Guidance on organizational policies for the recruitment and retention of people with disabilities. provide a synthesis of the key components of a sound policy on the recruitment and retention of people with disabilities, with a focus on policies related to accommodation practices. provide links to key sites and a short (1 paragraph) summary of what the sight has to offer, along with your assessment of the value of the site for employers, workers and other stakeholders Case studies of employer practices related to the accommodation of people with disabilities. provide a list of case studies (title might be the one given on the website or something you construct from the organizations name and the nature of the case study, e.g., IBM case study of accommodation for a manager with a mobility impairment) Provide the URL and a short 3-4 sentence description of the case and your assessment of the value of the site for employers, workers and other stakeholders Reports on the effectiveness and cost-effectiveness of accommodations for different types of disabilities. These are similar to the peer review studies and should be included with those studies for data extraction and synthesis. Here is my prescription on what data to extract from these reports. Develop a table the following information: citation for the report the types of visible disabilities considered in the study (for each type you might have a separate row in the table) the occupation and industry of the study (these might also be best in separate rows if the accommodations are different for different occupations and different industries) the nature of the accommodations being evaluated how the study was undertaken (e.g., case control, before after) other details of the study (sample size, location) the findings of the study (may be separate finding for different types of visible disabilities, and or occupation and industry) study recommendation for best practices (again, may be clustered by type of disability, occupation and industry) your assessment of the value of the study for employers, workers and other stakeholders Appendix E: Environmental Scan Contact List and Results In total, 32 individuals were identified and contacted via e-mail through the Environmental Scan portion of the review. Of these 32 contacts, 15 responses were received—a response rate of 47%.
The following table summarizes these responses. # Name Affiliation Role Resources Recommended Academics and Researchers 1 Rebecca Guwertz McMaster University, School of Rehabilitation Assistant Professor Additional Environmental Scan Contacts Grey Literature Scholarly Literature Centre for Research on Work Disability Policy Co-Investigator 2 Marcia Rioux York University, Critical Disability Studies Program Professor Additional Environmental Scan Contacts Centre for Research on Work Disability Policy (CRWDP) Co-Lead 3 Bonnie Kirsch University of Toronto, School of Rehabilitation Associate Professor Scholarly Literature Additional Environmental Scan Contact 4 Tom Klassen York University, Department of Political Science Professor Grey Literature York University, School of Public Policy and Administration 5 Cam Crawford Ryerson University Part-Time Instructor and Academic Lead, AODA Certificate None York University Ph.D Candidate, Critical Disability Studies Centre for Research on Work Disability Policy (CRWDP) Provincial Co-Lead 6 Normand Boucher Université Laval Researcher, Centre for Interdisciplinary Research in Rehabilitation and Social Integration None Centre for Research on Work Disability Policy (CRWDP) Theme Lead Centre for Research on Work Disability Policy Co-Investigator 7 Michael Feuerstein Uniformed Services University of Health Sciences Director, Clinical Training Program Additional Environmental Scan Contact
9 Susanne Bruyère Cornell University, Employment and Disability Institute Director and Professor of Disability Studies Scholarly Literature Grey Literature 10 Katherine McDonald Portland State University, Department of Psychology Assistant Professor Scholarly Literature Grey Literature Cameron Graham York University Professor None 11 Organizational Representatives 12 Alec Farquhar Ontario Ministry of Labour Director, Office of the Worker Adviser None Centre for Research on Work Disability Policy Engagement Committee Lead 13 Steve Mantis Ontario Network of Injured Workers’ Groups Secretary Grey Literature Occupational Health Clinic for Ontario Workers Board Member Centre for Research on Work Disability Policy (CRWDP) Executive Committee Member Centre for Research on Work Disability Policy Executive Committee Member 14 Keenan Wellar LiveWorkPlay Co-Leader and Director of Communications None Centre for Research on Work Disability Policy Partner 15 Mark Wafer Tim Horton’s Franchise Owner None 16 David Brown CIBC Corporate Medical Director Scholarly Literature
