that
employer attitudes contribute to this pervasive problem.
Specifically, some employers have misperceptions about the abilities
of
individuals with disabilities and the costs associated with the
provision of accommodations. Understandably, employers are
concerned with the bottom line."
Source: DePaul University Study
“There is a war for talent and anyone who intends to win it
better realize two things: First, that it is a global war and,
second, that if you restrict your search for talent in any
way… you will be giving your competitors the edge they need
to put you out of business.”
William G. Parrett, President
Deloitte & Touche


Among companies in the United States, 471,562 companies (19.1
percent) report employing
people with disabilities.
Among small companies (employing 5 to 14 people), 10.7 percent
report employing people with disabilities, while 22.6 percent of
medium-sized companies (employing 15 to 249 employees) and 53.1
percent of large companies (employing 250 or more employees)
report employing people with disabilities.
Source: United States Department of Labor, Office of Disability Employment Policy, 2008
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27% said they were refused a job interview because of their
disability
31% said they were refused a job because of their disability
17% said they were given less responsibility than their coworkers
21% said they were denied a workplace accommodation
12% said they were paid less than other workers in similar jobs
with similar skills
4% said they were denied health insurance
Source: NOD/Harris 2004 Gaps Survey


Industry reports consistently rate workers with
disabilities above average in performance, attendance,
and safety
Employers say the work ethic of employees with
disabilities has a positive effect on the moral and
productivity of their colleagues
Values and Commitment:
Let everyone in the company know of your
organization's commitment to a Workforce
Strategy that includes employing, advancing,
and retaining people with disabilities. Repeat
this message often. Remember, workforce
diversity includes people with disabilities.
Recruitment Process:
Let it be known that you are aggressively
seeking job candidates with disabilities. Send
your vacancy announcements to disabilityrelated organizations and agencies. State on the
job announcement your interest in receiving
applications from people with disabilities.
Interview Process:
Train your interviewers to screen-in qualified
applicants with disabilities. Look at essential
functions, qualifications of the individual, and
ways to make reasonable accommodations. Don't
let the disability become a distraction as
qualifications are evaluated. Train your employees
on disability myths and misconceptions.
Awareness/Sensitivity:
Explain to all workers the principle of
reasonable accommodations. Train your
employees on disability myths and
misconceptions.
Placement Process:
Be sure to test accommodations and adaptations
once the person is on the job. Rework them, if
needed. Ask the employee with a disability to
help guide you in the process.

Training :
Be sure all training programs--including those
leading to upward mobility and career
advancement--are accessible to employees with
disabilities.
For questions or comments contact:
The Center for Employment Excellence
centerforemploymentexcellence@omr.state.ny.us
Sandra Bushby
Director, Global Women’s Initiative and Employee
Network Groups
Worldwide Diversity and Inclusion
Pfizer Inc
CRG Impact Model: Unleashing Power and
Increasing Influence
Shifting the perceived intention of CRGs helps
others see that these groups provide:


Services relevant to the organization as a whole–
evolving, inclusive, enlightened
Just-in-time solutions from groups that are agile and
highly responsive
40
1.
Our CRG is a business network group supporting all
colleagues
2.
Our CRG is dedicated to increasing the contribution of
all those we represent by eliminating barriers to success
3.
Our CRG serves both internal and external
constituencies

Internal – Advocacy, Support, and Connectivity

External – Influence, Alliance, and Collaboration
4.
CRG participation is an opportunity for individuals to
build
Stage III leadership competencies
5.
Our CRG benefits the individual, the organization, and
the community
41
42


