Framework for the Management of Disability Issues in the Workplace

The practice of disability management has developed in recent years as a means of facilitating the recruitment, advancement and job retention of persons with disabilities/different abilities. In the workplace, disability management is a proactive process, often integrated into human resource development practices. This helps promoting strategies that include a range of prevention, rehabilitation and safe return to work interventions to address workplace injury and disability. Workers representatives and management undertake these strategies in a coordinated effort. Both the parties assume joint responsibility for addressing disability related issues in the workplace. The ILO framework for the management of disability issues in the workplace was drawn up to guide employers, in all sectors of enterprise to adopt a positive strategy in managing disability related issues in the workplace.

Developing a strategy for disability management in the workplace

Employers need to consider the management of disability issues in the workplace a priority task that contributes to business success, and regard it as an integral part of the workplace human resource development strategy. The strategy at workplace should complement the human resource development strategy in its aim to maximize the contributions and abilities of all staff, including those with disabilities/different abilities. The disability management strategy should be formulated in accordance with national legislation, policy and practice, taking account of national institutions and organizations in the field. The disability management strategy in the workplace need to include provisions for consultation from the employment service or other specialist agencies, where necessary, to ensure that the individual with a disability/different ability is well matched to the job in terms of ability, work capacity and interest as is usual in recruitment procedures.

Communication and awareness raising

General information on disability in the workplace should be provided to all employees, along with specific information about the enterprise strategy, and about any adaptations that may be needed in a working environment, workstation and work schedule to enable workers with disabilities/different abilities to optimise their effectiveness. This could form part of the general induction to employment for supervisors and staff or of a disability awareness session. Along with this an opportunity has to be given to all employees to raise any questions, which they may have about the prospects of working with a disabled/differently abled co-worker Inputs from specialist agencies, which may include organizations of persons with disabilities/different abilities need to be sought in order to plan the information and awareness raising sessions at the workplace.

Employers including senior managers, should signal their commitment to the disability management strategy. Employers should inform their suppliers and sources of procurement of their strategies on disability management, with a view to encouraging good practice. Employers, employers' organization, workers' organization, competent authorities and organizations of persons with disabilities different abilities need to consider collaboratively publicising strategies on disability issues and information on the implementation of these policies.

Preparing for Recruitment

The principle of non-discrimination should be respected throughout the recruitment process, to ensure maximal benefit to the employer and equitable opportunities for candidates with and without disabilities. Employers could, for example, include a statement about commitment to equal opportunity in their recruitment procedures and job advertisements. The employers can use a logo to signal that such a policy is in force within the enterprise. They can specifically invite applications from people with disabilities/different abilities, and state that candidates will be considered solely on the basis of their abilities.

Employers need to ensure that the recruitment process attracts applications from as many qualified people with disabilities as possible. They could do this, for example, by consulting with the employment service for disabled persons, or other special agencies by ensuring that job vacancies are publicized in a format, which is accessible to people with disabilities/different abilities - in print, on radio or on the Internet.

In considering a candidate with disability for a specific job, employers need to be open to make adjustments, if required, in the workplace, to maximize the ability of this candidate to perform the job. Advice and guidance on appropriate adjustment may be obtained from employment services or specialist agencies, including organizations of or for persons with disabilities.

Interviewing and Testing

Pre-employment tests and selection criteria need to focus on the specific skills, knowledge and abilities regarded as essential for the functions of the vacant job. Care should be taken in selecting the tests to ensure that they are in a format, which is accessible to disabled/different abled applicants. Employers need to consider ways of enabling candidates with disabilities/different abilities to participate and perform at interviews on an equal basis with other candidates, for e.g by permitting a sign language interpreter or an advocate to be present. Adjustments in the recruitment process to take account of the different needs of the disabled/different abled jobseekers, and the rationale for such adjustments should be communicated to disabled candidates and to employees.

Employee Orientation to Jobs

Employers need to ensure that information essential to the job and workplace, such as job instructions, works manuals, information on staff rules, grievance procedures and health and safety procedures are communicated to employees with disabilities/different abilities in a format, which assures that they are fully informed. Workers' representatives and co-workers should be consulted about any substantial adjustments made or planned, to take account of specific needs of an employee with disability/different abilities.

Employers need to cooperate with the competent authorities or other relevant agencies in facilitating courses for management, supervisors or co-workers who wish to learn alternative communication techniques, to better communicate with colleagues who have difficulty speaking, hearing or understanding verbal language.

Once the recruitment of differently abled person has taken place, follow-up services may be important in ensuring that any problem that may arise are swiftly identified and resolved. In this direction employers need to consult the employment services and other agencies. They should also facilitate and encourage differently abled employees to maintain contact with these agencies. This would promote the satisfactory integration of these employees into the workplace.

Work Experience

There is very much a possibility that the employer may not be immediately in a position to employ a differently abled person. In such a case the employer could consider providing work experience opportunities to differently abled job seekers. This would enable them to acquire skills, knowledge and work attitude required for specific jobs in the workplace. Such workplace-based experience can help make the jobseeker's skills more relevant to employer's requirements. It also provides the opportunity for an employer to gauge a differently abled person's abilities and capacity, and perhaps to consider recruitment once the training period has been completed.

Employer sponsored Training Opportunities

Inservice training programme for the differently abled employees need to be developed and publicised. The use of readers, interpreters and adapted materials should be facilitated, where required, by the competent authorities, or by organizations of or for differently abled persons. Employers need to consider adjusting time schedules, venue and programme to facilitate and maximize the participation of differently abled persons in measures intended for the career development of all employees. Workplace training handbooks and manuals should be accessible to persons with communication impairments and intellectual disabilities. Alternative formats need to be made available for printed materials and use of visual illustrations in place of text.

The ILO framework on the management of disability in the workplace would help the employers in creating an enabling environment for the differently abled individuals thus benefiting both the business and the differently abled persons.

Source: ILO Framework for the Management of Disability Issues in the Workplace

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