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Diversity.zachariah bernard
1. By: Zach Bernard Managing multigenerational employees and employees with disabilities
2. For the first time in history, the workplace includes four often distinct generations, each with unique strengths, expectations, motivations, and work styles. The prospect of managing workgroups consisting of such a wide potential age range presents several challenges, but it also can yield significant opportunities. What is a multigenerational workforce?
3. A Generational Snapshot Understanding the Generational Characteristics in the Workforce Impact on the workforce Strategies for a multigenerational workforce Outline
4. Silent Generation Silent Generation / Traditionalists (Born between 1920 - 1945). Great Depression and World War II Currently as of 2010 their ages range from 65 to 90. Baby Boomers The United State Census Bureau considers this to be someone born during the demographic birth boom between 1946 and 1964. Dramatic Social change and The Vietnam War Currently as of 2010 their ages range from 46 to 64. A Generational Snapshot….
5. A Generational Snapshot…. Generation X Born between 1965–1979. This generation is the children of both Traditionalists and Baby Boomers. Fall of the Berlin Wall and Desert Storm Currently as of 2010 their ages range from 31 to 45. Generation Y Gen Y / Millennial’s (Born between 1980-1999). September 11 and Barrack Obama Currently as of 2010 their ages range from 11 to 30.
12. Impact on the Workforce….“A Forecast for the Future” Bureau of Labor Statistics Employment Projections
13. “All employees no matter what generation want ……” To be respected and receive equitable and fair treatment Flexibility to balance work, family and personal needs and goals Provided opportunities for education, training, feedback and advancement Strategies for a Multigenerational Workforce
14. Strategies for a Multigenerational Workforce The Five pathways to success
15. Strategies for a Multigenerational Workforce Retention strategies
16. Strategies for a Multigenerational Workforce Retention strategies
17. Managing Employees with Disabilities Outline What does the ADA consider a disability What accommodations must employers make for a disabled employee Myths and Facts employers need to know The Big three, “Reasons to hire disabled workers.” Disability toolkit for managers
18. What Qualifies as a Disability? The ADA has a three-part definition of "disability.“ Under the ADA, an individual with a disability is a person who: Has a physical or mental impairment that substantially limits one or more major life activities; Has a record of such an impairment; or Is regarded as having such an impairment.
19. A physical impairment is defined by the ADA as: "Any physiological disorder or condition, cosmetic disfigurement, or anatomical loss affecting one or more of the following body systems: neurological, musculoskeletal, special sense organs, respiratory (including speech organs), cardiovascular, reproductive, digestive, genitourinary, hemic and lymphatic, skin, and endocrine." What Qualifies as a Disability?
20. A mental impairment is defined by the ADA as: "any mental or psychological disorder, such as mental retardation, organic brain syndrome, emotional or mental illness, and specific learning disabilities." What Qualifies as a Disability?
21.
22. Making the workplace readily accessible to and usable by people with disabilities.
29. The Big three, “Reasons to hire disabled workers.” (Source: U.S. Department of Labor, Office of Disability Employment Policy.)
30. Disability toolkit for managers Disability toolkit for managers Understand the laws that protect disabled employees, under the ADA and EEOC. Show support. Be proactive in helping the disabled employees keep their benefits. Provide accommodations. Have a disaster preparedness plan for disabled employees.
Experts say that for the first time in history, the workplace includes four often distinct generations, each with unique strengths, expectations, motivations, and work styles. The prospect of managing workgroups consisting of such a wide potential age range presents several challenges, but it also can yield significant opportunities.
Baby Boomers, Generation X, Generation Y and mature employees often work side by side, and creating an atmosphere where they can all work harmoniously can be a challenge for employers.Nearly 60 percent of HR managers at large companies say theyhave observed office conflicts that flow from generational differences,.It is important to remember that there is no one size fits all fix to age diversity in the workforce
accommodate generational differences in key areas. coach and motivateshow understanding of needs.building effective work teams and cohesive groups.Use these differences to enhance the work and build a better group mindset.
What Qualifies as a Disability?
Neither the statute nor the regulations lists all diseases or conditions that make up "physical or mental impairments," because it would be impossible to provide a comprehensive list, given the variety of possible impairments.
Neither the statute nor the regulations list all diseases or conditions that make up "physical or mental impairments," because it would be impossible to provide a comprehensive list, given the variety of possible impairments.Reasonable accommodation is any change or adjustment to a job or work environment that permits a qualified applicant or employee with a disability to participate in the job application process, to perform the essential functions of a job, or to enjoy benefits and privileges of employment equal to those enjoyed by employees without disabilities.
In fact, most disabled people do not need extra assistance or funding:Around one in five (19%) (19%) disabled people in the workforce needed some form of personal assistance, technical equipment or other workplace modifications to enable them to work in their current job. Modified or different duties, including flexible work hours, was the most common requirement indicated by 9% of these people. Alterations to the work area or building were required by 2% of people in the workforce.
Not on whether workers have disabilities rates
Manywith many costing nothing at all. Employers also report that accommodations paid for employees WITH disabilities typically cost only $320 more than what they would have paid for an employee WITHOUT a disability who was in the same position1. And available tax incentives make it even easier for businesses to cover accessibility costs.
an individual must first meet all requirements for a job and be able to perform its essential functions with or without reasonable accommodations.
Three conditions.unrelated to the disability orThe employee does not meet legitimate requirements for the job, such as performance or production standards, with or without a reasonable accommodation orBecause of the disability, he or she poses a direct threat to health or safety in the workplace.
