Disability Etiquette: Everything You Wanted to Know, But Are Afraid to Ask

WEBINAR Disability Etiquette: Want to Know, Afraid to Ask

Disability EtiquetteEverything You Wanted to Know,

But Are Afraid to Ask

Tracy ColeMarketing Manager,

America's Job Exchange

John RobinsonCEO

Our Ability.


When Oscar Wilde wrote, "...there, but for the grace of God go I,” he had little idea of the impact these words

would someday have on people with disabilities.

Reasons for disability increase:• Emergence of new diseases and other causes of impairment, such as HIV/AIDS,

stress and alcohol and drug abuse• Increasing life span and numbers of elderly persons• Projected increases in number of disabled children over next 30 years, particularly

in the developing countries • Due to malnutrition, diseases, child labor and other causes

• Armed conflict and violence

Having a disability places you in the world's largest minority group. Currently, 650,000,000 people in the world have a disability - or 10% of the population.

Individuals with Disabilities represent over a $4 Billion dollar market in US alone.


Definition of Disability

A person with a disability, is a person who has a limitation that substantially limits one or

more major life functions,has a record of such an impairment or is regarded as having such an impairment.

Disabilities can be visible or invisible.


Cycle of Life – Employment, Financial, Relationships

Why This Is Important?


Did You Know…?

71% of disabilities are invisible. They include mental health, sensory, learning, intellectual and attention disabilities.

Roughly 50% of all Americans are affected either directly or indirectly by a disability.

% of Total Accommodations Cost20% $051% $1 - $500

Which means IWDs are already in the workforce – and cost effective.!


Employment Facts

Labor Force Participation

• People with disabilities: 20.5%

• People without disabilities: 68.4%

Unemployment Rate

• People with disabilities: 9.7%

• People without disabilities: 4.3%

Education

• Estimated 13.5% of non-institutionalized persons aged 21 to 64 years, with a disability in US, have an educational attainment of BA degree or higher –as compared to 31.9% of general population.


Consider This…

› A "disability" is really a function of an environment's inaccessibility, rather than a measure of value for a person labeled as "disabled."

› Disabilities are not intrinsic to the person.

› People who have access to devices and resources that allow them to participate fully in life and work may do things differently, and in effect their “disabilities” disappear.


Section 503:Companies with Government Contracts

› Recruit, hire, promote and retain Individuals with Disabilities (IWD) at a level at or above 7% of the company's workforce

› Incorporate specific language into contracts and subcontracts

› Support self-verification inside your organization in the recruiting process

› Invite existing employees to self-identify


Pipeline to Candidates

Recruiting in outreach to the community of

individuals with disabilities is one

of the most difficult aspects for any federal

contractor.

By nature, individuals with disabilities have

hidden their disability for

many years due to discriminatory practices as well

as lack of confidence.

Internal self identification and

corporate resource groups help individuals find like-minded

support.


What Does “Disability” Look Like?

mobility, motor functionPhysical

learning disability, developmental, TBI Cognitive

cancer, diabetes, epilepsy, MSMedical

blind, deafSensory

absence of voice or articulationSpeech


What Jobs Can People Do?

Most jobs can be done by a

person with disability.

Individuals have many different skills, and most employers are looking at the skill set/ability

when filling any job.

Job accommodations

can be reasonable and

easily implemented.

Employment specialists and job coaches are

readily available.


Employment Fears

Poor performance and firing issues

Fear of existing team not accepting the individual

Cultural perceptions of individuals with disabilities

Most importantly, a lack of understanding of disability and avoidance in learning


Testimony


The Basics….

When employing people with disabilities, do not exempt them from the normal expectations of work ethics and performance. The ultimate in equal rights for people with disabilities is to be allowed to succeed or fail like everyone else.

Avoid making assumptions. Treat each person as an individual. Focus on abilities, not limitations.

If a problem arises with an employee who has a disability, try to determine if the issue is a function of attitude, accessibility or health.

For the benefit of the company and people who want to contribute their best work, always leave the door open to opportunity, explore all the options and make informed decisions.


Visual Impairments

›Many employers cite safety as a reason for not hiring workers who are blind or who have low vision. They forget—or do not know—that people who are blind receive special training that teaches them to operate safely in the world. In fact, safety statistics for workers who are blind do not differ significantly from workers who have sight.

