building business partnerships to increase employment employer relationships_ppt.pdfofccp hiring...
TRANSCRIPT
AUGUST 13,, 2014
Building Business Partnerships to Increase Employment Opportunities: It’s All About Relationships!
Presenters:Howard Green, VP NOD
.
30-year-old nonprofit with a focus on
employment for people with disabilities
FOCUS Increase employment opportunity and
economic self-sufficiency for working-age Americans
with disabilities.
CAROL GLAZER
NOD PRESIDENT
PRESIDENT GEORGE W. BUSH, STEVEN
TINGUS & NOD FOUNDER ALAN REICH
MISSION Expand
the participation and
contribution of the 57 million
Americans with disabilities in
all aspects of life.
NOD has built an array of advisory services and networking opportunities for companies
that are interested in taking a leadership role in the disability cause
New regulations for federal contractors require
companies to improve disability hiring
Goal:
7% of workforce
comprised of
individuals with
disabilities
Measure and
document
progress
Analyze efforts
Requirement to
track and
document efforts
towards
compliance
Key Pieces of the Regulation
Employers set
goals for hiring
people with
disabilities and
veterans
Annual analysis of
disability hiring and
utilization;
development of
corrective action
plans
OFCCP hiring goal for talent with disabilities – the race is on to find that talent pipeline!
• Impacting Federal contractors and subcontractors with contracts of $50,000 or more
• 7% of all staff (starting with new hires) should be employees with disabilities
• New Recruitment Efforts (document & report)
– List all job openings with the nearest Employment One-Stop Career Center;
– Enter into a linkage agreement with the nearest State Vocational Rehabilitation Agency or local organization listed in the Social Security Administration’s Ticket to Work Employment Network; and
– Establish an additional linkage agreement with at least one disabled veterans’ service organizations listed
• Self identification & Data Collection
– When applying for a position;
– After an offer is received, but before employment begins; and
– Annually, for all employees
– Five year retention reporting requirements
• Record Keeping
– Annually evaluate physical and mental qualification standards and compliance with utilization goals. Personnel involved in recruitment, hiring, promotion, disciplinary and related processes must be trained annually and the contractor must keep records on annual training related to disability hiring
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Why is successful disability hiring critical?
Increasingly consumers
reward corporate social
responsibility, of which diversity
hiring is a key component
DOL’s ruling sets a required
goal for federal contractors
that employees with disabilities
account for 7% of workforce
503 will require contractors to
engage in active oversight of
their hiring and utilization of
people with disabilities and
make changes if not making
progress towards goals
Accommodating a steadily aging
workforce and growing veteran
population will be a key challenge
for many companies
Many employers have
documented improved
employee engagement,
across their workforce
Corporate
Value
at Stake
Corporate
Social
Responsibility
503
Ruling
Compliance
Documented
Success
Aging
Workforce
& Veterans
What do think of his list of accomplishments?
• B.A Mathematics –June 2007• B.A Economics – June 2007 ( Honors)• M.S Mathematics – January 2010• Work Experience
– Hamilton Lane Advisors –Summer Intern (May-August 2006
– Statman Analyst Research Intern – Feb,2010-June2010– Blackfeather Enterprises LLC (telecommute) July-August
2011– Skills- C++ Perl, Python, VBA, MATLAB, SPSS, AMOS,
SRATA,LATEX, LexisNexis, Access, SQL, MySQL, Power Point, Excel, ASP, Ajax PHP
– Certification – CMFS, Six Sigma Green Belt Lean/DFSS– Senior Class Treasurer
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• OVER PAST FIVE YEARS THIS CANDIDATE HAS…– TWO DEGREES– APPLIED FOR SEVERAL HUNDRED
POSITIONS– 100 INTERVIEWS(HOURS OF
APPLICATIONS WORK)– NOT A SINGLE JOB OFFER– BUSINESSES AND GOVERNMENT
• Lack of exposure to disability• Lack of internal structure from
businesses to move candidates with disabilities beyond the initial interview.
• Outside placement groups unable to help.
Meet the candidate…
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To increase employment of people with disabilities we need to focus on two customers
Customers Descriptions
1 People with Disabilities Assist people with disabilities to gain access to work opportunities!
2 Businesses Assist businesses with recruiting, hiring & retaining homeless and veterans with disabilities in employment!
In order to successfully manage both relationships you need a strong connection and understanding of employer workforce needs and wants
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Why is the Bridges to Business Model needed?
Company Quotes/Feedback
Employer #1 “I wanted to hire workers with disabilities and agreed to work with a local agency but it took too long for them to find any candidates.”
