Disability & Inclusion Best Practices
Note: This section is being developed over time. Check back monthly to see what’s new.
Below are some of the underlying concepts that will help managers and employees in creating an inclusive workplace for people with disabilities. In many organizations this group is the most significantly under-represented and/or where employees have their careers slow down because of the stigma (negative attitudes) about people with disabilities.
Common Risks
When managing accommodations for people with disabilities, common risks are as follows:
Managers mistakenly believe they have discretion over whether they can approve a legitimate accommodation request, or they think their approval is contingent on their unit’s budget. In fact the vast majority of accommodation requests must be approved, according to Canadian Law.
Managers not understanding that when they deny or delay an accommodation, or makes it more complicated than necessary, this effects employee morale and productivity. (All managers should have a good understanding of the theory of “discretionary effort” to help them achieve highly functioning and productive teams. Providing accommodation efficiently and effectively is a powerful tool for managers.)
Common Myths
Managers mistakenly believe they have discretion over whether they can approve a legitimate accommodation request, or they think their approval is contingent on their unit’s budget. In fact the vast majority of accommodation requests must be approved, according to Canadian Law.
Often managers assume that accommodating people with disabilities will be expensive. The truth is, the important people side of accommodation has little to no cost. For example:
moving hanging plants from a room so a person with a vision impairment doesn’t walk into it.
not using a corridor as a storage area, because people with mobility disabilities and other disabilities cannot manoeuvre.
moving a garbage can in the doorway of a bathroom, so people with mobility disabilities, or walkers (or strollers) can get in easily.
When someone has a disability they are “sick” or unable to be highly productive and reliable.
A widespread myth is that mental health problems (e.g., depression, anxiety) are not disabilities.
Determining an accommodation is the primary responsibility of the employee OR that determining an accommodation is the primary responsibility of the manager. In fact, the responsibility should be a partnership between both the manager AND the employee.
Accommodation best practices
When an employee requests an accommodation, it becomes a high priority for the manager and it is implemented quickly.
At least twice a year, managers tell their full team about the availability of accommodations, this can be done at routinely scheduled meetings with all staff. In addition the availability of accommodations must be clearly communicated to new employees when they join the organization.
Managers are paying attention to how their employees are working, and proactively initiate a discussion with that person. Before engaging in these discussions, managers should ensure that they know how to talk about accommodation needs in a respectful way. If uncertain, then seek advice from someone who can provide guidance (this could even be another manager who has had success with this experience or a colleague in human resources).
When arranging an accommodation, the manager works in partnership with the employee through all parts of the process.
Once the accommodation is provided, the managers follows up first, within a few weeks, and then at least 3 months later, to ensure that it is working and to follow-up with adjustments that may improve the accommodation, if needed.
Recruitment and Selection
Student Job Fairs. When attending student job fairs, ensure your messaging highlights your organizations desire to attract, provide opportunities and an inclusive work environment for people with disabilities.
Misperceptions about Capability. Once hiring managers find out a candidate or employee has a disability, quite often they assume the disability will have a noticeable and negative impact on productivity and work output, and future potential. This is another reason employees with disabilities are hesitant to divulge that they have a disability, and hence they don’t ask for accommodation.
Accommodations. Periodically check to make sure the accommodation provided to candidates for assessment takes advantage of the newest technologies. Don’t fall into the trap of relying on outdated practices.
Best Practices In the day-to-day
Always ask before jumping in to help someone who has a disability, for example: “May I open the door for you?”, “May I help you?”. Listen to the answer, and if it is yes, then follow-up with “How may I help you?”. Don’t be offended if they decline your help.
Often best practices for people with disabilities are forgotten when work events occur offsite. It is important to enquire about what accommodations are in place at the offsite venue, be aware of the accommodation needs of your colleagues with disabilities, and consider changing venues if appropriate accommodations are not available. Do this well in advance of the function so you don’t embarrass the employee with the disability by making disruptive last minute changes.
When arranging for team activities, have alternate activities for those who may have a disability and cannot participate fully, or ensure all activities are inclusive of everyone. For example, if there is a race and someone has a mobility issue, have an equally fun version of the activity for them.
