Promoting inclusion

The most powerful way for a person with a disability to break the barriers of disability is really easy- just show up! Whether it's in a job situation or at a community event if a person with a disability is seen then others will see that they exist. Most places are getting better with their accessibility but it means more if there is some degree of interaction as well. Once present others are more likely to realize that we have things in common as they do and think beyond the wheelchair. Volunteering in the community is important but applying for work is even more meaningful. In the case of work, it is good to get co-workers at all levels involved in interacting with the person. They should hold a staff meeting to introduce the person this creates an opportunity for the individual to immediately address any concerns/fears that may materialize and deal with them before they grow. Mentorships in the workplace are common but in this case they are crucial to building relationships with others.

Strategies for employers: involving all workers

The traditional way of job placement is with the use of a vocational agency. The staff brings the applicant along, meets with the interviewer, coaches the person while on the job, then makes a few follow-up visits to the job site and meetings with the employer. This can be done more effectively by helping the employer understand the accommodations a person may need to succeed and ask him/her to prepare the staff. The best placements are with minimal presence from the staff because the goal is to build natural supports in the workplace. The main needs can be done with a mentor; a program many companies have anyway. The mentor meets with the new hire accompanies the person on breaks, lunch, and after work. This need not be special undertaking because the person happens to have a disability. If an agency staff is involved that sets the newbie apart and is likely to encourage dependence rather than independence. Many placements through vocational programs fail because the funding and staff decrease and the person hasn't really learned the job.

Strategies for employers: financial incentives

Many employer are not aware of the ways to reduce taxes and or receive government stipends for hiring people with disabilities. Others do not want to bother with the paperwork involved to get deductions. Regardless, the employers must be qualified to perform the essential job functions. The Work Opportunity Tax Incentives Credit in which employers can receive a tax credit of up to $2,400 an employee. A second example is the Architectural and Transportation Barrier Removal Deductionin which a businesses may deduct up to $15,000 for making a facility or public transportation vehicle, more accessible to individuals with disabilities. A third example is the Special Incentives for Hiring Veterans (SEI) in which up to 50% of veteran’s salaries may be subsidized. Programs help reduce the cost of assisted technology and employment agencies provide on the job training in the cases of people who have intellectual challenges.

Reasonable Acommodations

Reasonable accommodations are adjustments to a job that permits the employee to apply for the job, perform the job, and/ or enjoy privileges like other employees. Many employees tweak the job to make it easier for them, they just don't have a term for it. Some examples are the following: request interpreters for an interview, schedule break times around medication times, include an accessible piece of equipment in the fitness room. This is a major barrier for employers but can be demystified. Other simple and free accommodations for people who may have focusing issues may be moving a workplace to a quieter location, partnering with a co-worker who serves as a mentor, enlisting the help of a job coach who will help the person at the job site until natural supports are created. All of this is contingent upon the applicant with the disability is forthcoming about the disability.

Interviewing

Typically an applicant with a disability should be treated the same way as any other applicant; that includes medical testing. Questions may be asked about transportation and if they directly relate to the job. If the person chooses to share information on the disability it may be worthwhile because if obvious, it is often going to be on the person's mind. If hidden the applicant should decide the consequences of not revealing. In the case of epilepsy, the employer who does not know this, will not be prepared and seizures can happen without much warning. If an interpreter is needed the applicant must request one. Applicants must be able to perform the essential job functions. Other more complex mandates include: 1) If a person can perform most of the duties but one the task may be swapped with another employee. 2) If the person takes medications, (s)he should be allowed to alter the break/lunch schedule to match. 3) If a person needs to work at home arrangements can be made. If a person has autism or attention deficit disorder but can prove successful performance, the interview may be greatly altered.

Employment Myths

This topic is the first part of the booklet on Welcoming Disabled Employees. First Return on Investment- There are programs that defray the costs of accommodations in the workplace. Each dollar spent $20 - 35 is earned by the employee with a disability. These points are important in dispelling the myth "Employees with disabilities will not be able to perform and will slow down the production rate." Second Safety Employees with disabilities are more cautious than their co-workers so safety is a major issue. Insurance rates are based on the task not the person performing it. These points are important when dispelling the myth "Employees will be careless and have accidents, causing insurance premiums to rise." Third Performance Employees with disabilities show an equal or above average rate of productivity as compared with their co-workers. They may often be the source of motivation. Furthermore Customers are more likely to patronize companies who hire people with disabilities. These points are important when dispelling the myth "Employees with disabilities will not be able to perform and will slow down the production rate."

Vocationally Speaking

Epowerment is a positive consequence of holding a job so it makes that this is our focus. I just completed designing a booklet "Welcoming Employers with Disabilities into the Workplace" and it is ready to be distributed. The next step is to offer simple meetings and/or a formal power point at staff trainings. The issues covered are: employment myths, strategies for hiring, interviewing, accommodating, financial incentives, and improving job skills for veterans. This is the way we can establish employer relationships then discuss job development for veterans. We can also offer employers the opportunity to work with individuals through the "Veterans Serving the Community Program" which is TRR approved. If employers are already involved with veterans, they will be read to contact us once job openings arise at their company. This would be a good precursor to permanent employment. I would really like feedback from YOU since it's the only way this will work.