Employer #2 “I wish I had a real community partner who understood my needs and wanted to meet my objectives --- not theirs!”
Employer #3 “ It seems my company has to go looking for the partners in the community, and it is confusing. It would be nice to work with one organization that would manage this for us.”
Employer #4 “I expect more people with disabilities could secure employment if more programs worked together.”
Employer #5 “We worked with an agency but they couldn’t deliver the talent and when we expressed frustration, they said they couldn’t really help us and then we never heard from them again.”
Employer #6 “Help, where do I start? I need help navigating the system.”
Employer Feedback
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Doing Business the old way….
One Person/One Job
Low Expectations for candidates
Not Able/ Willing to managerelationships
Not Tracking the Right Info
A candidate is placed
Loader
Cashier Analyst
BIZ
The Job Placement Model
The job placement model typically identifies a single employer and matches a single candidate or multiple candidates of the
same skill set
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Doing business the new way…
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A Candidate Pipeline is Developed
PWD
PWD PWD
PWD
PWDPWD
BIZ
BIZ
BIZ
BIZ
The Business Development Model allows for a systematic approach of building relationships with many businesses which can result in
many job opportunities
1. Marketing /Business Development & Relations – (See the employer as a customer)
2. Identify Business Needs and Learn their Culture
3. Implement a Strategy to Meet Business Needs
4. Maintain Networks with Business
The Business Development Model
Cultivating employer relationships will yield a greater number of job types and placements
Job Placement Model
Loader
Cashier Analyst
Business Development Model
PWD
PWD PWD
PWD
PWDPWD
BIZ
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BIZ
BIZ
BIZ
BIZ
An adjustment in the approach to working with employerswill enable you to satisfy your placement goals and the employers
to meet their business objectives and hiring needs
Win/Win
Know what you need – know what you can offer: Questions to ask…
• Demand (Employer) Side:
Do they have a diversity plan & does it include disability?
Do they have a disability program & is someone assigned to manage it?
Do they set targets to hire candidates with disabilities?
Do they have an accommodation policy & is it centralized?
Do they offer training on disability to their employees?
Do they have a community partner(s) to help with sourcing positions?
Is the partnership working & reaping benefits
Do they track things like production, retention, cost per hire, safety etc?
• Supply (Service Provider) Side:
Do they have a strategic plan for addressing business needs?
Do they have a data base to track their business relations? Do they track their success and offer to track information for the business?
Do they offer disability training?
Do they assign a business manager to the business?
Do they have resources & networks beyond their organization.
Do they have a pipeline of candidates to meet the appropriate needs of a specific business?
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Steps to Building a Relationship & Value
Build Your Network
Quality Service Trust Relationship Added Value
Providers
need to start
networking &
talking with
businesses.
First step in
building
relationships is
meeting the
right people
and making
sure you know
their needs and issues.
Once you havemet & decided to try to meet the business needs you need to provide top quality services.
If you don’t deliver a quality service, the business will go to another vendor.
If you are providingquality services & the business can depend on you being responsive, dependable and trustworthy then you create trust.
The business needs to trust you before they hire your company or people.
Once you demonstrate you can deliverand be trusted then you have a relationship and will be seen as a partner. If you are
willing to go the extra mile, deliver quality services and meet the needs then you will continue as a partner and have a great relationship.
Quality services, being responsive to the demands of the business, building trust and contributing to the bottom line are adding value to the business.
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1 2 3 4 5
Employers are also beginning to set new expectations from their partners
Understand business needs (job types, salary, benefits & skill sets)
Establishment of contracts
Clearly defined roles & responsibilities
Frequently onsite
Same standards, same expectations
Same timelines and deliverable criteria
Companies might request MOU’s
And many are asking for NDA’s to ensure confidentiality
Deliver what you say – if you can’t –fix it or make recommendations
Service ProvidersAs Vendors
Service ProvidersAs employees
Accountable &
Confidential
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Business Needs & Concerns
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Business Needs Descriptions
Policies, procedures & training
Understand what is impacting companies (Legislation,applicable state laws)
How will the company implement the new policies? And how will they affect the population you serve?
What can you help them with? Do they need training?
Finding the right partner to source candidates
Employers are often overwhelmed by the number and type of agencies
Agencies need to understand the types of talent needed, the numbers needed, and where to find that talent
Identifying candidates & establishing the pipeline
Typically employers want to know they can hire more than 3-5 candidates
Establishing a pipeline whether through other agencies or training that talent within is critical
Metrics (we can’t say it enough)
Measure what is important to employers (performance, attendance, sales etc.)