Accommodation or Policy Barriers Described Examples of Relevant Disabilities Examples of Relevant Industries & Occupations Evidence of Effectiveness Best Practices for Implementation Relevant Articles 1. Assistive Devices 1.1. Assistive Technology Examples: Vibrating watches for Deaf employees to monitor their work speed and return from break on time. Vibrating text beepers to page Deaf employees or to send instructions. Light systems for Deaf employees using different coloured lights to signal different events (e.g. ringing of TTY, arrival of customers or deliveries, fire). Letter folding machines Electric staplers Adaptive keyboards Telephone headsets Material lifts Cerebral palsy Multiple sclerosis Congenital spinal condition Spinal atrophy Spina bifida Rheumatoid arthritis Amputation of upper or lower limb Overuse syndrome Mobility and dexterity impairments Visual impairments Severe disabilities Upper-extremity disorders Musculoskeletal disabilities Sensorineural disabilities Paraplegia Quadriplegia Traumatic brain injury Legal profession Information technology Governmental organizations Small community organizations Administration Program coordination Business education Research Computer programming Food industry Healthcare Employers can consult the Job Accommodation Network for advice on how to best implement assistive technology for employees with disabilities. Can be combined with supported employment to help people with disabilities to obtain and sustain employment. Back-up technology should be available for situations in which an employee's primary assistive technology crashes or needs to be repaired. Employers should conduct regular reviews with employees who use assistive technology to ensure that users have the most appropriate technology for their needs, and that it is appropriately customized. Wagner, Blackorby 1996 Smith 2002, Zeitzer 1991 Langton, Ramseur 2001 De et al., 2001 De Jonge, Rodger 2006 Hansen 1999 Haynes, Linden 2012, Zolna et al., 2007 Golub 2006 Schneider 1999 Reese 1998 Inge et al., 1998 Hyland, Rutigliano 2013 Shaw et al., 2001 Neal-Boylan et al., 2012 Schneider 1999 Arthanat et al., 2009
1. Assistive Devices (Cont’d) 1.2. Adapted Computers (Cont’d) can be activated with different parts of the body (e.g. with the kick of a foot, swipe of a hand, sip or puff, move of the head, blink of an eye) The sensitivity of head-controlled assistive devices for using computers should be reduces to improve accuracy when using the device. 1.3. Assistive Software for Computers and Mobile Phones Not all computer applications allow mouse functionality through keyboard commands. Cell phones must be held in one hand and operated with the other. Phones with touchscreens, have small icons that can be challenging to activate. Cerebral palsy Visual impairments Multiple sclerosis Spinal atrophy Spina bifida Rheumatoid arthritis Amputation of the upper limb Overuse syndrome Muscular dystrophy Paraplegia Quadriplegia Governmental organizations Small community organizations Administration Program coordination Business education Research Computer programming University faculty Compatibility problems should be resolved as soon as possible to enable those who use assistive devices to return to work. Accessibility should be considered when IT is procured at an organization Examples include Accessibility Options control panel in Windows or Macintosh, using FilterKeys to eliminate unwanted key strokes, disabling the key repeat function for those De et al., 2001 Burgstahler et al., 2011 Sandler, Blanck 2005 Solovieva et al., 2010
1. Assistive Devices (Cont’d) 1.3. Assistive Software for Computers and Mobile Phones (Cont’d) Proprietary connection ports on some phones limit options for attaching alternate input devices. who cannot release a key quickly enough to avoid multiple selections, using input filters such as key guards, using speech recognition systems, using computer input software support, using abbreviation expansion macros and word prediction software. 1.4 Adapted Equipment and Tools Multiple sclerosis Mobility and dexterity impairments Visual impairments Auditory impairments Spinal cord injury Carpal tunnel syndrome Traumatic brain injury Arthritis and other rheumatic diseases Lower limb amputation Legal profession Food services Retail industry Healthcare Hospitality In one study, 81% of participants rated the accommodations they made for an employee with a disability as effective. In one case study, two-thirds of cases required only low-tech assistive technology to be successful (e.g. change dispenser, hooks, etc.) Adaptations need to be timed appropriately before, rather than during, periods of crisis. There should be an open discussion between the employer and employee to find an accommodation that will make the employee more productive. This is called the “interactive process.” Johnson et al., 2004 Dietz 2007 Zolna et al., 2007 Crudden, McBroom 1999 Inge et al., 1998 Solovieva et al., 2011 Hernandez et al., 2009 Martz 2007 Allaire et al., 2003 Bruins et al., 2003 1.5. Telephone Aids Auditory impairments Wheelchair users with Examples include hands-free Haynes, Linden 2012
