Over the past several years, more and more employers have grown increasingly interested in encouraging employees with disabilities to self-identify. This is largely due to federal regulatory updates and positive disability inclusion trends in the workplace. However, many employers still have questions about how to encourage self-identification among their employees.
Why Don&rsquo;t People with Disabilities Self-Identify?
Some of the top reasons include the following:
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Fear of discrimination and stigma - People with disabilities do not want to be viewed differently or for their disability instead of as a person first. There also may be fear that identifying could negatively impact their chances for promotion or other opportunities if their abilities are now doubted or viewed differently.&nbsp;
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;No impact on their daily job functions &ndash; Some feel that if they do not need an accommodation, or if their disability does not affect their ability to perform their regular job functions then the employ doesn&rsquo;t need to know.
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Not sure of the benefit &ndash; In most cases, people with disabilities are unsure of the personal benefit, and benefit to the employer, of self-identifying.&nbsp;
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Don&rsquo;t know they have one &ndash; Many people are unaware of the definition and examples of disabilities and therefore do not realize that they have something that they could identify with.
What are Self-ID Campaigns?
A self-identification, or &ldquo;self-ID,&rdquo; campaign has the goal and intention of encouraging current employees to identify as having a disability by checking the box on the&nbsp;<a href="https://www.dol.gov/ofccp/regs/compliance/sec503/self_id_forms/selfidforms.htm" rel="noopener" target="_blank">voluntary self-ID form</a>&nbsp;provided by the employer.
These campaigns are an opportunity for leadership to share why disability inclusion is important to the organization and the benefit for the individual to identify.
How Frequently Should Self-ID Campaigns Occur?
Employers who are federal contractors are required to have individuals with disabilities represent 7 percent of their workforce according to Section 503&nbsp; of the&nbsp;<a href="https://askjan.org/topics/Rehabilitation-Act.cfm" rel="noopener" target="_blank">Rehabilitation Act</a>, and typically conduct self-ID campaigns on a quarterly basis.
Most employers who are not federal contractors also strive for 7 percent representation to stay competitive and aligned with other organizations&rsquo; goals. Best practice is to conduct a self-ID campaign at least two times per year.&nbsp;
How Can My Organization Create an Effective Self-ID Campaign?
Here are five tips for creating an effective, well planned Self-ID campaign:
1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Gain Executive Leadership&rsquo;s Participation&nbsp;&ndash; Encourage leadership to openly discuss disability with the workplace. This includes sharing their experiences either as a person with a disability or family member of a person with a disability and explaining the benefits they saw in identifying and sharing their story. Perhaps it encouraged others to share their stories and feel more comfortable to request an accommodation they needed.&nbsp; Stories like this should be shared prior to sending out the form and be done in alignment with disability awareness months like &nbsp;<a href="https://www.dol.gov/odep/topics/ndeam/" rel="noopener" target="_blank">National Disability Employment Awareness Month (NDEAM)</a>, or during annual meetings or as a &ldquo;Lunch &amp; Learn.&rdquo;
2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Implement a Strong Communication Plan Prior to Implementation&nbsp;&ndash; Organizations should ensure that every appropriate leader and department is included in your self-ID campaign plans. This includes the marketing and communications team, human resources, leadership and specific groups like disability and/or caregiver&nbsp;<a href="https://www.askearn.org/topics/retention-advancement/employee-resource-groups-ergs/" rel="noopener" target="_blank">Employee Resource Groups (ERG)</a>&nbsp;to help with ideas and execute plans.
3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Explain the Purpose and Benefits of Self-Identification&nbsp;&ndash; Before developing your campaign, determine what you want to share regarding the importance of self-identification. Outline the reasons why you are asking and the benefits to employees. These include explaining that self-identification leads to a stronger culture of inclusion or that the organization is required to report this information as a federal contractor. Also let employees know if the information will be kept confidential and what will be done with it.&nbsp;
4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Determine How You Will Collect Information&nbsp;&ndash; Organizations planning to host a Self-ID campaign should provide multiple methods for collecting information from employees with disabilities. This can include allowing employees to self-identify anonymously, perhaps by sending out a general employee survey that includes the question, &ldquo;Do you have a disability?&rdquo; Some may use the U.S. Department of Labor&rsquo;s Office of Federal Contract Compliance Programs&rsquo; formal&nbsp;<a href="https://www.dol.gov/ofccp/regs/compliance/sec503/self_id_forms/selfidforms.htm" rel="noopener" target="_blank">Voluntary Self-Identification of Disability Form</a>, while others may have more public opportunities for employees to share personal stories about their disability-related experiences.
5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Create a Unique, Educational Campaign&nbsp;&ndash; Hosting an effective Self-ID campaign requires just as much creativity as it does knowledge. This means developing a memorable slogan and a variety of resources for reaching employees. These may include videos, e-newsletters, posters, and more. Use these spaces not only to share stories, but also to explain the ADA definition of disability and provide overall disability awareness facts. It&rsquo;s also important to explain the confidentiality of self-identification and that it will not affect employees&rsquo; employment with the organization.
While it&rsquo;s important to know the number of employees with disabilities an organization has, self-identification campaigns also help foster more inclusive workplaces and create better experiences for all employees.
For more ideas on how to host an effective Self-ID campaign,&nbsp;contact the CareerCircle team at gettinghired@careercircle.com.
Contributions to this blog were made by Andra&eacute;a LaVant of Solutions Marketing Group.

