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As an employer, you might find yourself faced with the reality of thinking about hiring a physically disabled person. You think, if I could hire someone with the same skills, but without handicap, why should I pick the disabled person? I will give you six good reasons to do so, in no particular order.
Financially beneficial. In most countries, the government offers a substantial amount of discounts and bonuses to employers who take on a disabled person. The government will also pay the disabled person’s wages, should the person fall ill, or should they be unable to perform their tasks due to their disability.
Motivation. It is very often the case that disabled people are highly motivated. They have worked hard to get where they are and have a tendency to want to preform well.
Skill. People with disabilities are often very good at what they do. Because of the physical limitations they have had in their lives, they very often focus on something they are really good at.
Practicality. Disabled people often find very practical ways of doing their job, making them very structured.
Efficiency. One of the biggest issues is that disabled people are believed to work slower than your average employee. True is some cases, false in others. Either way, most people with disabilities are aware of this and will find ways to be as efficient as possible.
Image. Hiring a disabled person makes your company look really good. There’s no getting around it and it’s not sad
There are benefits to hiring disabled people, one being that physical disabilities doesn’t always mean any mental disabilities. They can be severely physically disabled yet hold a brain to rival anyone of us, in fact many would excel. Physical disabilities often make people try harder in order to make them stand out from everyone else. They will also not be able to leave home to often and may study more as a result, a controversial view but possibly true. They will want to stand out if they can and should be allowed to if possible.
You may have to make considerations for the disabled people , such as ease of access to the building and expansion of the toilets. These are things that in many countries are law anyway, many other things are simple and inexpensive. The candidate will be used to coping in a world that isn’t set up for them , so working with you may be be a relief. Even people who are restricted to a wheelchair with oxygen feeding tubes will bring their own equipment, they will know how how it works and will be safe for you to employ. In fact employing someone who is disabled may benefit your company in ways that aren’t as obvious.
You may show yourself in a good light to staff and other companies, you may even get grants from local authorities for employing a disabled person. Your competitors will see you as a company that employs the right person for the job regardless of the person. The company employees will see you as someone who has no prejudices and wants the right person to work with them. The person that is employed will want to blend in with staff, will want to be part of the team and will want to prove themselves to the company as a whole.
Although it is illegal to discriminate on terms of disability it should where practical be the last thing you consider. The disabled person will have survived discrimination , personal problems, restrictions and a hard road to your door. Never employ someone purely because they are disabled , employ them because they are the right person for the job and simply happens to be disabled. They shouldn’t be pitied, thought as cute and they shouldn’t be part of a quota, they should be people who are treated as people. If they can do the job that you are advertising then thats enough
In business management, especially when it is your own business, there are many advantages and disadvantages to hiring friends and relatives. During the course of running your business, you may decide that you would like to hire a friend or relative. Doing so can create a friendly and pleasant working environment.
Friends and family may bring many useful skills to your business. But it may also negatively affect your business. Hiring friends and family may allow for familial disputes and interactions to negatively affect the way your business runs. Considering the following points may help you decide whether or not hiring friends and relatives is a good course of action for you and your business.
Advantages of hiring friends and relatives:
You already know many of the capabilities of your relatives and close friends. This will let you assign just the right tasks to each person, based on their individual strengths and weaknesses.
Friends and family may already be familiar with your company and how it works. You wouldn’t need to spend as much time training new employees with the aims of your company.
Hiring your children can also bring special advantages. Your company will have another capable employee, while your family will be earning extra money. There may also be tax advantages to hiring your children.
Family members and close friends enter a business agreement with you already possessing a strong commitment to you as an individual, and, most likely, to your company. Because of this, they may be more willing to work longer hours (such as evenings or weekends) when necessary.
Disadvantages of hiring friends and relatives
A friend or family member may take advantage of their status, knowing that it is more difficult to fire someone who is close to you.
Other employees may feel jealous when you hire a friend or family member, thinking it is favoritism. This may especially be the case when a family member or friend is given a promotion over a non-relative/friend.
Personal family problems or disagreements between friends may be brought to the workplace. This may make it uncomfortable for other employees and difficult for work to get done.
Problems in the work place may be brought home to the family. They may also influence your relationship with your friends.
It may be more difficult to create a necessary change in the workplace when it might negatively affect your friend or relative that works for you.
Here are a few possible solutions to these disadvantages.
Only hire friends or relatives that you are sure are qualified for the position. Then you won’t face firing an unqualified relative or friend.
Hire friends or family on a 3-month trial basis. Then, if you like they way they work hire them on a permanent basis.
Make it very clear to friends and family that they will be treated the same as any other employee. Meaning that they could be fired just the same as other employees.
Have a written contract with each friend or relative that explains their duties and responsibilities to the company, as well as their compensation. Having a written contract in place can ease tension and make their job less personal and more professional.
The advantages and disadvantages to hiring friends and relatives are many. You must carefully consider how each positive or negative point will affect your business. It may turn out that in your business it would be disastrous to hire friends and family. However, you may find that hiring friends and family makes your business stronger, and makes you a happier business owner.
Many cos say no to hiring employees’ relatives
NEW DELHI: The next time you apply for a position in a company where your relative is employed, there are chances your application may not find favour.