2. Built Environment (Workstation) (Cont’d) 2.3. Job Site Modifications to Promote Workplace Inclusion Auditory impairments Visual impairments Functional and/or activity limitations Traumatic brain injuries Tele- communications Workstations of workers with disabilities can be turned so that he/she faces other employees An open-concept working environment can be created so that employees with disabilities have more opportunities for interaction. Wehman 2003 Kalef et al., 2014 2.4 Provision of Separate Office Cerebral palsy Visual impairments Multiple sclerosis Spinal atrophy Spina bifida Rheumatoid arthritis Amputation of the upper limb Overuse syndrome Governmental organizations Small community organizations Administration Program coordination Business education Research Computer programming A separate office can be especially useful for employees using assistive devices that may interact negatively with environmental sounds (e.g. dictation software). Wagner, Blackorby 1996 De et al., 2001 Johnson, Fraser 2005 3. Built Environment (Workplace) 3.1. Accessibility Modifications Multiple sclerosis Wheelchair users with physical disabilities Auditory impairments Visual impairments Functional and/or activity limitations Multiple disabilities Mobility and dexterity impairments Arthritis and other Long-term care facilities Healthcare University faculty Legal profession Employers should ensure that workplace and washrooms are accessible to wheelchair users and people with mobility issues. Examples include accessible paths, ramps, railings, ramp Vedeler, Schreuer 2011 Butterfield, Ramseur 2004 Jackson et al., 1920 Thornburg 1994
3. Built Environment (Workplace) 3.1. Accessibility Modifications (Cont’d) rheumatic diseases Lower limb amputation Scleroderma handles on doors, accessible opening and locking systems, floor surface changes and automatic doors. Employees with disabilities can be placed in offices or cubicles near to exits. All common areas should be made accessible as well. It is advisable to hire a consultant to see what needs to be modified and to help with starting the process. An employee with a disability should be a permanent member of an institution’s committees involved with architectural planning, plants and operations. Voice-activated elevator controls can be installed for people with mobility or visual impairments. Accessible, signage can be implemented for people with visual impairments. Zolna et al., 2007 Kalef et al., 2014 Scullion 2000 Steinberg et al., 2002 Dietz 2007 Sabata et al., 2008 Williams et al., 2006 Allaire et al., 2003 Bruins et al., 2003 Mendelson et al., 2013
4. Scheduling Accommodations (Cont’d) 4.1. Flexible Work Hours (Cont’d) Hospitality for permanently impaired injured workers in terms of significantly increasing employment duration. throughout the day. Newton, Ormerod 2005 Vedeler, Schreuer 2011 Solovieva et al., 2011 Hernandez et al., 2009 Martz 2007 Johnson, Fraser 2005 Schoppen et al., 2001 Yelin et al., 2000 Daly, Bound 1996 Allaire et al., 2003 Bruins et al., 2003 Mendelson et al., 2013 Solovieva et al., 2010 4.2. Part-Time Work Return to work are more difficult when dealing with injuries that do not have a Electrical injuries involving acute burns Manual industries Professional industries Service industry Sales Transportation Health industry Viewed as very effective by around half of the organizations studied who implemented the practice. Erickson et al., 2014, Lee 1996, Stergiou-Kita et al., 2014
4. Scheduling Accommodations (Cont’d) 4.2. Part-Time Work (Cont’d) clear pathology or recovery pattern, such as electrical injury. 4.3. Scheduling to Promote Inclusion Traumatic brain injury Arranging schedules so that employees with disabilities can take breaks with other employees Changing work schedules to give people with disabilities an opportunity to work in a team. Building in informal meeting times throughout the workday. Wehman 2003 4.4. Leave Policies Inflammatory arthritis Osteoarthritis Manual industries Professional industries Service industry Sales Transportation Health industry Less than 2% of organizations studied that implemented extended medical leave reported it as not being effective. Short-term leave can help reduce productivity loss, job disruptions and workplace activity limitations. Permitting employees with disabilities to take short-term, unpaid leave. Allow employees with disabilities to exceed the maximum medical leave duration as an accommodation. Lee 1996 Erickson et al., 2014 Gignac et al., 2014 Martz 2007
5. Work Location 5.1. Working From Home (Telework) Travelling and commuting Rheumatoid arthritis Mobility and dexterity impairments Inflammatory arthritis and osteoarthritis Cerebral palsy Osteogenesis imperfecta Carpal tunnel syndrome Traumatic brain injury Spina bifida Physical or sensory disabilities Cardiac problems Spina bifida Multiple sclerosis Visual impairments Auditory impairments Paraplegia Quadriplegia Upper extremity disorders Manual industries Professional industries Service industry Sales Transportation Health industry Managers Professionals Technicians Sales Office/Clerical Craft Workers, Operatives and Laborers Service Professions Health care advocacy Technical support Research Programming Teaching Technical writing Skills coaching Data entry Making work from home arrangements available can help reduce productivity losses, job disruptions and workplace activity limitations. 9 people with disabilities were interviewed and identified the elimination of travel time and flexible work schedules as key strengths of telework. Employers should endeavor to address concerns regarding feelings of isolation and the difficulty in separating home and work environments. Employers should conduct a analysis of the essential functions of the employee’s job to determine whether telecommuting is a reasonable accommodation. Establishing a framework within which to assess the reasonableness of telecommuting as an accommodation keeps the process consistent and transparent for both employer and employee. Mancuso et al., 2000 Zolna et al., 2007 Hagner, Cooney 2003 Gignac et al., 2014 Crockatt et al., 2009 Vedeler, Schreuer 2011 Solovieva et al., 2011 Murray, Kenny, 1990 Solovieva, Walls 2013 Linden, Milchus 2014 McNaughton et al., 2014 Solovieva et al., 2010 Kaplan et al., 2006 5.2. Reductions in Work-Related Travel Rheumatoid arthritis Mancuso et al., 2000
