1. NAVIGATING THE WATERS: DISABILITY IN THE WORKPLACE D.I.C.E. Assessment & Employment Counselling Services

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3.  Effects of disability on work performance and types of accommodations available  Factors to consider when disclosing disability  Proactive job development strategies for persons with disabilities  Effects of disability on work performance and types of accommodations available  Factors to consider when disclosing disability  Proactive job development strategies for persons with disabilities 3

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5. W ORLD H EALTH O RGANIZATION O NTARIO H UMAN R IGHTS C OMMISSION E MPLOYMENT E QUITY A CT Continuum: a)Impairment b)Disability c)Handicap Type: a)Physical b)Developmental c)Learning d)Psychiatric e)Workers’ Compensation Self-Perceived: a)Disadvantage b)Barrier to employment 5

6. CAN14.3% NL14.9% PE16.3% NS20.0% NB17.2% QC10.4% ON15.5% MB15.7% SK16.0% AB13.6% BC16.0% YT13.5% NT8.6% NU6.4% Statistics Canada. Participation and Activity Limitation Survey 2006: Tables. Ottawa: Statistics Canada, 2007 (Cat. No. 89-628-XIE - No. 003) 6

7. DEGREE OF DISABILITY TYPE OF DISABILITY RATE OF UNEMPLOYMENT Mild8.3%Hearing ImpairmentLow Moderate9.1%Memory/PsychologicalHigh Severe15.2%Developmental Lowest Labour Force Participation (32.7%) Statistics Canada. Participation and Activity Limitation Survey 2006: Tables. Ottawa: Statistics Canada, 2007 (Cat. No. 89-628-XIE - No. 003) 7

8. THE ROLE OF ASSESSMENT IN JOB DEVELOPMENT 8

9. DISABILITY IMPACT ON CAREER/EMPLOYMENT 9

10.  A vocational self assessment tool for people with disabilities that explores: effect of disability on career choice and work performance accommodations needed 10

11. D.I.C.E.....Cont’d  Opposite to medical model: participant is the expert on their disability  Equal attention given to strengths and abilities 11

12. RESEARCH FINDINGS 12

13. DISABILITY TYPE EnvironmentalDigestiveCirculatoryRespiratoryHormonalGeneticSensoryMusculoskeletalNeurologicalPsychiatric 13

14. TASK CHALLENGES MENTAL HEALTH Stress Management Emotional Self- Regulation Interpersonal Communication Dealing with Change COGNITIVE Attention & Concentration Organization /Time Management Multitasking Driving LEARNING Literacy & Numeracy Learning New Tasks Working Memory Auditory Perception/ Visual Processing STAMINA Energy/Alertness Physical discomfort Physical Demands of Job Fast Paced Environment 14

15. TYPICAL ACCOMMODATIONS LEARNING Extra time to complete tasks Job coach/mentoring Extended probationary period Verbal/email reminders of important deadlines MENTAL HEALTH Supportive supervision Time out to deal with stress Time off for therapy appointments Advance notice of changes STAMINA/WORK SPEED Flexible/ reduced work hours Permission to work at own pace Extra breaks as required Permission to work from home 15

16. Typical Accommodations...cont’d O RGANIZATION / M ULTITASKING Flowchart of steps involved in tasks Permission to complete one project at a time Colour coded system for categorizing/ prioritizing tasks Clutter free environment L ITERACY / N UMERACY Text Help Read and Write Gold software Optical character recognition Calculator with enhanced functioning Computer assisted instruction software (MathTalk) M OBILITY Wheelchair accessibility Ergonomically designed work station Assistive devices for motor control Adjustment of non essential job duties 16

18. DECISION TO DISCLOSE Factors to Consider  Will the disability affect job performance?  Is the disability visible or invisible?  At what stage are you in the hiring process? 18

19. Resume/Cover Letter Call for Job Interview Job Interview Job Offer/Job Commencement Post Probationary Period When Work Performance Impeded 19