90 days does not make success – track beyond it – even with a phone call
Move from Rehabilitation Language to Business Language
• Rehabilitation
Clients
Rehabilitation Agency
Follow -up
Service Provider
Job coaching
persons with disabilities
• Business
Candidates, Applicants or
employees
Employment Agency
Retention Services
Vendor/Sourcing Agency
Supports & Training on the Job
Candidates with skills
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Issues for consideration…
• Corporate culture is critical for success
• Focus on the employer needs
• Businesses have a different timetable –respect it
• Employers are still fearful
• Your expertise is needed
• Companies want to expand diversity
• You are their resource
Disability is
DiversityTraining
CultureUrgency
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Getting prepared is critical
• See the business as your customer
• Sell your services – know what you can offer
Marketing
• Take tours/onsite visits
• What are the jobs they recruit for
Know/Learn the Business
• Present the employer with a plan to work together
• Put it in writing
Strategy Design
• Work with your community partners
• Meet as many people in the organization as possible
Build/Maintain Networks
• Know what the employer needs and deliver it
• Touch base frequently in many cases a phone call is enough to stay connected
Relationship Management
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It is important to understand marketing and its/your goals
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Marketing
What is marketing? An activity that satisfies the needs and wants of the customer through an exchange process
Win/Win Basic to the process – each party should valued goods or services
Goals
1. Expansion of your business networks2. Job Placements3. Customer Satisfaction
Elevator Speech
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Elevator Speech Components
What is it?
How do you craft it?
What are some key words?
What makes it NOT good?
Things to consider in your elevator speech
• Does your introduction create a business image or social service?
• Does it reflect what you do and why they should work with you?
• Does it show your relationships to other business partners?
• Does it show your uniqueness from other providers?
• Does it talk about next steps and follow-up?
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What are Some Themes?• Good Morning! I am __ and I work for a local staffing
firm. • We focus on supporting employer workforce diversity
efforts.• We work with businesses to connect them with
qualified applicants based on their staffing needs.• I have been looking at your company’s
diversity/community/volunteerism/corporate giving focus and understand that this is important to your organizational culture.
• I would like to find out more about your business needs and how we can support them.
• Do you have some time this week we can meet?
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Identifying the Employers to target is the first step
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Identify a top 50employers list
Review chamber lists, contact local SHRM offices
Who’s in the news?
What industries are on the rise?
Identify federal contractors
Expand an existing relationship
Learn about thebusiness
What are the jobs types?
What are the skill sets they need?
Are they hiring?
What are their trends? (e.g. peak seasons)
Do they have a diversity plan and does it include disability?
HomeworkPg. 10
Prospecting and targeting businesses
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Prospecting
Set your
objectives
Details
• Set goals to meet people on your target company list
• Know the business needs and how you will approach you
• Practice your elevator speech
• Share marketing materials/info
Schedule a time, Set a Priority to prospect new
Businesses
• Prioritize your list
• Work your plan
• Follow up and follow through
• Keep informed on your prospect list – companies may shift
up or down on your priority list based on their business
needs
Attempt to do one per week
Prospecting and Targeting…cont.
STEPS
1. Make a list of Businesses That Would Make GOOD Partners!
2. Identify Businesses by Size and Industry
3. Develop a System to Collect Data &
4. Maintain Business Files
Prioritize the Lista) Immediate contact
b) Soon as you finish the immediate
c) As soon as possible
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DO’s & DON’TS --- don’t get confused
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What NOT to do!
Don’t ask employers to change their jobs (they can change the “how” not the “what”)
Don’t try to sell them skills or talent they don’t need
Don’t say – that’s not my job. If it’s not your job, find someone who can help them
Don’t get too involved in the rehab system – they won’t understand it and in many cases won’t care
What you SHOULD do!
Get to know the business --- ask a lot of questions (hours, salary, skills needed, education, background checks, training, where is their flexibility etc.)
Under-promise and over-deliver
Develop a data base & tracking system.