6. Job Restructuring 6.1. Altering Work Responsibilities Cerebral palsy Spinal cord injury Traumatic brain injury Osteoarthritis Rheumatoid arthritis Auditory impairments Visual impairments Osteogenesis ccommoda Spina bifida Lower limb amputation Musculoskeletal conditions Mobility and dexterity impairments Upper extremity disorders Electrical injuries involving acute burns Mobility and dexterity impairments Multiple sclerosis Paraplegia Carpal tunnel syndrome Legal profession Healthcare Hospitality Retail industry Federal civilian workers Legal profession Technology sector In one study, 34% of questionnaire respondents stated that adjustment in workload was their most preferred accommodation. A mismatch between work demands and a person’s capacity should be treated as a health emergency. An open discussion between the employer and employee should be held to find the accommodation that would make the employee most productive. Tasks that employees with disabilities are unable to take on can be delegated to Employers can reduce the physical requirements of work where such a change is necessary and/or possible. Retraining employees for new roles can be a useful way to retain existing employees with disabilities. Inge et al., 2000 Dietz 2007 Crockatt et al., 2009 Butterfield, Ramseur 2004 Crudden, McBroom 1999 Vedeler, Schreuer 2011 Hernandez et al., 2009 Schoppen et al., 2001 Yelin et al., 2000 Daly, Bound 1996 Allaire et al., 2003 Bruins et al., 2003 Mancuso et al., 2000, Yelin et al., 2000 Zolna et al., 2007 Shaw et al., 2001
8. Employer Supports 8.1. Positive Attitudes Toward Staff with Disabilities Visual impairment Severe head injury Supervisors should provide encouragement to employees with disabilities. Crudden, McBroom 1999 Johnson 1998 8.2. Commitment to Fair Treatment Employers must avoid unfair treatment practices including disparate opportunities for advancement, weak or unacceptable responses to accommodation requests or more negative performance evaluations. Klimoski, Donahue 1997 8.3. Emotional Support Rheumatoid arthritis Musculoskeletal disorders Finger amputation Lacerations Synthetic fabrics manufacturing Food processing and packaging Residential nursing care Thrift clothing retail People with rheumatoid arthritis ranked employer support as the most important factor enabling work continuation. A supervisor’s efforts to address the emotional consequences of injury by conveying a positive attitude or expressing empathy or support are important. All supervisors must have a deep and accurate understanding of employees’ disabilities. Supervisor must have zero tolerance for a hostile climate, and must do whatever is Mancuso et al., 2000 Crockatt et al., 2009 Shaw et al., 2003 Yelin 2007 Klimoski, Donahue 1997 Dong et al., 2012 Shaw et al., 2003 Detaille et al., 2003
8. Employer Supports (Cont’d) 8.6. Provision of Additional Supervision or Training (Cont’d) self-monitor the work and reduce the need for correction. 8.7. Provision of Access to Mental Health Supports Multiple chemical sensitivity Employers can provide access to personal adjustment counseling, treatment for anxiety and depression, or referrals to support groups and advocacy organizations. Koch et al., 2007 8.8. Provision of Extended Health Benefits Inflammatory arthritis Osteoarthritis Business Finance Administration Healthcare Teaching Sciences Arts Sales Services Trades Transportation Equipment operation University Faculty Legal profession Health and Welfare Education and Research Finance and Records Only 25.1% of study respondents reported not needing extended health benefits like medication and physical therapy. Gignac et al., 2014
8. Employer Supports (Cont’d) 8.8. Provision of Extended Health Benefits (Cont’d) Legal profession Manufacturing Entertainment industry Retail industry Construction 8.9. Adjusting Timelines for Promotion Decisions Wheelchair users with physical disabilities Visual impairments Auditory impairments University faculty Members of committees on promotions should be provided with education around reasonable accommodation for employees with disabilities. Steinberg et al., 2002 8.10. Adjusting Standards of Performance Appraisal Visual impairments Legal profession Technology sector Smith 2002 9. Personal Assistance Services Mobility and dexterity impairments Cerebral palsy Osteogenesis imperfecta Spina bifida Visual impairments Auditory impairments Wheelchair users with physical disabilities Paraplegia Carpal tunnel syndrome Traumatic brain injury Musculoskeletal University Faculty Healthcare Hospitality Retail industry People with disabilities who have implemented Personal Assistance Services (PAS) accommodations found that their work ability increased from being substantially limited to not limited at all. Examples include personal attendant or service animal Employees can be responsible for recruiting and training personal assistants, but compensation for personal assistants can be provided by the employer. Provision of clerical or secretarial assistance Provision of readers Barcus, Targett 2003 Vedeler, Schreuer 2011 Crudden, McBroom 1999 Barcus, Targett 2003 Zolna et al., 2007 Stoddard 2006