If employees take medication that needs to be refrigerated, facilitate this by ensuring they have easy access to an onsite refrigerator.
Disability Education
When an organization delivers learning opportunities related to disabilities (e.g., workshops, online learning, presentations, etc.), there is often the mistaken belief that managers and employees are ‘sensitized’. In most cases, for people to become truly sensitized, especially if this new area for them, a multi-year program on ongoing learning is needed. In other words, sending managers and employees to one one-day workshop, without any additional learning, follow-up, discussions, can have limited value.
When it comes to information about accommodation specifically, it it very important for organizations to train managers and human resources staff on what the legal obligations are, the the organization expectations are, how accommodations will be funded (as managers often don’t have line item in their budgets, nonetheless, accommodations must be provided).
Many organizations use mass email messages as a way of disseminating information to managers and staff, and sometimes these organizations have thousands of employees across Canada. However, given the number of emails received by managers and employees, and in some jobs, email access is not daily or routine, important information about accommodation and accessibility goes unread. Organizations must invest in more effective ways of communicating messages about disability obligations.
Self-Identification
In many organizations, employees are confused about who is eligible to self-identify. Basic questions have not been answered.
Do you need a medical certificate to self-identify? (No)
Do mental health problems count as a disability? (Absolutely yes!)
Can you self-identify in more than one category (e.g., disability AND woman AND racialized)? (Yes! Yes! Yes!)
Will you have to prove you have a disability when you self-identify? (No. However you may be asked to provide medical support if you have a request for an accommodation)
Are managers or colleagues allowed to challenge your identification? (No)
How do you decide if your disability is bad enough to be ethically counted as a disability? The way we think about it is this way. The purpose of self-identification is to support employees who might be disadvantaged because they belong to an equity-seeking group.
If you have depression, and it affects your attendance at work and your productivity, then that definitely counts, you should self-identify.
If you have depression and it is being well managed (e.g., medication and therapy), and has been well managed for several years, but you think it is possible that your depression might affect your performance in the future, then that definitely counts.
If you have had depression, and it is well managed, it has been well managed for years, and you really don’t think it will affect your work in the future… then the question about whether you should self-identify is not as clear cut. But the decision is yours.
Employees can self-identify (and retract their self-identification - but please don’t, your organization needs to have an accurate demographic profile so they know where to focus their efforts!) at any time during their employment.
Self Identification. A pet peeve.
Organizations over 100 employees are required to report on employment equity, including their representation of people with disabilities. One of the requirements is to distribute a self-identification survey, and have it completed by at least 80% of all employees.
Many organizations are well above an 80% completion rate (or return rate), and this is good.
However, an 80% completion rate is NOT an indicator of how many people have self-identified.
What organizations are reporting on is what percent of employees put their name on the self-identification survey form, read the questions, and submitted their survey. “Completion” or “Returned” is not the same as self-identifying as a person with a disability if you have a disability. The employee may or may not have checked the box for “person with a disability”.
Why does this matter?
If an organization has a high completion or return rate, this mistakenly suggests the self-identification process is successful. The real success is when every employee with a disability feels comfortable to check the box and share this information with their employer.
Even with a high completion rate, organizations should definitely continue with self-identification education, reminders to employees, and messaging about its benefits and letting employees know self-identification is an important and confidential process.
A returned form is a returned form. A completed form is a completed form. But a form that tells you about the employment equity composition of your workforce is what you are really after!
Asking people about their disability
When is it okay to ask a colleague about their disability?
It is difficult to give one-size-fits-all advice about when it is okay to ask a colleague about their disability, because every situation is different. Things to consider:
you would typically only ask this if you have established a good positive relationship with this person,
find a time when you can ask in private, and not in a group setting,
give your colleague an easy choice about whether they share the information with you, for example: “I have a question about your disability, but only answer if you are comfortable…”,
don’t be offended if they decline to share with you.
When your questions are to ensure their accommodation is adequate. If you are not well-informed about what you can and cannot ask, contact your human resource advisor for advice. Note it is very important that all human resource advisors are well trained in this area.
When is it not okay to ask a colleague about their disability?
