Equal-Access Success
Franchisee finds disabled staff works out well.
Bob Morden, 38, remembers 1995 as the year he found himself
short-staffed and stressed-out. To best serve customers, the
Wendy's franchisee needed about 20 people on the floor, but due
to too many sick calls, he sometimes could open only one or two
registers.
Morden's solution came in the form of a job placement
counselor from Gulfstream Goodwill Industries Inc., a community
service organization in Riviera Beach, Florida, who asked him if
he'd be interested in employing developmentally and physically
challenged workers.
What started with one disabled worker manning the french fry
machines has expanded into an average of 17 disabled
employees--more than half Morden's staff. He could apply to get
compensation for the disabled employees he hires, but Morden
doesn't find it necessary. "I always [say] I need
compensation for the nondisabled people," he laughs.
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Joking aside, Morden can honestly say his disabled employees are
among his most dedicated: Few fast-food workers would in-line skate
eight miles to work. But that's exactly what one member of
Morden's staff did the day an accident halted his bus'
path.
Morden doesn't want to give his West Palm Beach, Florida,
store's skyrocketing sales figures away, but he believes the
dedication of his disabled employees has boosted his success.
He'd use more disabled employees if their organizations
provided transportation at night.
Of his employment policy, Morden says: "My door's
always open. When [counselors] come in, I tell them if they're
interested in placing somebody and closing their file, then our
relationship will be short. But if they're interested in the
person fitting in and backing them up, we can have a good
relationship."
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