9. Personal Assistance Services (Cont’d) disorders and note-takers Provision of drivers Provision of sign language interpreters Help from security guards Provision of job coach Employers should establish policies for arranging for personal assistance services. Personal assistants can be shared between multiple employees. Solovieva, Walls 2013 Solovieva et al., 2010 Solovieva et al., 2011 Hernandez et al., 2009 Stoddard, Kraus 2006 Daly, Bound 1996 10. Transportation Accommodations 10.1. Accessible Parking Public transport system may not be flexible enough to permit an employee to arrive to work on time. Reduced mobility Cerebral palsy Osteogenesis imperfecta Spina bifida Accessible parking should be located near the workplace entrance. Jakobsen, Svendsen 2013 Vedeler, Schreuer 2011
11. Inclusive Recruitment and Hiring Practices (Cont’d) 11.2. Accessibility of Application and Interview Process (Cont’d) Transportation Health industry ineffective. consider the accessibility of the interview venue and make alternative arrangements as required. HR staff and supervisors should be trained on effective interviewing of people with disabilities Brief staff, including the receptionist, in advance of interviews involving candidates with disabilities. Pre-employment screenings should be evaluated for bias. 11.3. Commitment to Recruitment of People with Disabilities Lack of qualified applicants Severe disabilities Auditory impairments Manual industries Professional industries Service industry Sales Transportation Health industry University faculty Financial industry Only 12% of organizations studied rated setting explicit goals for recruitment of people with disabilities as being ineffective. Only 12% of organizations rated senior management commitment to disability recruitment as ineffective. Support for the equal recruitment and retention of persons with disabilities should be clearly stated in the mission statements of organizations. Senior management should commit to recruitment of people with disabilities, and discuss the ways to overcome organizational barriers in management training. Erickson et al., 2014 Hyland, Rutigliano 2013 Steinberg et al., 2002 Younes 2001 Maier et al., 2012 Hearne 1991
11. Inclusive Recruitment and Hiring Practices (Cont’d) 11.3. Commitment to Recruitment of People with Disabilities (Cont’d) At the Just One Break Job Fair in New York City, 50-75 companies hired 12% of attendees. Best practices include establishment of training and hiring programs for people with disabilities, or participating in job fairs that seek talent directly from the disability community. 12. Supported Employment and Job Carving Individuals with a combination of severe intellectual disability and physical disabilities were least likely to obtain supported employment. Significant disabilities Severe disabilities Spinal cord injury Retail cashier Retail bookkeeper Small Business Development Centre receptionist Marketing and product support operations Supported employment can reduce the impact of disability during work time. When creating supported employment, employers are encouraged to consider how job restructuring might improve the productivity of their business. Employers can consider job duties that the company may be paying other workers overtime to complete. Employers may think of tasks that could be performed by several different employees in the business, but could be consolidated and more efficiently completed by one employee. Employers can leverage the skills Wehman 1999 Inge et al., 1998 Nietupski, 2000
13. Partnerships (Cont’d) and Medical Professionals the importance of supervisors to interact with medical providers, especially to design optimal work restrictions. important that the employee is supported to drive the agenda, rather than the vocational rehabilitation professional advocating for the person. High-quality communication (without acronyms and jargon) is needed to establish these mutually-beneficial partnerships. Doogan, Playford 2014 Shaw et al., 2003 Coole et al., 2010 13.2. Partnerships with Vocational Service Agencies Employers and coworkers are sometimes too stretched themselves to give extra support. Auditory impairments Visual impairments Neurological disabilities Functional and/or activity limitations Multiple disabilities Traumatic brain injury Financial industry Staffing Healthcare Office management Police patrollers Furniture delivery The Telenor company in Norway found this type of partnership led to greater workplace satisfaction and reductions in sick leave rates. Employers can use resources made available from vocational rehabilitation organizations when planning accommodations. Younes 2001 Hagner et al., 1995 Kalef et al., 2014 Unger 2007 Wall et al., 1998 13.3 Consultant Services for Supervisors Training as Mentors Severe disabilities Physical disabilities Traumatic brain injury Entertainment industry Weiner, Zivolich 1998