It is not okay to share information or gossip about information you have learned about a colleague’s disability.
It is not okay to ask intimate details, such as “Can you have sex?”, “How do you pee?”, “Were you born like that?”.
In all cases it is key that you do not assume you understand the disability, because every experience is different, and when it necessary for you to support the employee, it is best practice to ask rather than assume.
The thing about medical certificates
Many organizations have a policy that a medical certificate or a doctor’s note is required when an accommodation is requested. This section is called “the thing” about medical certificates, but in fact, there are three things about medical certificates!
Canada has a severe shortage of family doctors. The alternative is a walk in clinic, and many clinics are no longer accessible, as they are so overwhelmed, they have closed their waiting lists. Getting a medical note can be an impossible ask.
Sometimes, the lost loyalty and loss of motivation by asking for a medical note for a low-cost accommodation, makes the request for a a doctor’s note more detrimental to the organization. Just buy the $50 mouse. And if others ask for the same thing, well, buy it for them too. You will be ahead as you will encourage greater productivity.
Many employees, including those with mental health problems, have had traumatic experiences with the medical system. There is research that documents the discrimination in the medical system toward people with disabilities. The trauma of having to see a doctor often discourages employees from getting a doctor’s note. This does not mean the employees don’t need the accommodation, this means that they will '“do without” and their work and/or health will suffer.
There are situations where a medical certificate is a legitimate requirement, however this application of tis policy should consider the context, cost, complexity of the accommodation required.
Talking with employees about accommodation - Tips!
“Respect and dignity” must be an underlying principle in accommodation discussions and decisions. This is worth highlighting because managers and colleagues often focus on the work changes needed, and forget that the person needing an accommodation is a human being.
Confidentiality. All discussions related to accessibility and accommodations should be done in strictest confidence, and any information shared must be done only on a need-to-know basis, and when possible, with the knowledge of the employee. This is important to highlight because there are many experiences of managers and human resource professionals casually (and inappropriately) sharing personal accommodation details with others. This happens with such frequency, that some employees with disabilities hesitate to ask for an accommodation even when the accommodation is a simple one and/or might enhance their productivity.
Test your messages. Messages about the accommodation process should be clear and easily understood by employees, however, this is often not the case as both managers and employees report being confused about corporate messaging. One way to ensure messages are clear, is to test them with a group of employees before finalizing.
Accommodation Requests
Some organizations ask that the more complex or non-routine requests for accommodation be sent to a committee that has been established to review requests.
Some of this review committees have the requests forwarded anonymously, which helps with impartiality, and reduces employee fears about negative consequence should their manager and others become privvy to details about their specific accommodation needs.
The language of disability
There are many very good websites with information about the best language to use when referring to people with disabilities. Below are some additional best practices.
When referring to “accessibility" make it a practice to speak of “accessibility and inclusion”. The reason it is important to add inclusion, is that accessibility goes beyond accommodation. Your employees with disabilities must be included in everything, particularly career development opportunities, such as access to second language training, having opportunities to fill Acting Appointments, being included in all talent management and succession plans.
virtual work
Virtual work can be a great benefit for some people with disabilities. Take care, though, not to turn virtual into a ghetto, in that it is an option for only people with disabilities (and sometimes problem employees).
Employees who work virtually must have the same opportunities for career advancement. Managers cannot give preference to employees who work onsite.
There is some basic virtual work etiquette to accommodate people with disabilities, for example not sharing a PowerPoint presentation which hinders the ability of some employees to read the lips of the speakers. Find out what will support your employees with disabilities, and don’t forget to support them.
Given hybrid work, some thought should be given to a policy about when duplicate accommodations for home and workplace will/will not be provided. For example, if an employee needs an adaptive keyboard, will they have one for home and one for the office if they are not expected to work from the office every workday?
Flexibility
Some employees with disabilities would benefit from taking additional breaks throughout the work day, when needed. Sometimes this is easy to accommodate when employees have discretion over the timing of their work. In other cases (for example call centres, or where service is provided to the public/clients during specific hours), this may be more complicated; however managers should work proactively with the employee to find ways to provide more breaks, while ensuring the appropriate number of hours are worked, for example by extending the workday.