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Get senior-level buy-in for your plans and
initiatives
Demonstrate ROI and increase buy-in
Engage Pfizer colleagues at all career
points/stages in order to meet and exceed
expected contributions
43
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Brand ourselves as a strategic partner
Ensure our work aligns with the organization’s
business needs
Increase involvement in CRG initiatives at all
career stages—leaders, managers, individual
contributors, new-hires
Achieve the specific goals of each group
44
LEADERSHIP
How to gain support for
your initiatives by providing
opportunities based on
four stages of contribution
Contributing
Strategically
GUIDANCE
Contributing
Through Others
CONTRIBUTION
Contributing
Independently
NAVIGATION
Contributing
Dependently
Stage 1
Used by permission of
Novations Group, Inc.
Stage 2
Stage 3
Stage 4
Content Provided by Novations Group, Inc. Pfizer Confidential - Not for Distribution
45
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Provides a clear language with which to discuss
individual and organizational needs and
responsibilities
Describes what differentiates highly valued vs.
less valued programming and initiatives over
the course of a CRGs development
Provides a paradigm of how a CRG can impact
business objectives and whole office engagement
46

Confirm organizational goals

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Workplace, marketplace, and workforce
Be clear about short and long-term, high and low
priority goals and objectives
Work with sponsors to understand business rationale,
SWOT analysis, expected roles of CRGs in supporting
the organization
47
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
Affirm CRG Mission—link to organizational goals
 Connect to workplace, marketplace, and workforce
goals
Consider three perspectives:
 The Outside Looking In: Step outside the group; what
is the brand of the CRG? How do those outside the
group see you?
 The Inside Looking Out: What is the CRG focusing on?
Recruiting members (internally focused) or supporting
the recruitment of talent for the organization (more
externally focused)?
 The Inside Looking In: What value are you providing
CRG stakeholders who are currently? Can the group
expand its influence and engage other stakeholders?
48
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Is your audience clear about your messages and
intentions?
How relevant will they find your initiative(s)?
How will this audience measure your CRGs
effectiveness?
How willing are your champions? How clear are
they about their role?
49
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Do you clearly define who would benefit from
your efforts?
How can you broaden the audience for your
initiatives?
Are your efforts designed to reach your audience?
What are the metrics that you will use to measure
the results of your efforts?
Who do you need as champion(s)?
50
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Why are currently active stakeholders active?
What’s in it for them?
What will keep them engaged?
Are the active stakeholders aligned with each
other?
How can we engage additional stakeholders?
51
STAGE 1: “Navigation”- Helping and
Learning Stage
Expected Contribution of this Career Stage
• Demonstrate competence on a portion of a larger project
• Demonstrate competence at detailed and routine tasks
• Show “directed” creativity and initiative
• Learn how “we” do things
CONNECTING Stage to CRG Strategy
Examples
• On-boarding Wyeth and new hires/assignments supporting the CRG initiative
• Connectivity events such as a networking event
• “How to network” event
• Organized community outreach events
52
STAGE 2: “Contribution”- Technical
Expertise Stage
Expected Contribution of this Career Stage
• Increase technical competence and ability
• Assume responsibility for definable projects
• Work independently and produce key results
• Develop credibility and reputation
• Build an internal network
CONNECTING Stage to CRG Strategy
Examples
• Best practices presentation on how to seek and receive feedback
• Communication skills training or usage
• Time management training or usage
• Lunch & Learn programs
• Training on development or career management
53
STAGE 3: “Guidance”- Contributing through
Others
Expected Contribution of this Career Stage
• Involved as a mentor, coach or idea leader in developing others
• Stimulate others through ideas and knowledge; share knowledge
• Increase in technical breadth and business breadth
• Represent the organization effectively to external bodies
CONNECTING Stage to CRG Strategy
Examples :
• Leading a Project Team
• Contributing to Talent Management review
• Mentoring
• Leading a CRG committee
• CRG Leader position as a formal management development rotation
54
STAGE 4: “Leadership”- Contributing
Strategically
Expected Contribution of this Career Stage
• Provide input and direction to the organization
• Exercise power to influence decisions or obtain resources
• Represent the organization on critical strategic issues
• Sponsor individuals to prepare them for leadership roles
CONNECTING Stage to CRG Strategy
Examples :
• HiPo mentoring, succession pathing, pipeline development
• Establishing a multi-cultural “2-up” process
• Providing an avenue to participate in innovative problem solving
• Ensuring multicultural representation on national taskforce teams
• Establishing diverse action teams supporting strategic initiatives to
increase colleague engagement
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Assess Initiatives
Identify the short- or long-term effect and impact (high/low)
• How did the CRG initiatives run in the past create impact?
− Short-term (event driven)
− Long-term (process- or strategy-driven)
− High Impact
Short-term
− Low impact
Outcomes
• In which quadrant do you want most
of your initiatives to occur?
High
• Ideally, most initiatives should be
Impact
Short-term, High Impact (SH) or
Long-term, High Impact (LH)
Long-term
Outcome
Strategic
Low
Impact
Activity-based
56
Indicate metrics or measures of success.
Local
Business Drivers
Planned
Actions/Initiatives
Need to increase
expertise of work
teams
Subject matter
Stage 1 & 2
expertise programs program: Q1
targeted at various
Stages
Stage 3 & 4
program: Q 2
Increase
engagement and
personal
development
Engage senior
leaders in
presenting the best
ways to ask and
receive feedback at
Pfizer
Timeframes
Metrics/Measures
of Success
Number of
program
participants
Improved quality
of deliverables
Plan program: May Number of
Invitations: July
executives
Roll-out:
engaged
September
Anecdotal
feedback provided
by follow-up
questionnaire
57
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Support Corporate D&I Priorities


