Employer’s Guide in...NBESS- Employer’s Guide Page 1 Employer’s Guide in hiring persons with a...

NBESS- Employer’s Guide Page i

Employer’s Guide in hiring persons with

a disability

2015

NBESS- Employer’s Guide Page ii

Why should employers consider hiring persons with a disability?

An aging population, shrinking labour force, organizational restructurings and equal opportunity legislations are some of the contributing factors that will require organizations to develop new and creative approaches to managing people. Employers need to attract, recruit and retain qualified and skilled employees… persons with a disability are often an under-utilized talent pool of employees and have the skills and qualifications needed to fill your positions.

Successful employers know that when recruitment and hiring practices are inclusive to employees with a disability, the employer benefits from increased innovation, increased productivity, profitability, reduced recruitment costs and the ability to retain talent.

It just makes sense…

NBESS- Employer’s Guide Page 1

Employer’s Guide in hiring persons with a disability

August 2015

This document is the property of New Brunswick Employer Support Services (NBESS) and

may not be copied, reproduced, duplicated in whole or in part without permission.

Researched and written by Frédérick Dufour, Development Officer at NBESS

All other agencies and sources cited in this document are the property of their respective

rights holder.


Table of Contents Introduction .................................................................................................................................... 5

1. New Brunswick Employer Support Services ............................................................................... 5

2. The situation in Canada and in New Brunswick .......................................................................... 7

3. Myths about persons with a disability in the workplace ............................................................ 8

4. The Business Case for hiring persons with a disability ............................................................. 11

4.1. A New Workforce ............................................................................................................... 11

4.2. The economic component relating to the employment of persons with a disability ....... 12

4.2.1. The accommodations .................................................................................................. 12

4.2.2. Health and safety ........................................................................................................ 12

4.2.3. Legal costs ................................................................................................................... 12

4.3. The competitive advantage and profits ............................................................................. 13

4.3.1. Performance and productivity .................................................................................... 13

4.3.2. Absenteeism rate and security ................................................................................... 13

4.3.3. Staff turnover .............................................................................................................. 14

4.3.4. Innovation and adaptability ....................................................................................... 14

4.4. The impact on all staff ....................................................................................................... 15

4.5. The public image and reputation ....................................................................................... 15

4.6. The consumer market ........................................................................................................ 16

4.7. The rights ........................................................................................................................... 16

5. Etiquette.................................................................................................................................... 17

5.1. What is a disability? ........................................................................................................... 17

5.2. The basic rules of etiquette ............................................................................................... 18

5.3. Communication .................................................................................................................. 19

5.3.1. General advice ............................................................................................................ 20

5.3.2. Tips for Communicating with persons with vision loss .............................................. 20

5.3.3. Tips for communicating with persons who are Deaf or has significant hearing loss . 21

5.3.4. Tips for Communicating with persons with physical disabilities ................................ 21

5.3.5. Tips for Communicating with persons with speech limitations ................................. 21

5.3.6. Tips for Communicating with persons with intellectual disabilities ........................... 22

6. Human Resource Practices ....................................................................................................... 22

6.1. A change of mentality and practices: Promoting inclusion of persons with a disability ... 23

6.1.1. Barriers to inclusion of persons with a disability ........................................................ 23


6.1.2. The importance of good leadership............................................................................ 24

6.1.3. Developing inclusive practices .................................................................................... 24

6.1.4. Tips to create inclusive practices within the workplace ............................................. 25

6.2. Recruit a person with a disability ....................................................................................... 27

6.2.1. Job Analysis ................................................................................................................. 27

6.2.2. The creation of an inclusive job .................................................................................. 29

6.2.3. Advertising an inclusive job ........................................................................................ 30

6.2.4. The selection process .................................................................................................. 30

6.3. Interviewing a person with a disability .............................................................................. 31

6.3.1. The interview preparation .......................................................................................... 31

6.3.2. How to interview a person with a disability? ............................................................. 32

6.4. Orienting a persons with a disability ................................................................................. 33

6.4.1. Welcoming the new employee ................................................................................... 33

6.4.2. The orientation process .............................................................................................. 34

6.5. Supervising a person with a disability ................................................................................ 35

6.6. Maintain a person with a disability within the company .................................................. 36

6.6.1. Promotion ................................................................................................................... 37

6.6.2. Development .............................................................................................................. 37