›Technological advances have provided people who are blind and visually impaired with access to written materials. Not long ago, Braille was the only tool, but now many other options are available.


Breaking Down Assumptions: Interviewing

Telephone Interview:

•Do not ask or focus on the disability during questioning, rather listen for comments to reflect on possible accommodations.

• If accommodations do come up in the interviewee questions – then address what is reasonable to get the job tasks accomplished.

•Keep your focus on their ability to do the desired job function in comparison to other candidates.

In Person:

•Don't make assumptions. When escorting someone who is blind, ask, "Would you like to be guided?" If the answer is "yes," offer your arm.

•Don't play with a guide dog or try to get its attention. Doing so distracts the dog from its duty of guiding the person.

•Don't avoid using phrases like "Do you see what I mean?”

•Don't marvel at an applicant's ability to perform simple life functions without sight.

•Be prepared to show the candidate the work site and describe the work to be accomplished. Ask what accommodations, if any, would be required to do the job.

•Try to avoid imagining how you would do the job if you lost your sight.


Mobility Impairments

According to Cornell, 2,449,500 people with a ambulatory disability, ages 21-64, with all education levels in the United States were employed.

Consider that you may have workers that will also benefit for mobility accommodation though they may not readily consider themselves disabled.

Posted parking spaces, ramps into buildings, curb cuts, door openers and accessible bathrooms are just the tip of the iceberg. Consider the accessibility of any spaces used by employees (no matter what level) and be ready to address concerns in a timely manner.


Breaking Down Assumptions

Ask whether the person has any suggestions or comments regarding the accessibility of the workspace or the demands of the job.

Be accommodating. A person who is short statured or has other special physical needs may need a footrest or other alterations in the workspace.

Bring work materials close to the workspace to avoid unnecessary traveling and carrying whenever practical. The job may need to be restructured so that a minor duty that is physically difficult, such as lifting heavy boxes, is delegated to another employee.

Be flexible!


Hearing Impairments

The spectrum of hearing loss is broad. Some individuals may experience adult onset of a minor hearing loss that is fully corrected with a hearing aid; others may have been deaf from birth or an early age.

The time of life at which the person's hearing became affected is important because it significantly impacts oral communication skills.

Technology has made it easier for people with hearing loss to communicate. Telecommunications devices such as video displays and phone amplifiers have made it possible for people with hearing loss to communicate more effectively.

When interviewing a person with a hearing impairment, find out how the individual is most comfortable communicating.



Look directly at the hearing-impaired person to whom you are speaking. Avoid gum chewing or other activities that obscure lip-reading.

Speak slowly and clearly, but do not overemphasize or exaggerate words or speak loudly.

In situations where a certain word or phrase is difficult for the person to catch, try to rephrase the thought rather than repeating it in the same words.

Make sure that you have the person's attention before you begin speaking. Tap the individual's shoulder or wave, and make eye contact before beginning.



Use facial expressions and hand gestures to facilitate spoken language as much as possible.

Maintain eye contact with the person who is deaf, even if an interpreter is present.

• The person who has a hearing loss will look for cues from both you and the interpreter and prefers to be responded to directly.

• The interpreter is there to facilitate communication and will translate everything you say, including telephone conversations, sidebar conversations and remarks to other employees in the area.

Make every attempt to have an interpreter available if an employee requests one.

Encourage other employees who are interested in learning sign language.


Developmental Disabilities

Formerly referred to as “mental retardation,”this disability grouping applies to people who have

intellectual and/or cognitive limitations.

The range of intellectual impairment is from "high functioning," to those who may be more significantly affected.

People on the Autism Spectrum are also consideredto have a developmental disability.



Break each job into its basic components.

Demonstrate task as you explain how to do it. Workers with developmental disabilities may take longer to understand the nuances and variations of the task.

Repetition that is obnoxious to a person who has greater cognitive capacity may be comforting to someone else...

Be prepared to encounter some resistance when the work schedule or tasks change. Show that you believe the worker can do the new task/handle changes.

Use existing resources, outside trainers or “job coaches”.


Remember, There Are Many Forms

WE ALL HAVE ABILITY!