Be accountable – if something isn’t working, fix it. And if you can’t fix it, demonstrate you have tried everything to solve the problem
Ask them to help you with other company connections
Train, Train, Train and train again
Basic Questions to Ask – what you should do…
• Where are they located locally, nationally?• Mission/Goals of the business• What is their history, have they been here a year or
twenty? (Growth expectations)• How many employees do they have?• What is their annual turnover?• How many people do they expect to hire and when?• Name of contact(s) – HR, Hiring Managers, Recruiters• Do they have a diversity/disability plan• Have they worked with people with disabilities
before? How did it go?• Needs of business & specific items
(culture) unique to that business
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Getting to know
Company XYZ
Businesses tell us the best way to be approached …
Understand my business
Connect with local managers –make an appointment to explain your program and its benefits
Never make a cold call- have your ducks in a row with a clear purpose in mind for your visit
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And what they expect from service providers
Become my business partner! Understand my business! (We can’t say this enough)
Learn my needs and look for creative solutions to meet them. Also, believe your applicant can do the work.
Demonstrate you know about accommodations and how to work with individuals with disabilities.
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Utilize the communication preferences of the employer to
market your organizationE-mail link with a short video or include business on your e-newsletter list
Or send a one page fact sheet – provide quantitative data –employers love data!
Submit a plan to the business showing the business benefits of having you as a partner.
Tell them what you will do and commit to doing it
Become a part of the business – develop ways to stay connected even when business is not hiring.
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Work your brand
75% of all jobs are securedthrough networking
Utilize social media such as Linkedin, Twitter, Facebook
Develop your list and set yourpriorities
Get face time!Show up prepared.
Join local networking eventsAnd opportunities!
1
2
3
4
5
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Building Your Data Base – WHY??
Tracks Your Business
Connections
Helps New Staff
Demonstrates Value and Shows
Your Commitment
Increases Your Credibility With
Business
Development of Reports & Planning
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Making It Work -
Assign Staff To Enter Data & Keep Fresh
Use The Data Captured For
Training, Reports, etc
Make Sure Staff Sees
the Benefits and Value
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NOD developed Bridges to Business to link
Employers with a pipeline of Candidates with
disabilities
SUPPLY DEMAND
Job CandidatesRegional Service
Providers
Disconnect between Corporations &
Service Providers
Corporations Hiring at Distribution,
Retail, and Office Sites
SAMPLE BRIDGES CLIENTS
Understanding business objectives is at the heart of the Bridges to Business model
Employer as Business Partner
Assess & Align with business objectives
Business Relationship Management
Utilize Local Resources (one stops,
VR)
Metrics
Identify employer needsEstablish/continue relationship
Learn about their businessWhat are they doing in the
next 6-18 monthsIdentify how you can help
Tell them how you can help Outline what you can do Follow up early and often
If you can’t deliver what theyneed – utilize your networkDeliver what you promised!
Measure your successesAsk for feedbackChange course as needed
Bridgesto
Business
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Outcome Nuggets From theBridges to Business Model
Businesses want to work
with a preferred
vendor
Businesses need a partner
to help manage the
business/disability
relationship
BUSINESSES NEEDS A
PARTNER TO TRACK THE DATA AND PROGRESS.
THERE IS A DIFFERENCE IN A SINGLE POINT OF CONTACT AND A
PARTNER FOR THE BUSINESS.
Businesses do not know how
to find the pipeline of candidates
with disabilities
Single Point of Contact vs. a Valued Partner
What it looks like…
SINGLE POINT OF CONTACT VALUED PARTNER
Driven by VR or an Employment
Services Provider.
One-sided expectations from
Supply side.
Willing to source candidates from
their caseloads only.
Services to businesses are
provided on a short term basis and
driven by funding for a particular
person with a disability.
Driven by the Business and their
needs.
Mutual understanding of roles and
expectations.
Willing to work with other
rehabilitation programs in the
community to find the talent for
businesses
Services to businesses are seen as
on-going and built on a business
relationship.
PROMISING BUSINESS PRACTICEWalgreens– Distribution and retail stores Lowes – 14 Distribution Centers –
expanding in their retail stores
Bank of America – Using their experience in Delaware to expand to other markets
Sodexo- leader in Diversity and in the top ten in hiring people with disabilities,
Safeway – uses an internal champion to increase hiring.
Starbucks - Distribution Centers and Roasting Plants
AMC Theatres – Working to improve their ability to recruit and hire as well as working job coaching guidelines. Over 1000 new hires in 350 + theatres.
Macy’s exploring hiring initiative in retail and distribution centers.
Best Buy – Using the Walgreens model in their distribution centers- some of their stores have a program for individuals who are deaf.
Kroger- working to expand their retail and start hiring in their Distribution Centers
Office Max- Creating jobs in Distribution Centers – NV, IL, MD & AL
Toys R Us – expanding their hiring in their distribution centers.