Encourage employees with disabilities to self-identify with effective self-ID campaigns. Learn how to foster inclusion.

How Can Organizations Host Effective Self-ID Campaigns

Anyone who owns or manages a business knows that their employees are their greatest asset. Understanding how to manage them will help you get the most from them, and help them grow. Your management should focus on their needs at every stage of the employee life cycle, to help get the most from them. What is the employee life cycle, and what does it mean to you? Here's what you need to know.
&nbsp;
<h2>What Is The Employee Life Cycle?</h2>
&nbsp;
Firstly, what do we mean by 'the employee life cycle? When you hear employers referring to their employees 'like family', that's not the case. An employee will usually go through a whole life cycle when they work for you, and often at some point they will leave.
&ldquo;As such, you'll want to know where your employees are at in the life cycle, so you can tailor your management technique towards them. That way, you'll get the most out of them in terms of performance, and you'll see that they feel more valued and respected in the workplace,&rdquo; explains Diane Worson, an HR manager at <a href="https://paperfellows.com/reviews">Paperfellows</a> and <a href="https://uktopwriters.com/best-essay-writing-services/">Essay Services</a>. As such, understanding the life cycle is crucial.
&nbsp;
<h2>Importance Of The Employee Life Cycle</h2>
&nbsp;
As a manager, you will want to understand the importance of that employee life cycle. While you cannot guarantee that you'll keep every employee as soon as you employ them, you'll want them to stay with you for as long as possible. To do that, you need to meet them at whatever stage they're at in the life cycle, and ensure that you're getting employee loyalty.
This is even more important when you consider the cost of bringing on new employees. On average, it can cost between $4,000 and $6,000 to onboard a new employee. Keeping this to a minimum will be in your company's best interests.
&nbsp;
<h2>The Employee Life Cycle</h2>
&nbsp;
It's important to note that the employee life cycle will look a little different from company to company. However, in basic terms your typical lifespan will look like this:
&nbsp;
<ol>
<li>Attraction: Where your employee first learns about your company and decides to interview for an open role.</li>
<li>Recruiting: The process in which the employee meets with you for the first time, and gets more familiar with your culture and what you do.</li>
<li>Interviewing: This is where both the employee and the employer will meet and ask questions of each other, to see if the role is a good fit.</li>
<li>Onboarding: The beginning of the employee's time at your company, including training and meeting the rest of the team.</li>
<li>Engagement: Once the excitement of starting a new role wears off, a strong company culture will be needed to keep the employee engaged in their role.</li>
<li>Development: Some employees will be happy in the same role, while others will want to move up the ladder. At this point, you as a manager will need to recognize this and give them the opportunity to advance.</li>
<li>Retention: Not all of your employees are going to stay with your business, and that's normal. However, managers do need to do their best to retain employees.</li>
<li>Recognition: As a manager, you'll need to be aware of what makes an employee come to work every day. Many are happy to come in in return for that paycheck, but others will want recognition for their work.</li>
<li>Offboarding: At some point, that employee may decide to leave your company. At this point, you'll need to ensure that transitioning the role over to someone new goes smoothly.</li>
<li>Separation: At this point, you'll want the employee to leave your company with good feelings towards you. You'll want to perform an exit interview to get their feedback, which will help you improve the employee life cycle for others.</li>
<li>Alumni: Once an employee leaves, they're not gone forever. They should still be in your network and could be a source of future referrals.</li>
</ol>
&nbsp;
<h2>Improving The Employee Experience</h2>
&nbsp;
Now you have an understanding of the employee life cycle, you can use it to meet your employee's needs and keep them with your company for longer. Having that understanding will benefit you both in the long run.
&ldquo;The way you approach this will be different at different stages of the cycle. At the recruitment stage, for example, you'll be making that employee familiar with what you do, so they can make an informed choice about whether you're the right fit for them,&rdquo; says Timothy Kirson, a business writer at <a href="https://us.boomessays.com/reviews" rel="noopener" target="_blank">Boom Essays</a> and <a href="https://oxessays.com/essay-writer" rel="noopener" target="_blank">Essay Writer</a>. At the development stage, you'll be looking to see if the employee wants to advance, and how you can help them with these goals.
Meeting your employee at their stage of the life cycle makes their experience with you much more positive, and will assist a lot with employee retention. As such, you'll want to keep track of where your employees are in the cycle and use this to help improve the overall employee experience. To learn more about CareerCircle and how to become an employer partner contact us at gettinghired@careercircle.com.
&nbsp; Content Contributor: 
Jenny Han is a writer for <a href="https://academized.com/writing-services/write-my-dissertation" rel="noopener" target="_blank">Write My Dissertation</a> and <a href="https://ukwritings.com/buy-dissertation" rel="noopener" target="_blank">Buy Dissertation</a>. She covers business management and advancement, helping business owners find success. She is also a blogger at <a href="https://stateofwriting.com/uk/do-my-assignment" rel="noopener" target="_blank">Do My Assignment</a>.