20. Timing of Disclosure …cont’d Resume/ Cover Letter Advantages Part of selection criteria Specialized knowledge/skill Disadvantages Assumptions/ stereotypes Easy to weed out/discriminate 20

21. Timing of Disclosure …cont’d Call for Job Interview Advantages Disability apparent; accommodations needed Prepares interviewer Disadvantages Bias based on insufficient information Cannot address concerns 21

22. Timing of Disclosure …cont’d Job InterviewAdvantages Addresses visible disability If invisibility affects work Disadvantages Focus on challenges Cannot prove discrimination if not hired 22

23. Timing of Disclosure …cont’d Job Offer/ Start Date Advantages Legal Protection Reduces performance anxiety/ fear of discovery Disadvantages Probationary period: easily terminated Tendency to blame errors on disability 23

24. Timing of Disclosure …cont’d Post Probationary Period Advantages Demonstrated Competencies Protected by Human Rights legislation Disadvantages Employer reaction to withholding information 24

25. Timing of Disclosure …cont’d Impeded Work Performance Advantages Applied problem solving skills to save job Reduces performance anxiety/stress Disadvantages Weaker Human Rights case if accommodations denied 25

26. HOW TO DISCLOSE 26 Explain in a clear, concise and positive way: what the disability is how it affects functioning and work performance what adaptive coping strategies have been used in the past what accommodations will be needed in the current job

27. SKILL PRACTICE EXERCISE: NEGOTIATING ACCOMMODATIONS Group 1 George Welby: Diploma in Computer Programming/Web Design; spinal cord injury from diving accident Group 2 Lisa Longhorn: BA in Geography/Travel & Tourism Diploma; has bipolar disorder Group 3 Carl Holmes: technical sales professional; knowledge of solar energy: has epilepsy Group 4 Rachel Lightfoot: degree in Entomology: has a learning disability 27

28. SKILL PRACTICE: QUESTIONS 1. What accommodations do you think your candidate would need? 2. How would you address the employer’s concerns and negotiate accommodations to achieve a win-win situation? 28

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30. Employment Realities for People With Disabilities Only half as likely to remain employed for at least a yearLack of accommodationsEmployer Attitudes Lack of flexible working conditions Lack of practical work experience 30

31. Pressure from funders to place clients quickly Unsuitable candidates referred to advertized positions Rigid requirements for external postings; clients not competitively employable Employer resistance to changes in hiring procedures Limited awareness and contact between employers and job developers 31

32.  Long-term on-the-job coaching  Individualized action plans  Peer support/group discussion  Employer referrals to pre-screened candidates  Intergovernmental and government-industry sector partnerships  Recognition of increased social participation, volunteer placement and part time work as employment successes 32

33.  Business and diagnostic approach  Relationship based marketing  Allays employers’ fears regarding:  accommodation costs  reliability issues  customer perceptions  Fosters greater job retention 33

34. JOB CARVING...Cont’d Determine employer needs/challenges Analyze job responsibilities Identify tasks candidate could do Offer solutions to employer 34

35. STEP I I DENTIFY POTENTIAL FOR ENHANCED COMPANY PERFORMANCE (operational efficiency, cost effectiveness) Sound business experience preferred STEP II M ATCH JOB SEEKER SKILLS AND EXPERIENCE WITH EMPLOYER NEEDS Refrain from marketing candidates for jobs during initial company visits STEP III S ITE RESEARCH, OBSERVATION AND FREQUENT EMPLOYER CONTACT differences in cultural norms, personalities, quality standards and procedures 35

36. JOB CARVING...Cont’d STEP IV I F NO SUITABLE MATCH FOUND, LOOK TO OTHER AGENCIES FOR POTENTIAL CANDIDATES satisfies employer needs; reason to continue relationship STEP V P RESENT A PROPOSAL TO EMPLOYER outline of the problem/need how you can solve their need the value/benefits of hiring your candidate 36

37. Everyone has talent. What is rare is the courage to follow the talent to the dark place where it leads. Erica Jong 37