Customers/Colleagues/Community/Suppliers
Who is being targeted by each initiative?
Internal to AVID/CRG members
 External to AVID/other colleagues
 External to Pfizer/the community


What employees are being engaged?

From new employees to senior leaders
Our Key Priorities for D&I in 2010
Global Inclusion Strategy
 Broader Pfizer Culture & Engagement
Initiatives
 Colleague Resource Groups (CRGs)
Targeted Colleague Strategy
How D&I Will Support the Business to Achieve Our Key Priorities

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Customer Impact

Community Relationships

Key D&I Performance Indicators

Support in the design of initiatives to build a strong inclusive
environment and improve levels of colleague engagement
Execute next phase of holistic strategy to strengthen and
communicate global CRGs’ impact on the business
Drive GWS/MCS thought-leadership and develop
infrastructure necessary for implementation
Launch Global Disability Strategy 2010
Help the business fully capitalize on diverse customer
segments to drive revenues
Identify opportunities to leverage broader Pfizer community
relationships towards D&I goals
Develop key methods to track and measure D&I’s success to
increase level of accountability
COLLEAGUES:
D&I will focus on achieving the following goals:
CUSTOMERS:
Help the business to fully
capitalize on diverse customers
to drive revenue
 Provide resources and an
expert knowledge base
about diverse populations
 Ensure the business fully
leverages enterprise assets
to enable strategic targeting
of diverse populations
Customers
Colleagues
Suppliers
SUPPLIERS:
Integrate with and learn from
Supplier Diversity Program’s
past success
 Collaborate with supplier
diversity leads to build on
success and support
broader D&I efforts
Community
Support the development of a
strong inclusive environment
 Support broader Pfizer Culture
of Opportunity and colleague
engagement efforts
 Focus on addressing specific
colleague population needs
(e.g., reinforcement of the
promotion pipeline)
– Global Women’s Strategy
– Multi-Cultural Strategy
 Strengthen the impact of
Colleague Resource Groups
 Streamline D&I metrics
systems and processes
 Embed D&I training within
existing Pfizer training &
education programs
COMMUNITY:
Strengthen alignment of Pfizer’s D&I community investments with Our Path Forward
and identify opportunities to increase impact of broader community relationships
 Develop D&I community investment prioritization tool
 Reallocate D&I community spend to increase alignment to business priorities
LEADERSHIP
Contributing
Strategically
GUIDANCE
Contributing
Through Others
CONTRIBUTION
Contributing
Independently
NAVIGATION
Contributing
Dependently
Stage 1
Stage 2
Stage 3
Stage 4