Maximize employee potential by understanding the employee life cycle. Learn key stages and management tips.

How To Understand And Optimize The Employee Life Cycle | Getting Hired

How To Understand And Optimize The Employee Life Cycle

With the continued success and publicity of disability-focused employment initiatives, more and more employers are committing to establish disability-inclusive workplaces. However, while many express a desire to build teams within their organizations that include people with disabilities, they often aren&rsquo;t sure where to begin.
Consider the following 10 steps to help build a disability-inclusive team: 
1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Gain Executive-Level Buy-In&nbsp;&ndash; Before an employer can truly commit to building a disability-inclusive team, they must strive to ensure senior-level leadership (meaning C-suite executives) is supportive and committed to moving this agenda forward. Without executive leadership&rsquo;s commitment to focus on disability inclusion in the workplace, creating inclusion goals will lack strength and will likely be overtaken by other priorities. The most successful disability-inclusive employers have C-suite leaders who are supportive and engaged, as they generally set the tone for the company&rsquo;s inclusive culture.
2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Set Targets&nbsp;&ndash; Not every employer&rsquo;s goals for disability-inclusive hiring are the same. Employers must consider the overall number of employee hires they anticipate per year, what their overall diversity goals are, and even their HR departments&rsquo; recruitment capacity. They must also determine if there are specific areas/departments that may benefit from targeted outreach to potential candidates with disabilities, and if there are already appropriate supports in place to ensure a smooth transition.
3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Encourage Cross-Departmental Engagement&nbsp;&ndash; It&rsquo;s not enough to have executive leadership and the HR department on board when planning to build disability-inclusive teams. There should be support and engagement from managers and employees throughout the workplace, including those in communications/public relations, operations, research and development, and sales. By having more people on board to support these inclusive efforts, the greater the likelihood for success and longevity.
4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Build Community Partnerships &ndash;&nbsp;In addition to gaining internal support to build a disability-inclusive team, developing relationships with external disability-serving organizations is a great way to reach potential employees with disabilities. This can include connecting with local non-profit service providers or chapters of national non-profits such as&nbsp;<a href="https://www.thearc.org/find-a-chapter" rel="noopener" target="_blank">the Arc</a>&nbsp;and&nbsp;<a href="http://www.easterseals.com/connect-locally/" rel="noopener" target="_blank">Easter Seals</a>. Employers may also choose to reach out to employment-focused federal agencies with local offices, such as&nbsp;<a href="https://www.askearn.org/state-vocational-rehabilitation-agencies/" rel="noopener" target="_blank">Vocational Rehabilitation (VR) agencies</a>&nbsp;or&nbsp;<a href="https://www.careeronestop.org/site/american-job-center.aspx" rel="noopener" target="_blank">American Job Centers</a>. Building partnerships with these agencies will not only help with employee recruitment, but can also provide other benefits to employers, such as one-on-one assistance or job coaching.
5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Train Your Current Workforce&nbsp;&ndash; Another step to building a disability-inclusive team is providing disability etiquette and awareness training to current employees, as this will also help to foster a culture of inclusion. &nbsp;Providing training can even increase disclosure rates of current employees who have non-apparent disabilities but haven&rsquo;t felt comfortable to disclose as over 70 percent of disabilities are not visible.
6.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Ensure all Policies and Diversity Statements Include Disability&nbsp;&ndash; It is important to ensure disability inclusive language is incorporated in all diversity and policy statements. This means including the words &ldquo;disability&rdquo; and &ldquo;people with disabilities&rdquo; in diversity policies and affirming in policy statements a commitment to equal opportunity employment for people with disabilities. The company&rsquo;s accommodation statement should also be listed with the EEO statement, other policy statements, and in an easy to find place like at the bottom of every job description.