13. Partnerships (Cont’d) 13.4. Partnerships with Employment and Community Organizations One of the biggest barriers faced by individuals with disorders is the ignorance of others regarding their condition. Musculoskeletal disorders Cerebral palsy Spinal cord injury Traumatic brain injury Manual industries Professional industries Service industry Sales Transportation Health industry Only 12% or less of organizations studied rated this practice as being ineffective. . Employers can use resources made available from community organizations when planning accommodations. Charities such as Arthritis Care run arthritis awareness course that can be delivered in the workplace and may to educate a workforce about musculoskeletal disorders. Employers who are concerned about implementing accommodations can obtain support from employment specialists who can (a) identify and arrange for the purchase of assistive technology, (b) find funding for assistive technology, and (c) guarantee that work will be done while the new employee waits for assistive technology, or learns to use it. Younes 2001 Erickson et al., 2014 Summers 2014 Inge et al., 2000
13.5. Learning from Employers Experienced in Hiring People with Disabilities A credible source of information for inexperienced employers with regard to the success of workers with disabilities may be those employers experienced in hiring them. Joining trade or industry associations could be helpful for employers in developing training or information materials with the assistance of experienced employers, agencies and professionals in the fields of disability and rehabilitation Lee 1996 14. Workplace Culture 14.1. Improve Organizational Attitudes Toward People with Disabilities Auditory impairments Visual impairments Neurological disabilities Functional and/or activity limitations Multiple disabilities Reduced mobility HR professionals, particularly as a member of the top management team, can play a central role in promoting the corporate culture. HR professionals have a number of tools to affect the shared values and assumptions that constitute culture, including initiation Brooke et al., 1998 Jakobsen, Svendsen 2013 James et al., 2006 Kalef et al., 2014 Klimoski, Donahue 1997 Gewurtz, Kirsh 2009
14. Workplace Culture (Cont’d) 14.1. Improve Organizational Attitudes Toward People with Disabilities (Cont’d) persons with disabilities could be met through reasonable accommodations. 14.2. Disability Education and Training for Employees Without Disabilities Attitudes and stereotypes Fear of uncertainty Colleagues are skeptical of approaches to work tasks. Lack of supervisor knowledge about to make. Negative expectations of managers about people with disabilities and their performance levels and skills. One of the biggest barriers faced Visual impairments Auditory impairments Musculoskeletal disorders Paraplegia Carpal tunnel syndrome Traumatic brain injury Manual industries Professional industries Service industry Sales Transportation Health industry Financial industry Less than 2% of organizations implementing sensitivity training found it to be ineffective. Encourage employees with disabilities to teach coworkers about the specifics of their disability. Employers should undergo training on the legal requirements of disability and accommodation. Managers should undergo training to feel confident and comfortable in their skills in dealing with people with disabilities. Employers can include disability awareness and sensitivity as a topic in training for managers and supervisors. Line managers need to take responsibility Klimoski, Donahue 1997 Younes 2001 Hansen 1999 Zolna et al., 2007 Golub 2006 Neal-Boylan et al., 2012 Scullion 2000 Erickson et al., 2014 Summers 2014 Solovieva et al., 2011
14. Workplace Culture (Cont’d) 14.2. Disability Education and Training for Employees Without Disabilities (Cont’d) by individuals with MSDs is the ignorance of others regarding their condition. for becoming more aware for the conditions their employees are living with, and how it can have an impact on their role. Charities such as Arthritis Care offer arthritis awareness course that can be delivered in the workplace and be used to educate the staff of a workplace about musculoskeletal disorders. 14.3. Promote social interactions through strategic chat time People who are blind or have low vision are at a social disadvantage because they are unable to communicate non-verbally. Visual impairments Employees might be given specific information about the particular disability of a newly hired employee and their roles in facilitating integration. Naraine, Fels 2013 14.4. Create Employee Network Severe disabilities Manual industries Professional industries Service industry Sales Transportation Health industry Erickson et al., 2014 Hyland, Rutigliano 2013