Example of Bridges Work -Timelines for
Engagement NOD interviews organizations for potential partners and recommends :several for 2nd
interviews by companies such as :Lowes, JB Hunt, Kroger, Sodexo, PECO, Toys “R” Us
NOD, Provider and
company met to review
Roles and
Responsibilities; reviews
companies needs. CO
learned requirements &
started selecting potential
candidates.
Developed on-boarding
process for partnership;
job coaches selected and
trained at Companies;
scheduled interviews &
onboarding candidates.
Provider & Companies
started meeting regularly
to build trust and
communication process;
NOD scheduled bi-
weekly calls to review
progress.
Started expanding to
different departments &
screening additional
candidates.
Candidates started
working and learning job
with assistance from job
coaches; feedback on
productivity &
assessment of program
continued. Additional
departments were added.
Continued to fill positions
and expanded
opportunities into other
areas of business
Candidates hired and
continued on-going
communication between
Provider and Companies
representatives.
April & May June & July September & October November & December
Interviewed for Lead
Partner with
companies attended
Disability Awareness
training; tour company,
.
Partnership Roles
Business
• Based on input from NOD, Provider was selected as
Lead Partner
• Staff participated in Disability Awareness Training
• Companies identified labor needs for Distribution
Centers and other sites
• Provided tour and training for Provider staff and job
coaches
• Provided on-going and continuing communication with
Provider staff
Provider.
• Participated in Disability Awareness Training at Companies
• Screened candidates for positions at Companies
• Marketed the programs to other community providers ( VR,
Veterans(DVOP) DDS)
• Selected candidates for interview and prepared Companies
• Job coaches provided necessary training and on-going
accommodation advice to Companies
• Tracked progress data and shared with Companies staff and
management
• Participated in bi-weekly calls with Companies and NOD
Partnership Roles
Nuggets Learned from Partnership
• Assignment of a Project Manager to business partner is
critical
• Providers learned the needs of business (importance of
background checks)
• Flexibility of business as well as provider to ensure
success in matching candidates to positions
• Co-worker’s productivity increases
• Continuous building of pipeline
What Do We Need To Do?
Turn Our Thinking Upside Down!
• Don’t push supply; Deliver to Demand!
• Become more effective with business customers
by operating more like a business person.
• Think of the business as the customer.
• What is the benefit to the business in hiring this
person? Bottom Line!
• Develop business relationships.
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Business Relationship Essentials
Believe in yourself & your value to business.
Be responsive and follow through.
Commit to producing results for the business.
Deliver to the relationship.
Become their ‘go-to’ person.
Be the leader and build a network of others to deliver the
pipeline.
Set metrics and establish bi-weekly follow up meetings.
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Business Relationship Essentials
Build trust.
Willingness to network with other community providers
Earn and maintain their trust.
Send only job ready, qualified, good candidates.
It’s not job placement. It’s meeting a business need and
developing a business relationship.
It is all about the Business – not about you and your
organization!
Summary - Action items to ensure success
Sourcing for TalentRelationship Development
Training1 2 3
Provide information and or training to the new partner on expectations (e.g. resumes, basic skills qualifications etc. this will take some time – they are not like traditional sources)
Identify potential opportunities for the agency to train
Explore financial and other incentives that are available from the agency (e.g. tax incentives)
Additional Community Partners
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If one agency can’t deliver the recruits request they coordinate or assist you in reaching other appropriate agencies in community
Understand the business services offered by the agency
Ensure the agency understands your business and business needs
Identify a relationship manager, or project manager that will coordinate activities
Provide expectations to agency regarding types and numbers of positions
Create a process for disseminating job search information
Request agency track the number of individuals referred for positions and number of individuals hired, as well as tenure
Work together to ensure appropriate accommodations are made
Questions?
Resources
Contact:
Howard Green, NOD, [email protected] / www.nod.org
Websites:
• DOL FAQs regarding regulations for individuals with disabilities: http://www.dol.gov/ofccp/regs/compliance/faqs/503_faq.htm
• DOL FAQs regarding regulations for protected veterans: http://www.dol.gov/ofccp/regs/compliance/faqs/VEVRAA_faq.htm
• Kessler Foundation/NOD Survey of Employment of Americans with Disabilitieshttp://nod.org/assets/downloads/01-2011_Exec_Summary.pdf
• Employment Resources: http://nod.org/disability_resources/employment_resources/
• http://nod.org/what_we_do/consultation/bridges
For more information on the Disability Employment Tracker, visit www.nod.org/tracker
To register to take the Disability Employment Tracker, email [email protected]