6.6.3. The evaluation and feedback ...................................................................................... 38

6.6.4. Accessibility and accommodations ............................................................................. 38

6.6.5. Leadership ................................................................................................................... 39

6.6.6. Communication ........................................................................................................... 39

6.6.7. Motivation and commitment...................................................................................... 39

6.6.8. Challenges ................................................................................................................... 39

6.6.9. Benefits and Rewards ................................................................................................. 40

6.6.10. Balance and flexibility ............................................................................................... 40

6.6.11. Creating a positive work atmosphere and the creation of links between employees............................................................................................................................................... 40

6.6.12. Appreciation .............................................................................................................. 40

6.6.13. Activities and events ................................................................................................. 41

6.6.14. The benefits of retaining employees ........................................................................ 41

7. Accommodations ...................................................................................................................... 42

7.1. What is an accommodation? ............................................................................................. 42


7.2. The accommodation process and steps to follow ............................................................. 44

7.3. The types of accommodation ............................................................................................ 46

7.4. Are there significant costs to accommodations? .............................................................. 47

7.5. The direct and indirect benefits of accommodations........................................................ 48

7.6. Some examples of accommodations ................................................................................. 49

8. Job Customization ..................................................................................................................... 52

8.1. What is job customization?................................................................................................ 52

8.2. The job customization process .......................................................................................... 54

8.3. The benefits of job customization ..................................................................................... 54

8.4. Some examples of job customization ................................................................................ 55

9. Financial support ....................................................................................................................... 56

Conclusion ..................................................................................................................................... 58

Resources ...................................................................................................................................... 59

Employment Assistance Services (EAS) of New Brunswick for persons with a disability ......... 59

Moncton Region .................................................................................................................... 59

Miramichi Region .................................................................................................................. 60

Acadian Peninsula Region ..................................................................................................... 60

Bathurst-Campbellton Region .............................................................................................. 60

Edmundston Region .............................................................................................................. 61

Fredericton Region ................................................................................................................ 61

Saint John Region .................................................................................................................. 62

Provincial Specialized Consultation Services ............................................................................ 64

References .................................................................................................................................... 66


Introduction

The current job market is becoming more competitive, causing significant challenges and barriers for employers and employees. For employers, it is particularly difficult to deal with skilled labour shortage. Companies face significant challenges, particularly in terms of productivity, costs related to turnover and overtime. Moreover, employers often have difficulty to fully harness the potential of their employees.

For many employees, one of the major problems is to find and keep a job that matches their expectations, training and skills. However, for a particular group, the challenge is even more important and complex. Indeed, persons with a disability face many barriers often making their job quest particularly difficult.

In this context, the present document is primarily a guide to employers who wish to become inclusive by hiring persons with a disability in their business. Moreover, this tool aims to demonstrate that the hiring of persons with a disability not only offers the opportunity to get skilled and underused workers to contribute to the success of an organization, but that the inclusion of such persons within an organization also means multiple advantages.

1. New Brunswick Employer Support Services

New Brunswick Employer Support Services (NBESS) supports the activities deployed by employers across the province in hiring persons with a disability therefore promoting the diversity of the workplace.

The NBESS is funded by the Department of Post-Secondary Education, Training and Labour and advice is provided by a volunteer Advisory Committee (VAC). The VAC is composed of representatives from the Department of Post-Secondary Education, Training and Labour (PETL), the New Brunswick Disability Executive Network (NBDEN) and New Brunswick employers.

The NBESS offers the following free services:

Toll Free: Across the province, employers have access to counselling and information about specialized agencies by calling 1-888-350-2202 toll fees. The provincial coordinator of NBESS is responsible for collecting information, determining your needs and developing a plan to support you in this process.

Consultation: free consulting services relating to recruitment, hiring and retention of persons with a disability are available to employers. The consultation includes topics such as diversity planning, recruitment strategies, hiring persons with a disability and on accommodation solutions. The consultation may lead to presentations, the collection of information, training and links to support organizations.


Information and training: The NBESS organizes presentations on its services through regional human resources associations, as well as regional chambers of commerce. Customized training is offered to employers according to their particular needs. Training can range from raising awareness on disability issues to diversity planning.

Links: The NBESS helps establish links between employers and vocational training and employment services in their area, as well as programs, services or support organizations. It is important to note that the agency deals with all types of disabilities.

