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minds when hiring the individual. Only one survey question addressed this area
by exploring the likelihood that hiring an individual with IDD might generate
uneasiness among other employees. Sixty-five percent of participants indicated that
the applicant would not generate uneasiness in the workplace.
Five of the checklist statements focused on the difficulty of hiring an individual
with IDD by examining (a) feelings of doubt concerning the viability of such a hire,
(b) liability concerns, (c) employee morale, and (d) decline in revenue. Only 12% of
participants indicated that these issues were of significance in their decision to hire
an individual with IDD.
Two questions from the virtual interview
explored employers’ personal or collegial
discomfort. Two participants identified The study utilized a
no reservations when it came to hiring an phenomenological approach.
individual with IDD. Three responders
revealed that potential employee pushback Collection of the data occurred
was part of their concern when hiring
an individual with IDD. However, these through scenario-based surveys,
employers suggested promoting a team
environment, conducting employee training, checklists, and virtual interviews.
and combating coworker defensiveness
as means to overcome any tensions. In
addition, several participants, including Participant 5, recommended “open lines of
communication and opportunities to develop an inclusive culture to assist coworkers
in adjusting to the new employee” (Participant 5, personal communication, February
25, 2021). The results of this study indicated that although some employers expressed
concerns, giving the individual a chance at the position outweighed those issues.
Research Question 3 asked “What are the negative social stereotypes that can
influence potential employers?” This question addressed the negative societal
stereotypes that could impact the hiring of an individual with IDD. Survey Question
4, pertaining to the likelihood of disorganization by the individual in the position,
examined employers’ preconceived judgments. Seventy-nine percent of employers
disclosed that disorganization was not a foregone conclusion.
Five checklist stereotypical statements included (a) the individual being less
efficient, (b) the drama caused by hiring the employee, (c) the need for too many
accommodations, (d) negative customer reactions, and (e) the costs involved in
providing accommodations. A vast majority of the participants (81%) indicated that
these negative stereotypes had no influence on their hiring decisions.
One virtual interview question directly asked the participants about any negative
societal influences they had dealt with when hiring an individual with IDD. Several
participants stated that they overlooked issues such as costs and accommodations
and focused on the individual’s skill level. Most participants clearly disclosed that
they were not concerned with society’s view. They focused on the positive aspects,
such as what the applicant was able to do, his or her production levels, and potential
employee retention.

Themes
In addition to determining answers to the research questions, the researchers
identified the following themes. The first theme, personal empowerment, focused
on the participants’ perceptions that employing individuals with IDD was a win-

Educators’ Choice 19