Lesley Beaulieu is grateful to the people who have given her the opportunity to succeed.
Beaulieu is a graduate of the University of Regina’s Campus For All program, a four-year inclusive post-secondary education experience for adults with an intellectual disability.
More than 18 months ago, Beaulieu was hired by Farm Credit Corporation (FCC) to work with the accounts payable team at head office.
“My work consists of processing invoices, helping the file clerk fold cheques, and stuffing and sealing envelopes. These cheques are sent to all the vendors FCC deals with,” says Beaulieu. “What I enjoy the most about working at FCC is the people. Everyone is super nice and my co-workers see me as a valuable part of the team.”
Beaulieu shared her experiences at an on-campus event acknowledging October as National Disability Employment Awareness Month. Other speakers at the event included President Dr. Vianne Timmons, Laura Ross, the MLA for Regina Rochdale and Michael Hoffart, President of Farm Credit Canada.
Three years ago, Campus For All, in partnership with Creative Options Regina, created an initiative called 4to40. The initiative connects people experiencing disability with employers who embrace a flexible 4 to 40 hour work week.
Since 4to40 was created, 12 students and graduates have earned permanent jobs. This includes three who work at FCC and two at the U of R Fitness and Lifestyle Centre.
“Research shows that post-secondary education enhances employment outcomes for individuals who have an intellectual disability, including a wider range of job opportunities and greater pay – just like it does for their peers,” says Faith Savarese, Coordinator for Campus For All. “However, we still have a long way to go to find equality. Nearly 70 per cent of Canadians living with a disability are unemployed.”
Dr. Vianne Timmons has taken a personal and professional interest in the rights of the disabled.
“Campus For All is a meaningful undertaking and something that is close to my heart,” says Timmons. “Inclusive education is important – but it is equally important to promote employment opportunities for young persons with disabilities. Employers who have hired persons with disabilities have found they rate average or better on job performance, attendance and workplace safety – and this is something of which we should all take note.”
Timmons praised FCC for its inclusive hiring policy and issued a challenge to other employers.
Says Timmons: “I’d like to issue a challenge to other organizations and show leadership like FCC has. Look at 4to40 options and see for yourself the great potential of persons with intellectual disabilities.”
When Greg Cruson’s grandfather founded Dutch Industries in 1952, he believed in lending a hand to those facing employment barriers.
Now, 64 years later, Cruson, is carrying on that approach as general manager at the family’s Pilot Butte farm implement company.
Tonight, he’s getting an employer of excellence award at a Saskatchewan Association of Rehabilitation Centres banquet in Regina for his role in hiring those with intellectual disabilities.
“It’s a bit of a shock,” Cruson said. “I didn’t even know I was nominated.”
Cruson said he believes very much in continuing the approach to hiring that his Dutch immigrant grandfather brought to Canada.
“Everybody we have working in the plant has some type of obstacle to their work, so there’s no reason why we can’t bring on people who have intellectual disabilities and find ways of accommodating them.”
One of those employees is Dylan Morin, who works as a bolt finisher, packer, and cleaner at the plant.
“The people are nice, caring, at times funny,” said Morin, who works three days a week at Dutch Industries.
He said it’s “awesome” Cruson is getting the award and is grateful for the opportunity to show what he is capable of.
“People with intellectual disabilities can do the job,” Morin said. “There’s no way they can’t do the job. It just takes patience.”
CBC Saskatchewan’s The Morning Edition
Posted: Oct 26, 2016
WHAT IS VITAL SIGNS?
South Saskatchewan Community Foundation (SSCF) is one of 32 community foundations across Canada participating in this year’s Vital Signs program. More than 85 communities across Canada and around the world use Vital Signs to mobilize the power of community knowledge for greater local impact. For more information about Vital Signs or to access local reports, visit www.vitalsignscanada. ca.The Vital Signs report is a check-up that measures the quality of life in our community, identifies trends, and shares opportunities for action.
WHAT DOES IT MEASURE?
This year’s report includes local, provincial and national data related to the following indicators: • The Economy • Demographic Trends • Reconciliation • Arts and culture • Health and wellness • Sense of Belonging • Housing • Environment • Learning • Food Security • Immigration • Work and more. The indicators show how the Regina Area compares to other communities and how the community has changed over time.
WHAT AREAS ARE COVERED?
This third annual Regina Area Vital Signs report focuses on the Regina Census Metropolitan Area and also includes information on the First Nations communities in Treaty 4 territory.
HOW DOES IT WORK?
In addition to detailed statistical analysis and data mining as well as sharing real stories of our community’s work to make the Regina Area a better place to live, the Community Foundation will engage the community in pursuing a number of Vital Conversations to explore the issue areas in further depth.
WHAT MAKES VITAL SIGNS DIFFERENT?
It is a unique collaborative project carried out with the input and support of a large number of community partners including representatives from the charitable sector, government, non-profit and business. The power of this report is in its accessibility. The data brought together to tell the story comes from a wide range of sources rarely available in a single report, however the story is told in a way that is interesting, understandable, accessible, engaging, and above all, actionable for everyone living in our community.
HOW IS IT USED?
Experience in South Saskatchewan and other communities has shown that the Vital Signs report is an important discussion piece for the community and provides much needed clarity around the current, potential and perceived issues facing our citizens. It invariably becomes a key tool for many different groups working for the betterment of our community.