Employment Assistance Services (EAS): The NBESS works closely with the various agencies of New Brunswick’s Employment Assistance Services to establish links between potential employers and employees. The NBESS is committed to introducing you to the EAS to assist you with the process of hiring persons with a disability.

* For a complete list of Employment Assistance Services in New Brunswick, you can see the resources section found at the end of this guide. *

For more information, you can contact support New Brunswick Employer Support Services (NBESS).

Contact

New Brunswick Employers Support

Service

329 Champlain Street

Dieppe (New Brunswick) E1A 1P2

Tel. : 506 858-9939

Toll free: 1 888 350-2202

TTY: 506 858-1657

Fax. : 506 855-9939

Email: [email protected]

Website: www.employersupport.nb.ca

Twitter: @NBESS_SSENB

Facebook Page: NB Employer Support

Services / Services de soutien aux

employeurs du N.-B.

https://translate.google.com/translate

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.employersupport.nb.ca


2. The situation in Canada and in New Brunswick

In Canada, it is increasingly evident that the labour market will face many changes in the coming decades. According to statistics, the Canadian population is aging and the baby boomer generation will gradually be leaving the labour market. In addition, there are no signs indicating that the number of potential workers will increase over the years, either by the arrival of new immigrants or the number of young Canadians who will integrate the market (Martel, Caron-Malenfant, Morency, Lebel, Bélanger and Bastien, 2012).

In 2012 there were about 3.8 million Canadians with disabilities, which represents about 13.7% of the total population. This percentage is likely to continue to increase if we consider that the proportion of persons with a disability is closely linked to age. Indeed, we note that the percentage of disability goes from 4.4% in the 15 to 24 age group to 42.5% among those aged 75 and over (Social Development Canada, 2015). In so knowing that the proportion of persons with a disability is likely to increase with the aging of the Canadian population, it is clear that employers should not ignore persons with a disability.

In New Brunswick, the challenge is just as important when we see the dazzling number of workers leaving the province to work elsewhere in the country (Martel, Caron-Malenfant, Morency, Lebel, Bélanger and Bastien, 2012). Over the past 40 years, the proportion of workers aged 50 and over is growing

while that of workers under 30 is decreasing (Government of New Brunswick: Department of Post-Secondary Education, Training and Labour, 2013 ). In short, the labour force in New Brunswick is changing and it is clear that employers should look to new ways to stay competitive.

In this sense, individuals with disabilities are one of the most interesting option. Indeed, these individuals are often ignored, neglected and underutilized. According to statistics, persons with a disability represent about 12.3% of the population of working age in the province (15 to 64), which corresponds to about 60 000 people (Statistics Canada 2012). Yet it is estimated that only 53.4% of this group joined the labour market. This clearly demonstrates that this group represents a largely untapped workforce in the province (Government of New Brunswick: Department of Post-Secondary Education, Training and Labour, 2013).


3. Myths about persons with a disability in the workplace

Persons with a disability represent a considerably large number of workers in the province. However, it is clear that hiring rate is low if compared with the rest of the workforce in New Brunswick. What can therefore explain this situation?

Among the reasons frequently cited, persons with a disability are faced with prejudice and misrepresentations that often make employers reluctant to hire them.

This section therefore seeks to establish a list of several myths that exist in our society and form significant barriers to the inclusion of persons with a disability in the workplace.

Myth: A person with a mental disability cannot work in a stressful work environment.

Fact: All people manage stress differently. Persons with mental disabilities can also perform as well as other employees in a job where stress is present (Creative Workforce Solutions, n.d.).

Some Celebrities with a disability

• Michael J. Fox- Parkinsons

• Tom Cruise- Dyslexia

• Whoopi Goldberg- Dyslexia

• Bill Clinton- Hearing loss

• Mozart- Tourette syndrome

• Monet- Vision loss

• Stevie Wonder- Blind

• John Cougar- Spina bifida

• Bill Gates- Asperger

• Stephen Hawkings-

Amyotrophic Lateral Sclerosis

• Elton John- Epilepsy

• George Washington-

Learning Disability

• Beethoven- Deaf

• Jim Carrey – ADHD

• Helen Keller- Blind and Deaf

• Daniel Radcliffe- Dyspraxia

• Steven Spielberg- Dyslexia

• Michael Phelps- ADHD

• Vincent Van Gogh-

Depression

• John Nash- Schizophrenia

• Buzz Aldrin- Depression

• Hugo Weaving- Epilepsia

• Walt Disney – Learning

Disability

• Jay Leno- Dyslexia


Myth: Persons with severe disabilities cannot occupy positions that require heavy lifting.

