Disability October 2013


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Half day open training event held in Mississauga, Ontario.

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Disability October 2013

  1. 1. Disability in the Canadian workplace by Toronto Training and HR October 2013
  2. 2. CONTENTS 5-6 7-8 9-10 11-12 13-14 15-19 20-21 22-25 26-27 28-30 31-34 35-38 39-40 41-46 47-49 50-51 Definition Forms of discrimination Types of disability Barriers The Ontario Human Rights Code Accommodations The AODA Employment Standard An action plan for disability Drill Accessible formats and communication supports Individualized workplace emergency response information Recruitment and informing employees of supports Interviewing disabled people Challenging stereotypical thinking Yukon’s employment strategy Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Definition Page 5
  6. 6. Definition • Disability Page 6
  7. 7. Forms of discrimination Page 7
  8. 8. Forms of discrimination • • • • • • Direct discrimination Indirect discrimination Associative discrimination Perceptive discrimination Victimization Harassment Page 8
  9. 9. Types of disability Page 9
  10. 10. Types of disability • • • • • • • Visual Hearing Deaf-blind Physical-mobility Mental health Developmental/intellectual Learning Page 10
  11. 11. Barriers Page 11
  12. 12. Barriers • • • • • Attitudinal Information or communications Technology Organizational Architectural or physical Page 12
  13. 13. The Ontario Human Rights Code Page 13
  14. 14. The Ontario Human Rights Code • Provides for equal rights and opportunities, and freedom from discrimination • Duty to accommodate • Examples of accommodation • Accommodation responsibilities Page 14
  15. 15. Accommodations Page 15
  16. 16. Accommodations 1 of 4 DEVELOPING AND DOCUMENTING INDIVIDUAL PLANS • Let all employees know about the process-generally, employees with disabilities will request accommodation but in some cases an employer may initiate a dialogue • Discuss the manner in which any employee requesting accommodation will participate in the development of their individual accommodation plan Page 16
  17. 17. Accommodations 2 of 4 DEVELOPING AND DOCUMENTING INDIVIDUAL PLANS (CONTINUED) • Allow the participation (if requested by the employee) of a representative from their union if any, or if there is no union, any representative from the workplace • Protect the privacy of the employee around workplace accommodation all times Page 17
  18. 18. Accommodations 3 of 4 DEVELOPING AND DOCUMENTING INDIVIDUAL PLANS (CONTINUED) • Work together (manager and employee) to determine when the workplace accommodation is reviewed and updated • Provide reason(s) for any denial of workplace accommodation to the employee-an employer can deny a workplace accommodation, subject to the requirements of the Employment Standard and the Human Rights Code Page 18
  19. 19. Accommodations 4 of 4 DEVELOPING AND DOCUMENTING INDIVIDUAL PLANS (CONTINUED) • Provide the accommodation plan in a format that takes into account the employee’s disability • Include the employee’s emergency response information as well as any information and communication supports in the workplace accommodation plan, if required Page 19
  20. 20. The AODA Employment Standard Page 20
  21. 21. The AODA Employment Standard • The Accessibility for Ontarians with Disabilities Act 2005 (AODA) • Key areas of living for people with disabilities • Integrated Accessibility Standards Regulation • General requirements • The Employment Standard Page 21
  22. 22. An action plan for disability Page 22
  23. 23. An action plan for disability 1 of 3 • Audit existing policies and practices • Draw up a business case for change and get management support • Develop a good practice policy, check it incorporates legal duties and promote it to everyone who works for the organization Page 23
  24. 24. An action plan for disability 2 of 3 • Clarify line manager and employee responsibilities; offer employees training to build their understanding and confidence to act appropriately, including contract specifications in, for example, recruitment and procurement • Design an action plan to implement the policy; monitor and review outcomes and effectiveness to make approaches more robust; share the learning across the organization Page • Follow good24recruitment practice
  25. 25. An action plan for disability 3 of 3 • Keep up to date with good practice and legal developments • Network with other employers interested in progress in diversity to share learning and ideas and keep up to date with competitors • Listen to disabled employees and customers to make sure you understand their needs and preferences and refresh your organization’s policies and practices to reflect them and keep them relevant and up to date Page 25
  26. 26. Drill Page 26
  27. 27. Drill Page 27
  28. 28. Accessible formats and communication supports Page 28
  29. 29. Accessible formats and communication supports 1 of 2 • All employees should have access to information that is generally available to them in the workplace or information that they need in order to perform their job • Ensure policies and processes include a provision or arranges for the provision of accessible formats and communication supports Page 29
  30. 30. Accessible formats and communication supports 2 of 2 • Most information and communication supports will already have been covered in an employee’s individual accommodation plan-this is especially true for information that an employee needs in order to perform her or her job • Your process should include letting all employees know they can confidentially talk to you about accessible formats and communication supports Page 30
