Summary
Walgreen is a corporate organization that has taken a new trajectory regarding the provision of employment opportunities to people with disabilities. The company has taken two pilot programs by opening distribution centers where approximately a third of the general workforce is people with physical and cognitive disabilities. The results have been remarkable considering the efficiency and productivity of the two stores. Creation of employment opportunities for people with disabilities is a new trend that is taking shape in most societies. Through the initiative of Walgreen, other reputable business organizations are changing internal policies and following the suit. Employment of people with disabilities necessitates a change in organizational culture and structure due to the special and exclusive demand of the employees. The employees encounter a conducive and friendly work environment. Furthermore, in the current era of digital tsunami, firms must utilize the advanced technologies that increase efficiency and performance of the employees. Managing employees with disabilities require contextual learning and understanding of the group. Walgreen plans to continue opening distribution centers after developing management strategies that are solid and robust. The management framework contains processes, procedures, and standards that define the threshold. Through effective management and leadership, the organization will remain competitive in comparison to others that employ physically and cognitively-abled workers.
Critical Thinking Questions
As a leader in employing workers with disabilities, Walgreen in enjoying both the tangible and intangible benefits. The first tangible benefit is the creation of a large labor pool. Research has shown consistently that the labor pool is reducing drastically, rendering many organizations that are inclined to traditional labor pool deficient ( Henry et al., 2014 ). Such implies that an inability to attract a large labor pool when the demand arises results in slow productivity, which will eventually affect profitability, viability, long-term sustainability. Walgreen understands the devastating ramifications of the reduced labor pool, and therefore reinvigorates its workforce by tapping the input of employees with disabilities. The second tangible benefit is tax benefits that are given to organizations that hire workers with disabilities. Taxes increase the cost of production, storage, and marketing. Reduced taxes are an advantage to the organization as it lowers operations costs, hence, maximizing on the financial benefits.
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The intangible benefits that Walgreen enjoys providing opportunities for growth, achievement, and unearthing potentials of workers with disabilities. People with disabilities have goals and aspirations that they need to achieve. However, limited opportunities exist. Through the initiative of Walgreen, the employees can enhance their career and professional goals. Another intangible benefit is reflecting of community’s diversity. The image that the organization portrays by employing people with disabilities has an intrinsic advantage. The consumers are increasingly becoming conscious of organizations that go the extra mile in facilitating corporate social responsibility ( Houtenville & Kalargyrou, 2015 ). As such, Walgreen has gained a competitive edge by hiring workers with disabilities.
People with disabilities face barriers such as inaccessible physical environment, negative attitudes, and inadequate assistive technologies ( Kulkarni & Lengnick, 2014 ). Most organizations are created with the goal of maximizing best talent which is typically inclined toward physically-abled workers as organizational leaders and managers tend to believe. As such, few businesses create an environment that is friendly and accommodative of employees with disabilities.
Two Key Learnings
The first key learning is that employees with disabilities can work efficiently and maximize productivity if the organization supports them. Entities must provide a conducive environment, and more so invest in appropriate assistive technologies that enhance adaptability and rehabilitation of the workers.
The second critical learning is the role of management and leadership skills in dealing with employees with disabilities. For an organization to optimize the skills and inputs of the employees, then the leadership and management must adopt an appropriate strategy that incorporates culture and structure change ( Kulkarni & Lengnick, 2014 ). For instance, the employees will be motivated if one of them holds a senior position in the organization rather than relegating all of them to subordinate positions.
References
Henry, A. D., Petkauskos, K., Stanislawzyk, J., & Vogt, J. (2014). Employer-recommended strategies to increase opportunities for people with disabilities. Journal of Vocational Rehabilitation , 41 (3), 237-248.
Houtenville, A., & Kalargyrou, V. (2015). Employers’ perspectives about employing people with disabilities: A comparative study across industries. Cornell Hospitality Quarterly , 56 (2), 168-179.
Kulkarni, M., & Lengnick-Hall, M. L. (2014). Obstacles to success in the workplace for people with disabilities: A review and research agenda. Human Resource Development Review , 13 (2), 158-180.
