Only 19.1% of people with Intellectual/Developmental Disabilities (IDD) are employed in the United States, compared to 61.8% of their neurotypical peers. Meanwhile, more than half of long-term care (LTC) facilities are turning away new residents because of staffing shortages. 

Individuals with IDD could help relieve some of the pressure by making meaningful contributions in non-licensed areas of LTC. Here’s why.

The business case for hiring individuals with IDD 

Improved resident experience: People with IDD often possess extraordinary empathy and patience. Their unique perspectives can help them forge deep connections in a companionship role. For instance, 66% of caregivers with disabilities report that their personal experiences positively influence their work, and 82% find caregiving rewarding.

A better culture: Individuals with IDD positively impact workplace culture and morale. They often bring unique perspectives, enthusiasm and dedication to their roles. Whether it’s helping in the kitchen or housekeeping, their presence can foster a more inclusive and empathetic work environment. This encourages other staff members to be more considerate and collaborative. It can improve teamwork, communication and overall organizational job satisfaction. 

Increased retention: Individuals with IDD demonstrate above-average dedication and loyalty, often staying with employers for longer periods compared to their colleagues. This reduced turnover can result in significant cost savings in terms of recruitment and training expenses. For example, Walgreens found that their employees with disabilities had lower absenteeism and higher retention rates compared to their non-disabled counterparts.

And what about pay?

Section 14(c) of the Fair Labor Standards Act (FLSA) allows employers to pay subminimum wages to workers with disabilities under certain conditions. However, disability rights advocates have criticized this practice, which undermines the contributions of employees with IDD. Several states, including California, have already enacted laws to eliminate unequal pay.

It’s tough to find qualitative evidence on how a subminimum wage affects morale. However, I believe it would undermine the business case mentioned above. The best inclusionary practices result in improved business outcomes. Value your staff equally; you will see improved working culture, retention and reputation in your community.

Strength-based role crafting

As focus shifts towards inclusive employment practice, you can dedicate more resources to developing customized roles. Work with individuals to craft positions that leverage their unique strengths. One person might be good at engaging residents in activities, while another might be particularly organized. 

Here are some roles that our clients have found a great fit for employees with IDD:

  • Companion: Spending time with residents, reading to them, or assisting with tasks that don’t require medical certification 
  • Kitchen aide: Assisting with meal preparation and service
  • Laundry assistant: Helping with washing, folding, and organizing linens
  • Activities assistant: Supporting recreational programs for residents
  • Housekeeping aide: Helping maintain clean and tidy living spaces
  • Maintenance helper: Assisting with basic facility upkeep tasks
  • Greeter or receptionist: Welcoming visitors and providing information
  • Garden or grounds assistant: Helping maintain outdoor spaces

Implementing your hiring strategy 

Individuals with IDD may work in various settings. However, having a unified hiring strategy is beneficial. Alter your process to see the best results:

  • Accessible recruitment: Partner with local disability organizations and vocational rehab services. Create job postings that speak to diverse abilities, emphasizing the unique qualities that make individuals with IDD excellent caregivers.
  • Making accommodations: The majority of employers surveyed about accommodation costs reported minimal financial impact. Specifically, 56% of respondents providing cost data stated that implementing accommodations incurred no expenses whatsoever. An additional 37% indicated that accommodation-related expenses were limited to a single, one-time cost. 
  • Mentorship: Implement reverse mentoring programs where employees with IDD can share their unique caregiving approaches with colleagues.

Conclusion

With 20% of the U.S. population projected to be 65 or older by 2030, long-term care demand will soar. Thus, hiring individuals with IDD in long-term care settings is a smart business move. 

Their empathy, dedication and unique perspectives enhance workplace culture. By introducing inclusive hiring practices and adjusting roles to individual strengths, care facilities can improve service quality, create a more diverse work environment, and potentially reduce costs through increased employee loyalty.

Adam Chambers is the president of Nurse Recruitment Experts (NRX). Since 2019, NRX has sourced and hired 10,000s of RNs, LPNs and CNAs for health systems across the United States and Canada.  Adam has sat on the Social Media Committee of the National Association of Healthcare Recruiters, the Healthcare Council of the American Staffing Association and currently is a member of ASA’s Direct Hire Council. 

The opinions expressed in McKnight’s Long-Term Care News guest submissions are the author’s and are not necessarily those of McKnight’s Long-Term Care News or its editors.

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