Fact: A person with cerebral palsy has been able to lift more than 226 kg on the bench press (Creative Workforce Solutions, n.d.)

Myth: A person with reduced mobility certainly cannot assume the duties of an employee in a warehouse knowing that this type of job involves many and constant movements.

Reality: An employee with an amputated leg was hired as a worker in a warehouse. The latter was able to fulfill the requirements of his position without accommodations. Besides, he was so productive that he was promoted to a position of heavy equipment operator, and, again without accommodations (Creative Workforce Solutions, n.d.).

Myth: There are very few persons with a disability who are qualified to enter the labour market.

Reality: In New Brunswick, the percentage of unemployed persons with a disability is about 47% (Government of New Brunswick: Department of Post-Secondary Education, Training and Labour, 2013). There is therefore a significant number of persons with a disability available to work in the

province! In addition, persons with a disability are as qualified as other potential workers. Today, technological advancements and various resources have enabled persons with a disability to be as well trained and qualified as persons without disabilities (Creative Workforce Solutions, n.d.)

Myth: Persons with a disability need too much accommodations at work, reducing their productivity.

Fact: Actually, most persons with a disability in the workplace do not require accommodations. Moreover, when they are necessary, they are generally inexpensive and allow the person to fully meet the requirements of the position (Creative Workforce Solutions, n.d.).

Myth: Persons with a disability are more difficult to supervise.

Reality: The supervision of persons with a disability should be carried out in the same way as any other employee. They must meet the same position requirement as all other employees (Creative Workforce Solutions, n.d.).

Myth: Persons with a disability should be protected continuously to prevent failure.

Fact: Like all employees, persons with a disability must know both the successes and challenges of work. Therefore they should not be treated differently from other employees (Creative Workforce Solutions, n.d.).

Myth: Perons with physical disabilities often have problems getting to work.

« In New Brunswick, the percentage of unemployed persons with disabilities is

about 47%»


Fact: Persons with physical disabilities use the same means of transport as all other employees. For example, they can get to work by walking, driving, using public transport or take a taxi (Creative Workforce Solutions, n.d.).

Myth: Persons with a disability are absent from work more than employees without disabilities.

Reality: Employees with disabilities are not absent more than other employees. Moreover, studies show that the absenteeism rate of persons with a disability is usually lower than that of people without disabilities (Premier's Council on the Status of Persons with a disability, n.d.).

Myth: Persons with a disability need constant help in the workplace.

Fact: With proper training, persons with a disability are just as capable of working alone as other employees, plus they all have learned to develop ways to cope with their disability (Premier's Council on the Status of Persons disabilities, n.d.).

Myth: Persons who are Deaf or have significant hearing loss are perfect for working in noisy workplaces.

Reality: Every employee should be hired for the right reasons! Persons with a significant hearing loss need to be hired for their skills and abilities, not because they have a hearing disability (Premier's Council on the Status of Persons with a disability, n.d.).

Myth: It is virtually impossible to discipline or dismiss a persons with a disability.

Reality: Every employee is protected by laws ensuring equal treatment in the workplace. Persons with a disability do not receive different treatment and should be disciplined or fired in the same way as other employees (Premier's Council on the Status of Persons with a disability, n.d.).

Myth: Persons with a disability have a bad influence on other employees in the workplace.

Fact: On the contrary, persons with a disability can positively influence their work environment. Persons with a disability tend to think differently and to bring new ideas that can benefit the entire enterprise. In fact, they often allow making the workplace accessible and putting in place strategies to make the whole workplace more efficient (Premier's Council on the Status of Persons with a disability, n.d.).

Myth: Persons with a disability are generally more sensitive, brave, kind, friendly and creative than other employees.

Fact: Everyone is unique, including persons with a disability. They therefore all have different traits (Premier's Council on the Status of Persons with a disability, n.d.).

It is undeniable that many prejudices against persons with a disability can be a very important barrier when it comes time to find or keep a job. It is therefore


essential that society is aware of these misconceptions in respect to persons with a disability, to break down these barriers and allow these potential workers to contribute fully to the success of a business.