Spread across sectors, quite a few entities have policies that bar relatives of employees from being recruited in the same company, according to HR experts.
“Companies may not want employees to mix their personal life and professional life as this could become a distraction. Family problems or disagreements may affect work culture.
“… and also filial or conjugal sentiments may affect professional conduct, impacting work-life balance of members,” E Balaji, director and president of Ma Foi Randstand, a staffing services firm, said.
In many cases, hiring restrictions apply only to the immediate relatives of employees such as spouses or siblings.
Staffing firm Manpower Services India’s Head (Organisational Learning & Marketing) Namr Kishore said that employment of relatives in the same area may cause series of conflicts and problems relating to favouritism and employee morale.
“In addition to the claims of partiality in treatment at work, personal conflicts outside the work environment can be carried into the work place,” he noted.
Companies’ decision not to recruit relatives of employees is mostly due to concerns about risk management and corporate governance.
For instance, majority of the data-sensitive and IP-based high-end technology companies have policies in place about hiring relatives of employees.
“Some information and communication industry companies encourage such practices (of not recruiting employees’ relatives). This practice is less prevalent in manufacturing, infrastructure and oil and gas sectors,” Balaji said.
He noted that companies such as in as medical care, wellness, education and training, media and entertainment industries are “mostly neutral” and hire employees’ relatives on an optional basis.
Experts feel that rather than hindering talented people from getting good jobs, such restrictions would usually turn out to be beneficial for the company in the long term.
Companies, which have the policy of not hiring employees’ relatives, usually ask the candidate to disclose whether he or she has any relative working in the firm.
Namr Kishore pointed out that in many organisation, once the relationship is established between employees after getting hired, “one of them is given a notice to resign from the company”.
SSS Rules on Hiring of Relatives
Hiring relatives, an action known as nepotism, is something that is strictly forbidden in the federal government due to conflicts of interest. However, organizations like the Selective Service System can hire relatives of employees, as long as this hiring process and the job being done doesn’t create a conflict of interest.
Read more: SSS Rules on Hiring of Relatives | eHow.com http://www.ehow.com/list_7342336_sss-rules-hiring-relatives.html#ixzz2IxoL4tuq
Conflict of Interest
The main rule forbidding hiring relatives of employees was instituted to avoid a conflict of interest. What this means is that if someone is hired, that hiring should not cause anyone to suffer dual loyalty between the betterment of the organization and the best interests of the person hired. For instance, if a man hires his son to serve as his direct subordinate, that’s a conflict of interest. Not only was the hiring done on a conflicted basis (due to the familial relationship), but the position of direct supervision creates an additional conflict.
A non-governmental organization may hire employees that are related to each other. For instance, family members could be employed in different parts of the organization, or even in the same part of the organization but at the same level. Thus, as long as one family member doesn’t have any sort of authority over the other, and can’t use either his position or authority to give advantages to his relative, employees’ relatives may be hired by the Selective Service System.
As a company grows, expands, and experiences turnover, it becomes necessary to create new positions or fill already-existing ones. One dilemma many hiring managers face, however, is whether to promote someone from within the company or hire an external applicant from the outside.
Promoting From Within
At first glance, it seems to make sense to promote someone from within to fill an open position. There are a number of reasons for this, including:
Internal candidates have already proven themselves as valuable workers and assets to the organization, or they wouldn’t be considered for the position.
Internal candidates know the company. From the culture of the company to the products offered to other co-workers, internal candidates are already acclimated to the company and its procedures and other workers. Sometimes, hiring an internal candidate is ideal in specific product-oriented industries.
Hiring internal candidates looks good for the company. Companies who promote from within are viewed as caring for the needs of their employees and putting their opportunities for advancement ahead of someone from the outside.
Hiring internal candidates saves time and money. When hiring from within, relocation costs, advertising for the new position, and other expenses are avoided.
Hiring From the Outside
While promoting from within the company seems to be the favored approach, many employers opt to hire external candidates. The reasons for this are varied. Some of them are:
The internal candidates just don’t measure up. If the company envisions a certain type of background or a phenomenal talent that can’t be found from within, they will turn to outside applicants to fill the role.
The company needs a change. In some cases, a company will be looking to drastically change the way they do business. When this is the case, they are more apt to hire a fresh outlook on business from an external applicant.
External applicants eliminate antagonism. When there are several employees vying for the same position, there is more than likely to be resentment, hurt feelings, and anger when the incumbent is announced. When an external applicant is hired, employees are less likely to be bitter or feel they were treated unfairly.
When Is Each One Better?
Hiring from the outside or promoting from within is a difficult decision, and no one is better than the other. Employers must gauge the circumstances, and then decide from there what would be best for the company.
Many times, if companies are hiring for a position that requires an extensive amount of knowledge about a particular product, such as software or pharmaceuticals, they prefer to hire from within. This way, they don’t have to take the time to train the person on the products and can be confident knowing they’ve hired someone who is already familiar with the product and the company.
On the other hand, if a company is undergoing a complete change in management or the company needs to experience a turnaround, many times they will opt to hire someone from the outside. This is because executives from other companies can bring fresh ideas and new processes into an organization, breathing new life into it. There are many examples of companies who were struggling, and then after an overhaul of management and top executives, experienced a turnaround for the better.
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