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
Increase Productivity and Retention of colleagues with
disabilities
Create positive Community Relations & increased
visibility in community
Develop pool of potential future PFE employees
Help Pfizer meet EEOC requirements as well as
increasing our reputation nationally

Create a Series of PfizerWorld Articles
Article series will focus on informing colleagues and
their managers on what they can do when facing
disability issues
 Reach across other Disability Networks for input and
article writing
 Can tie in with AVID recruitment

• Potential Articles Include:
– Disability Facts and Myths
– ADA and Reasonable Accommodations
– Advertising CART (real-time captioning) services used at
Pfizer
– Discuss common disabilities, such as vision and hearing
– Discuss invisible disabilities, such as ADHD and mental health
issues
– Discuss Connect-Ability Program, JAN, JOB, and other
websites
– National Disability Employment Awareness Month

Business Drivers:

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Increase productivity through engagement
Increase retainment of colleagues with disabilities
Make more effective People Managers (2010 is Year of the
Manager)

Targeted Groups:

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
Internal (benefits AVID members);
External (benefits all colleagues)
Career Stages Impacted:



1,2 – Inform colleagues of how various disability issues might
impact them, and what to do when needed;
3 – Make articles also useful to managers, helping them better
work with employees with disabilities;
4 – Have ‘perspective’ articles written by senior leaders

Work with the Connecticut Bureau of Rehabilitative
Services to be named one of CT’s “Top Employers” for
hiring, promotion and retainment of colleagues with
disabilities


Pfizer has been recognized as a Top Employer in the state of
Connecticut in 2 of the past 3 years
First Step: Find out requirements for this year and compare to
what Pfizer has done previously

Business Drivers:


Targeted Groups:

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
Create positive community relations & increased visibility in
community
Mostly External to Pfizer
Some programs might impact Internal and External colleagues
Career Stages Impacted:

3,4; possibly 1,2 (depending on specific programs)

Expand 2009’s successful Disability Mentoring Day for
college students with disabilities



Reach out to more local universities and colleges to find potential
mentees
Balance corporate privacy with more hands-on Mentoring Day
activities
Expand program to include National Business & Disability
Council’s (NBDC) Emerging Leaders College Internship
Program

Business Drivers:



Targeted Groups:


Develop pool of potential future Pfizer employees
Community Relations
Internal/External, and External to Pfizer (mentees)
Career Stages Impacted:

2,3 – Reach out for colleagues to volunteer to help run
Mentoring Day program

Help place advertisements for Pfizer/ disability in
Pharma publications
AVID members can act as SME’s, providing
quotes/testimonials for ads
 Partner with Pfizer Legal to meet new Equal Opportunity
requirements


Business Drivers:




Targeted Groups:



Help Pfizer attract well qualified candidates with visible and/or invisible
disabilities
Increasing Pfizer’s reputation nationally by demonstrating leadership in
disability issues
Help Pfizer meet EEOC requirements
Internal (AVID members are Subject Matter Experts)
External to AVID (partner with Legal, Community Relations, Marketing,
etc)
Career Stages Impacted:

2,3,4 – High level support is required for this initiative

Site-wide audit for disability issues



Celebrate NDEAM (October)


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Bring in Cozy Kitchen and other local groups to set up booths
Sponsor disabled athletes/other groups (such as Easter Seals, etc)
Have a Disability-themed SAMJAM booth


Open Floor issues (concerning NL relocations to Groton)
medical parking; handicap accessible entrances and bathrooms
Include activities that are appropriate for disabled children
Work with vendors (custodial/cafeteria) to include more local disabled workers
Partner with other CRG’s to promote other events