15. Vocational Rehabilitation for Injured Workers 15.1. Enable Gradual Return to Work Multiple sclerosis Brain injury Can help to prevent fatigue and resulting anxiety among employees with multiple sclerosis. Studied individuals with brain injuries who made a successful return to work had help for about 8 months on average, which was significantly longer than the duration of help available to those who failed at work. Return to work after head injury must be gradual, with a long period of in-vivo training. A return should be made 6-18 months post-injury Return to work should be to the previous employer, familiar work or other structured occupation (e.g. training, voluntary work) Easier conditions of work, and other support, needs to be arranged up front This may need to continue for at least 3 months, and probably much longer There needs to be awareness from the outset of the possibility that a permanent change to a lower level of work could be the outcome. Doogan, Playford 2014 Johnson 1998 15.2. Modified Work Return to work are more difficult when Upper extremity disorders Back injuries Musculoskeletal Federal civilian workers Hospital workers Industrial workers Studies rated high in methodological quality show that employees with Employers should let employees know if there is a modified work option available after an injury. Shaw et al., 2001 Krause et al., 1998
15. Vocational Rehabilitation for Injured Workers (Cont’d) 15.4. Strength Training (Cont’d) workplace prevented deterioration of work ability among abattoir workers with chronic pain and work disability. to reduce chronic pain, the employer is recommended to introduce strength training as opposed to ergonomics training. 16. Communication 16.1. Determine Communication Style Auditory impairments Food services Retail industry Customer service Resource librarians Garment pressers Teachers Registered psychologists Project managers Hearing impaired respondents reported using many adaptations, for instance, using e-mail versus using the telephone or organizing work communications with others that are face-to-face so that a person with hearing loss can rely on the best possible opportunity for understanding and communicating with others at work. The first step in accommodating a person who is Deaf is to determine his or her communication style--they may use lip-reading and speech, visual communication like American Sign Language (ASL), or computer-assisted translators. Hansen 1999 Shaw et al., 2013 16.2. Mutual Accommodation Model Visual impairments Mutual accommodation is a situation in which the employer, employee Golub 2006
16. Communication (Cont’d) 16.2. Mutual Accommodation Model (Cont’d) and other staff members are comfortable talking about different ways to accomplish tasks. Employees discuss different perspectives by acknowledging their own differences while respecting and valuing differences in others. Mutual accommodation permits people to talk about differences. 16.3. Encourage Disclosure of Disability Auditory impairments Manual industries Professional industries Service industry Sales Transportation Health industry Customer service Resource librarians Garment pressers Teachers Registered psychologists Project managers Data collected from disability disclosure can be used to investigate attitudinal gaps, benchmark against external norms, and explore the unique needs and challenges of employees with disabilities. Staff surveys can be used to collect this data. Employees with hearing loss can disclose their hearing needs and ask others to adapt work processes (e.g. Hyland, Rutigliano 2013 James et al., 2006 Erickson et al., 2014 Shaw et al., 2013
16. Communication (Cont’d) 16.4. Encourage Disclosure of Disability (Cont’d) taking minutes or learning ways to support communication through use of signals). 16.5. Encourage Open Communication About Fit Between Workers’ Skills and Abilities and Required Tasks Possible conflicts or disagreement among the workers related to return to work and adjustments or Reduced mobility Employers should encourage people with reduced mobility to share their perspective on their limitations, and the kinds of tasks they can do. Develop mechanisms to facilitate communication, discussion and between the worker and the various organizational actors who can contribute to the rehabilitation process (e.g. human resources specialists, safety practitioners, occupational health personnel and union representatives). Jakobsen, Svendsen 2013 Klimoski, Donahue 1997 James et al., 2006 Dong et al., 2012 16.6. Make All Written Communication Accessible to Employees with Disabilities Visual impairments Auditory impairments Traumatic brain injury Ask ahead of time if the materials or information presented in the meeting would be accessible to everyone. Golub 2006 Solovieva et al., 2011