7.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Implement Inclusive Recruitment and Marketing Practices&nbsp;&ndash; If employers desire to recruit people with disabilities, it&rsquo;s important for them to diversify the ways they reach and attract job candidates. In addition to promoting opportunities through disability-focused organizations, employers should also look out for in-person and virtual career fair opportunities like with local colleges and universities. Employers should connect with both the Office of Student Disability Services and the main Student Career and Development Center and ensure any materials they provide are accessible and branded with disability inclusive language.&nbsp; &nbsp;All marketing content whether on the company&rsquo;s website, or social media channels, should also have messages around disability inclusion within the organization.&nbsp;&nbsp;
8.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Consider Access and a Structured Accommodation Request Process&nbsp;&ndash; Physical access to a workplace (i.e. ramps and wheelchair-accessible restrooms) is very important when developing an inclusive team and culture, but accessibility goes far beyond physical structures. Employers should also keep in mind other forms of access, including communication and technology access.
Employers should have a clearly defined accommodation process and statement for &nbsp;&nbsp;candidates &nbsp;&nbsp;with disabilities to request any needed accommodations. This should also be shared internally with all employees in case they need to request an accommodation for a current disability or acquire a disability during their career. An effective accommodations statement should have two methods of contact, both phone and email, for accessibility purposes, and provide a response within at least 24 hours on next steps.&nbsp;&nbsp;
9.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Establish Spaces and Opportunities to Provide Feedback and Network&nbsp;&ndash; Once you have begun to employ and engage employees with disabilities, it&rsquo;s important to establish spaces and procedures for them to provide feedback and to connect with other employees with disabilities. Employees should be able to identify concerns and barriers to inclusion without fear of being viewed or treated differently; thus, employers should have ways for all employees &nbsp;&nbsp;to share feedback anonymously or confidentially. This could be with a team of HR Business Partners or a designated team responsible for employee experience.
Establishing a disability-focused&nbsp;<a href="http://www.askearn.org/topics/retention-advancement/employee-resource-groups-ergs/" rel="noopener" target="_blank">Employee Resource Group (ERG)</a>&nbsp;is another great way to gain feedback from employees with disabilities and provide an opportunity for them to network and receive support from those with similar experiences.
10.&nbsp;&nbsp;&nbsp;Strive for Employee Retention and Advancement &ndash;&nbsp;Recruiting employees with disabilities is significant, however, ensuring that they stay and even advance through the organization is even better. In addition to establishing a disability-focused ERG, which is a proven method for supporting employee retention, many inclusive employers understand that retaining employees, especially those with disabilities, is dependent on the workplace culture and its inclusivity.&nbsp; &nbsp;To further achieve this, inclusive organizations provide professional development/training opportunities, mentoring programs, and celebrate disability related months and days.&nbsp;&nbsp;
When it comes to building a disability-inclusive team in the workplace, moving from desire to implementation takes continued commitment, but following these 10 steps will make the process smoother and achievable. For more ideas on how to build a disability-inclusive team,&nbsp;contact the CareerCircle team.
Contributions to this blog were made by Andra&eacute;a LaVant of Solutions Marketing Group.&nbsp;

Build a disability-inclusive team with these 10 steps. Gain executive buy-in, set targets, and foster engagement.

10 Steps to Building a Disability-Inclusive Team

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142 Articles

How Can Organizations Host Effective Self-ID Campaigns

How To Understand And Optimize The Employee Life Cycle

10 Steps to Building a Disability-Inclusive Team