Jan 12, 2016
As private sector companies begin to realize that there are sound economic reasons to be fully inclusive of employees with disabilities in their workplace we see an increase in demand. In Canada there are approx. 447,000 recent grads from the past five years who have a disability and have never worked. Of those, 270,000 hold a post-secondary degree or diploma. One would assume then that with this massive supply the demand would easily be met but one would be wrong. The unemployment rate and the participation rate for people with disabilities in meaningful and competitively paid jobs remains at the same level as a decade ago and indeed two decades ago. There are numerous reasons for this such as the attitude of private sector employers towards people with disabilities, the funding formula’s around disability benefits and of course the approach taken by Canada’s many service agencies who’s recruiter’s and job developers are tasked with finding jobs for the agencies clients. I have publish many articles about the former and will continue to do so as corporations slowly wake up to the potential contributions of this vast untapped talent pool. There is no doubt that real inclusion is a competitive advantage, those companies who get it, win, those who don’t will pay dearly. For this article however I want to focus on the supply side of the equation or rather, the supply chain. We don’t have a supply problem, we have a supply chain problem.
I have significant expectations of community agencies who represent candidates who have disabilities. These expectations are written into my accessibility policy and unless an agency can demonstrate their ability and effectiveness to follow these 13 expectations we simply don’t do business with them. This is no different to how we would treat any other vendor. In the past however, social service agencies have often operated to a rather low common denominator, this affects outcomes and does little in terms of representing societies more vulnerable people. The focus from agencies has been one of two approaches, altruism or compliance, both are guaranteed to lead to failure.
Here therefore is Wafer’s baker’s Dozen, my expectations of a social service agency.
1) Create business champions in your community and let them do the heavy lifting for you. You may fully understand the business case yourself but when speaking with a potential employer they are perhaps suspicious of your motives, they believe you will tell them what they need to hear in order to hire your client. Business champions are easy to find, they are employers who have hired successfully from you in the past. Acknowledge them, support them and reward them. Once you have developed this relationship ask the champion to go with you to a potential employer’s office and watch the two business owners speak to each other in their own language and peer to peer. This is scalable. I as a small business owner have sat across the table speaking to the CEO of an auto manufacturer, we still speak the same language, and we have the same concerns and stresses, pressures and desires only on a different scale.
2) Have increased expectations of your client. I have hired 125 people with disabilities in meaningful and competitively paid jobs over the past twenty years. As a typical employer I thought i knew the capacity and capability of each employee as they came on board. I was wrong 125 times. Recruiter’s therefore must be aware that workers with disabilities are likely to outperform expectations. Don’t make excuses for what they might not be able to do.
3) View the business as your most important client. The individual who you represent will be well served if you can position yourself as a problem solver for local business owners. Act as a conduit for talent, the company will appreciate and respect you and your agency.
4) Encourage families and stakeholder groups to speak with children early in life about work. Regardless of the severity of the disability. Work must be an expectation rather than a wish or “hope for”. We will concern ourselves later on solutions should work not be possible but too often the subject of work begins at about 17 years of age, this is far too late and places addition pressure on an employer as they deal with a lack of soft skills normally developed by holding part time jobs, summer jobs or even volunteering in the volunteer community.
5) The approach to business must be at all times the “business case”. Know your facts and use them often. I have published articles on the business case but briefly it means once a company has built some capacity they will see increased overall employee morale, decreased absenteeism, greater safety records, greater innovation, lower sick time, less supervision, greatly reduced employee turnover and more. Not only should you memorize these facts but back these up with data and numbers, this is language business owners understand.
6) Develop relationships with business before approaching them to hire your clients. Make an appointment to meet with them, understand their needs, understand what the business does, and show them what your agency does. Visit often and engage them, take coffee and especially Timbit’s.
7) Apply for jobs where jobs exist. This is an important step because agencies have a habit of creating jobs. Job creation is pointless as it serves only to increase the payroll of a company even if the employee is good at their job. Almost all people with disabilities can and should fill jobs that are advertised. The sole exception to this is those with significant intellectual disabilities who may need a created job but even then it should be carved from other employee’s responsibilities rather than a pure creation. Employers do not see value in a worker who is an extra burden on the company’s payroll.
8) Avoid wage subsidies at all costs. These are very dangerous as employees are on boarded with a time limited subsidy. The employer does not value subsidized employees nor do operations managers who see an “us” and “them”. More important though is what can happen when the subsidy runs out especially if the worker has an intellectual disability. They often are kept on without pay in job training exercises with no parameters and no end date. Good employers in serious business do not want subsidies, they want good employees and they are willing to pay fairly.
9) Never take a client on a cold call. This is uncomfortable for the employer and for the client and can show a lack of professionalism.
10) Understand the wants and wishes of your client. Don’t assume everyone with an intellectual disability wants to work at Tim Hortons. Ensure that your intake procedures cover this area. A wrong fit is a guaranteed failure and all of us want to do jobs that we enjoy.
11) It is critical that your initial approach to a business be with the companies owner or if it is a corporation, the CEO. It is perfectly acceptable to have a day to day and ongoing relationship with company managers but the tone and intent of a company is set by the CEO. He or she must be aware that new employees might have a disability and must be supportive of this otherwise failure is guaranteed. One might ask me that approaching a CEO is an impossible task but one needs only to refer to item #1, your business champion.
12) Consider yourself and your agency as a major force in town. Do not as often happens downplay your significance in the community. Agencies often place business and business owners on a pedestal making an approach to them more daunting. There is no business in town more important than your agency.
13) Dress for success. Too often I am approached by a recruiter in the service sector who may be the 8th or 9th vendor to meet with me that day. All other suppliers who met with me wore business attire but when the recruiter arrives it’s often jeans, flip flops and a Grateful dead T shirt. To be taken seriously, dress seriously.
As demand increases let’s ensure the supply is ready. Following these 13 steps will provide the outcomes we need and expect.
We were very excited to be featured in the Winter 2014-2015 SARC Update! You can check it out below.