Resource groups
A best practice is to encourage employees resource groups (sometimes called networks or committees or sub-committees). These groups tend to thrive when they welcome allies as members (e.g., not everyone in the group has to have a disability), which can make it more comfortable for people with disabilities to join without feeling singled out.
Disabilities - Great Ideas!
Scent sensitivities
All accommodations should be explored and discussed in partnership with the employee. Below are some ideas.
Have a scent-free policy, and gently but firmly enforce the scent-free environment. Provide employees with a list of easily available alternative scent-free products. Communicate this policy to cleaning staff.
When communicating about the scent-free policy do not single out any individuals or name them, unless they have been open themselves and have your permission.
Provide education so all staff understand the consequences of exposure. This can range from headaches, all the way to death.
If as part of the accommodation the employee is given a safer and separate work space, do everything possible not to disconnect them physically from their team, for example, try not move them to a different floor if they don’t have team members working in that space.
Enhance office spaces with plants rather than flowers.
Use only cleaning products and hygiene products (such as bathroom soaps) that are scent-free.
Light sensitivities
All accommodations should be explored and discussed in partnership with the employee. Below are some ideas.
Sometimes the blinds let in too much light, and the blinds can be adjusted or replaced.
Move the person to an area where lights are not so bright. Do everything possible not to disconnect them physically from their team, for example, try not move them to a different floor if they don’t have team members working in that space.
Suggest the employee consult with their eye care practitioner to see if there could be prescribed lenses, or eye drops, or medication that can help.
Provide education so all staff understand the consequences of too much exposure. This can range from headaches to significant pain, and there is a real need for this to be addressed.
Explore what adjustments can be made to overhead lights. If the required adjustment impacts all employee working in the same space, and it might be too dark for others, try to come up with solutions where the person with the light sensitivity will be accommodated and add supplementary lighting for others. Too often managers reject making changes in lighting because they don’t want to make the effort to find ways to provide optimum lighting for everyone.
Try using a hat or visor to see if that helps.
Check the work area for the glare of reflective surfaces, and make adjustments as needed.
Provide extra breaks to allow the employee to rest their eyes. Ideally arrange for a suitable space if needed, for example, a closed office.
Physical mobility
Move hanging plants from a room so a person with a vision impairment doesn’t walk into it.
Avoid using a corridor as a storage area, because people with mobility disabilities and other disabilities cannot manoeuvre.
Avoid placing garbage cans in the doorway of a bathroom, so people with mobility disabilities, or walkers (or strollers) can get in easily. This happens a lot more frequently than you would think!
Ensure your emergency plans have detailed procedures for people with disabilities, for example assigning an evacuation buddy, remembering to have back-up in place in case the buddy is absent. Ensure these procedures have been well-communicated to all employees, and periodic drills are carried out.
As basic etiquette, do not lean on devices, such as wheelchairs, or walkers, as this is personal space.
Vision
Whenever possible, review the workspace, to ensure employees have access to information that is in large font, for example, signs, information sheets, directions, instructions for photocopiers, etc.
Become familiar with photocopier functions to enlarge text, and use it regulalry.
For both day-to-day onsite work, and for events, conferences, workshops, check in with with people who have identified low vision accommodation needs, to find out where best to seat them, for example, some may want a more brightly lit area, while others may benefit from less light.
Ensure your emergency plans have detailed procedures for people with disabilities, for example enhanced visual signals such as flashing lights, and/or audible signals. Ensure these procedures have been well-communicated to all employees, and periodic drills are carried out.
Deaf, Deafened or Hard of Hearing
The acoustics in a work space can impact the ability to engage with others. Try out different locations with your employee to find out if there are some areas that are better than others.
For conferences and events don’t forget to arrange for sign language interpreters, and/or live captions, and/or note-takers, as needed.
Ensure your emergency plans have detailed procedures for people with disabilities, for example visual warning systems. Ensure these procedures have been well-communicated to all employees, and periodic drills are carried out.
Touch sensitivities
To follow
Mental Health Resources:
https://www.nidmar.ca/rehadat/rehadat_database/rehadat_database.asp
https://www.themicropedia.org/#/category/disability