Substance Abuse and Addiction

Traumatic Brain Injury

Mental Health Disabilities

Chronic Illness and Hidden Disabilities


What You Should Do

Resources

Interviewing

Reasonable Accommodations (Reasonable!)

Basics


Basics

• When unsure how a person with a disability wants to be referenced, use the language they define• Deaf or hard of Hearing• Blind or Low vision• Little Person or Dwarf• Mobility Disability or Wheelchair user

Language

• Like any other group, people with disabilities like to define what they are called.

Use language that the person to whom you are referring is comfortable.

• Retarded, Deaf and dumb, crippled, handicapped

Eliminate Negative Phrases or Antiquated Terms

• Unless you are a medical professional.

Refrain from medical terminology.

• Confined or –bound, handicapable, challenged

Avoid condescending or soft language.


What is Reasonable?

› Any change in the work environment or in the way things are usually done than enables an individuals with a disability to:

› Participate in the application process› Perform the essential functions of the job› Enjoy equal benefits and privileges of employment that are available to

individuals with out disabilities

% of Total Accommodations Cost

20% $051% $1 - $500

› Accommodations help retain experienced workers and communicate work to younger workers.

› Some accommodations will benefit every employee in your workplace.


Reasonable Accommodations

Reasonable Accommodations on the Job:A screen reader of large monitor for an employee who is low vision.A videophone to facilitate communication for an associate who is deaf.An alternative work schedule for an employee with frequent medical appointments.

Not Part of Reasonable Accommodation:Reasonable Accommodations are NOT Special Treatment.Reasonable Accommodations are not a “sometimes thing.”

Unreasonable


Language and Interviewing

›Use natural language and don't avoid using phrases like "Do you see what I mean?” or “Walk the line” or “Hear the call.”

›Be prepared to show the candidate the work site and describe the work to be accomplished.

›When interviewing someone who is using an interpreter, look directly at the hearing-impaired person to whom you are speaking. Avoid gum chewing or other activities that obscure lip-reading. Speak slowly and clearly, but do not overemphasize or exaggerate words or speak loudly.


Language and Interviewing

If speaking in a group announce yourself before speaking and make sure that you have the person's attention before you begin speaking. Tap the individual's shoulder or wave, and make eye contact before beginning.Make every attempt to have an interpreter available if an employee requests one and if at any time you feel that there is a communications barrier, stop the interview and make arrangements to address the communications gap before proceeding.The interpreter is there to facilitate communication and will translate everything you say, including telephone conversations, sidebar conversations and remarks to other employees in the area.Add the question, “What accommodations, if any, would you need to do the job?” to the basic list of questions for interviews for all candidates (able bodied or not).


Questions for John?


America’s Job Exchange has been a pioneer in online recruitment and compliance from the very beginning, having evolved from America’s Job Bank which was

founded by the Department of Labor in 1995. We keep true to the original mission of America’s Job Bank assisting Federal Contractors meet OFCCP regulations for

online job postings and distribution.

OUR MISSIONWe believe that a diverse workforce is beneficial to every company and its

employees. Our mission is to provide the best tools, resources and information to connect employers and diverse job seekers.

About America’s Job Exchange


John RobinsonCEO,Our Ability

[email protected]

Contact Information

www.ourability.com


Tracy ColeMarketing Manager,America's Job Exchange

[email protected]@charter.com978-946-7834

Contact Information

www.americasjobexchange.com


Our Webinars Are Now Monthly

OutSolve and the America’s Job Exchange have teamed together for a unique presentation on record-keeping and Affirmative Action Compliance. As industry insiders who work daily with Federal Contractors, we know first-hand how important accurate data collection is.

AJE and OutSolve will discuss:› How to conduct your own HR audit› Provide samples accurate record-keeping› Outreach & AAP including tips › Advice to always be audit ready› Reviewing Applicant vs Hiring data

Can Your Record Keeping Passthe White Glove Test?Presenters

March 21st, 2017 1:00-2:00pm ET

Tracy ColeMarketing Manager

[email protected]

Chris LindholmVP Compliance

[email protected]

MARCH 2017


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Disability Etiquette: Everything You Wanted to Know, But Are Afraid to Ask

Recruiting & HR

Transcript of Disability Etiquette: Everything You Wanted to Know, But Are Afraid to Ask