17. Accommodation Process 17.1. Universal Accommodation One of the biggest barriers faced by individuals with MSDs is the ignorance of others regarding their condition. Auditory impairments Visual impairments Mobility impairments Musculoskeletal disorders The finding that many employees without disabilities receive accommodations suggests disability accommodations should be framed in the context of accommodations for all employees. Everyone in the workplace should get an assessment. Schur et al., 2014 Summers 2014 17.2. Establish a Centralized Accommodation Fund Manual industries Professional industries Service industry Sales Transportation Health industry Less than 2% of organizations studied that implemented this practice reported it as not effective. Over half of organizations reported that the practice is very effective. Erickson et al., 2014 17.3. Designate an Office or Individual to Address Accommodation Issues Manual industries Professional industries Service industry Sales Transportation Health industry Less than 2% of organizations implementing this practice reported it as not effective. Over half of organizations reported that the practice is very effective. Erickson et al., 2014
17. Accommodation Process (Cont’d) 17.4. Implement a Formal and Implementation Process for Provision of Accommodations Upper extremity disorders Manual industries Professional industries Service industry Sales Transportation Health industry U.S. Federal civilian workers Less than 2% of the organizations studied that implemented this practice reported it as not effective. Over half of organizations reported that the practice is very effective. Erickson et al., 2014 Shaw, Feuerstein 2004 17.5. Use Worksite Walkthrough Checklist to Identify Accommodations Corresponding to Individual Needs Upper extremity disorders U.S. Federal civilian workers Shaw, Feuerstein 2004 17.6. Review Accommodations with Employees Annually Healthcare Scullion 2000 17.7. Follow-Up After Work Injury Musculoskeletal disorders Finger amputation Lacerations Synthetic fabrics manufacturing Food processing and packaging Residential nursing care Thrift clothing retail Supervisor’s efforts to keep in touch with injured workers after an injury, and monitor symptoms while on restricted or modified duty are important. Shaw et al., 2003 17.8. Provide a Comprehensive Reduced mobility Jakobsen, Svendsen 2013
17. Accommodation Process (Cont’d) Overview of Work Responsibilities Klimoski, Donahue 1997 17.9. Enhance Managers’ Knowledge of Bureaucratic Procedures and Rules Related to Return to Work Reduced mobility Jakobsen, Svendsen 2013 17.10. Include Progress Toward Retention or Advancement Goals for Employees with Disabilities in the Performance Appraisals of Senior Management Lack of senior management commitment to disability as part of diversity. Professional industries Service industry Sales Transportation Health industry Erickson et al., 2014 17.11. Require Subcontractors to Adhere to Requirements Manual industries Professional industries Service industry Sales Transportation Health industry Less than 12% of organizations studied that used this practice reported it as being ineffective. The largest proportion of organizations (37.9%) reported it as very effective. Erickson et al., 2014
Canada is an affiliated but separate organization Employer Assistance and Resource Network (EARN) EARN provides resources for employers to assist with recruitment, hiring, retention and advancement of employees with disabilities. Opening the doors of small business to employees with disabilities: Critical concerns and strategies for success (2014) * This report describes criteria for reasonable accommodations and examples of flexible work options. Although this guide is intended for small business, the research, strategies and resources may be applicable to medium or large enterprises. In this report small business is defined as a company with 500 or fewer employees. Employer Assistance and Resource Network (EARN) The Employer Assistance and Resource Network (EARN) provides resources for employers to assist with recruitment, hiring, retention and advancement of employees with disabilities. Accommodation in the workplace: Resource Guide Describes types of reasonable accommodations (job restructuring, leave, modified schedule, modified workplace policies, reassignment and other accommodations) National Educational Association of Disabled Students (NEADS) Since its founding in 1986, the National Educational Association of Disabled Students (NEADS), has had the mandate to support full access to education and employment for post-secondary students and graduates with disabilities across Canada. Access to success: A guide for employers (2003) This guide provides examples from large employers (i.e. GE, BMO) who have fostered inclusion and accommodations in the workplace Treasury Board of Canada Through diversity and employment equity (in addition to other responsibilities), the Office of the Chief Human Resources Officer supports public servants in achieving a high-quality workforce and workplace. Creating a welcoming workplace for employees with disabilities Online resource provides concrete suggestions to accommodate, communicate with, welcome and consult with people with specific impairments (i.e. visual, hearing, physical, intellectual and hidden) Canadian Council on Rehabilitation and Work (CCRW) CCRW’s mission is to promote and support meaningful and equitable employment of people with disabilities. Accommodation Examples Examples of assistive technologies and how they are used are posted to the website. World Health Organization WHO is the directing and International Includes references and resources on workplace