  31. 31. Individualized workplace emergency response information Page 31
  32. 32. Individualized workplace emergency response information 1 of 3 • Review your organization’s overall emergency response plan • Check that those employees with existing accommodation plans also have individualized emergency response information, if needed • Determine who else needs help and how to best meet their emergency response needs-let all employees know about the process Page 32
  33. 33. Individualized workplace emergency response information 2 of 3 • Once an employee makes a request for accommodation, you must provide the information as soon as possiblegenerally, employees with disabilities will request accommodation, however in some cases, an employer may initiate a dialogue. • Provide emergency response information to employees in a format based on their accessibility Page 33 needs
  34. 34. Individualized workplace emergency response information 3 of 3 • Involve others-with the employee’s consent, ensure information is provided to those who will be helping that employee in an emergency • Review emergency response information when things change such as a new starter, when an employee moves to a different location or when an individual accommodation plan is reviewed Page 34
  35. 35. Recruitment and informing employees of supports Page 35
  36. 36. Recruitment and informing employees of supports 1 of 3 • Any internal or external recruitment postings should have a statement that accommodation is available for applicants with a disability • Any applicants selected for an interview or further assessment are aware that they can ask for accommodation Page 36
  37. 37. Recruitment and informing employees of supports 2 of 3 • The organization must consult with the candidate to come up with a suitable accommodation • Any successful candidate who is offered employment is informed about the employer’s policy for accommodating employees with disabilities • Any new employee is informed at their orientation about the employer’s policy for accommodating employees with disabilities Page 37
  38. 38. Recruitment and informing employees of supports 3 of 3 • The employer regularly communicates its policy on workplace accommodation to all employees, for example, at meetings, on bulletin boards and more Page 38
  39. 39. Interviewing disabled people Page 39
  40. 40. Interviewing disabled people • Any disability • Applicant using a wheelchair • Applicant with an intellectual disability • Applicant with a visual impairment • Applicant with a hearing impairment Page 40
  41. 41. Challenging stereotypical thinking Page 41
  42. 42. Challenging stereotypical thinking 1 of 5 • Disability should not be confused with all long term illness, as disability can affect health in different ways • Disability should not be seen in a narrow way – for example, a very small percentage of people with disabilities are wheelchair users • Not all disabilities are obvious-more people acquire disabilities than are born with them Page 42
  43. 43. Challenging stereotypical thinking 2 of 5 • Problems can arise for a disabled person related to the physical design of the environment they are in such as offices, shops and public places and transport-they can also relate to operational customs and practices at work such as hours of work or time keeping • Organizational image and reputation can be seriously damaged or enhanced by negative or positive experiences relating to disability Page 43
  44. 44. Challenging stereotypical thinking 3 of 5 • Mental health problems such as depression and anxiety affect a significant proportion of the population and stress-related illness has recently overtaken muscular-skeletal problems as the top cause of absence • People with disabilities continue to find it significantly more difficult to get a job than able-bodied people because employers fail to approach the management of disability positively Page 44
  45. 45. Challenging stereotypical thinking 4 of 5 • It is possible to make simple changes to jobs and the way they are carried out in order successfully to employ someone with a physical or mental impairment or learning difficulty without serious cost or even at no cost at all-funding support to help a disabled person regarding employment may be available • Good practice shows that there can be easy ways to recruit and retain talented people with disabilities, which can often bring more general benefits in other ways Page 45
  46. 46. Challenging stereotypical thinking 5 of 5 • Not everyone with a disability under the legal definition would see themselves as such and many disabled people fear disclosing such information for fear of being unfairly treated; such apprehension is bad for everyone and businesses-organizations need to focus on building trust through honest and open conversations which can build employee engagement and good employee relations. Page 46
  47. 47. Yukon’s employment strategy Page 47
  48. 48. Yukon’s employment strategy 1 of 2 • Information and education • Stakeholder engagement • Employment strategy Page 48
  49. 49. Yukon’s employment strategy 2 of 2 ACTION PLAN • Services to stakeholders • Employer supports • Performance • Empowerment • Information and support • Capacity Page 49
  50. 50. Conclusion and questions Page 50
  51. 51. Conclusion and questions Summary Videos Questions Page 51