4. The Business Case for hiring persons with a disability

Now that the false interpretations about persons with a disability have been debunked, it is important to illustrate why hiring this group represents a smart and sensible decision for employers.

At first, the primary objective of any employer is to see his company reach its full potential while remaining competitive in the market. To achieve this, it must be able to recruit and retain the best employees. Moreover, employers must learn to find solutions and techniques allowing them to survive in a changing society in socio-economic terms. This guide aims to demonstrate that persons with a disability can be the best employees and an obvious solution to ensure the efficient running of a business.

However, employers also want to ensure that the hiring of the candidate pool is profitable and beneficial for their businesses. The following pages therefore attempt to highlight the Business Case for hiring persons with a disability, by illustrating with multiple arguments, the benefits of including this group in the workforce.

4.1. A New Workforce

One of the main reasons related to the hiring of persons with a disability is looking for a new skilled workforce. We are seeing a transformation of the labour markets for Canadian and New Brunswick influencing the available workforce. Besides, for employers, many experts suggest a real race for talent in the coming decades (Buccigrossi, Pfeffer and Robinson, 2003).

It is clear that a skilled workforce is associated with the success of the company. However, it is becoming increasingly rare, and therefore very valuable. Employers are able to face this challenge by turning to diversity and inclusion, particularly with persons with a disability.

When we recognize their potential, we realize that persons with a disability are outstanding employees. The equation is simple: employers seeking qualified employees and persons with a disability are an almost unused skilled workforce. Given that the population is aging and that the proportion of persons with a disability may increase, there is no doubt that recruiting these candidates is an excellent ingenious way to prepare for the future.


4.2. The economic component relating to the employment of persons with a disability

The hiring of a persons with a disability may seem more costly than beneficial. Employers can imagine that these candidates are more expensive on many levels, especially in terms of accommodations, health, safety or legal costs. However, the question arises as to whether the costs are actually higher for a person with disabilities than for other workers. This is what we will try to clarify in the next sections.

4.2.1. The accommodations

One of the major concerns of employers about the inclusion of persons with a disability is about accommodations. Interestingly, studies show that the cost of accommodations for a persons with a disability is relatively low. According to experts, the accommodations costs usually range between $ 0 and $ 600, which is very little when we know what the employee can bring in terms of profits (The Conference Board of Canada, 2013).

« According to experts, the accommodations costs usually range between $ 0 and $ 600»

Buying new equipment adapted for the person or just making changes to her working hours are forms of accommodation. In most cases, persons with a disability can accommodate themselves by developing techniques or finding solutions in their work (The Conference Board of Canada, 2013).

It is pertinent to remember that most persons with a disability already have in their possession their personal accommodations, for example, hearing aids or wheelchairs. The cost of accommodations is very low when you consider the profits that the individual will generate long-term, as these accommodations certainly increase the productivity and efficiency of the latter and of the organization (The Conference Board of Canada, 2013).

4.2.2. Health and safety

Another concern for employers is that the costs relating to the health and safety of its employees. Many employers believe that these costs are higher for an employee with a disability. However, studies show that spending related to health and safety are similar if not lower for persons with a disability (The Conference Board of Canada, 2013).

So there is no link between disability and the costs related to their health and safety in the workplace. This group of individuals has no more accidents than other and no more recourse to compensation for accidents at work (The Conference Board of Canada, 2013).

4.2.3. Legal costs

When referring to the legal costs, it alludes to the possible conflict between the individual and his employer that may arise as a result of a lack of accessibility, accommodations or related to human rights. Again, it is no more likely to come into a legal conflict with a person with a disability than with another employee. The person with a disability does not cost


more in legal terms if the employer takes the necessary measures in terms of accessibility and accommodations. If you do not give him any cause of legal conflict, the person with a disability will not generate higher legal costs than other employees (The Conference Board of Canada, 2013).

Obviously, persons with a disability are not more expensive than other employees. Any employee can lead to costs for a company, but they are not so worrisome if employees generate more profits and benefits than expenses.

4.3. The competitive advantage and profits

Being now aware that the costs associated with hiring persons with a disability are low, it is important to understand how these individuals can bring entrepreneurial benefits to employers.

4.3.1. Performance and productivity

When comes the time to hire persons with a disability, it is clear that employers want to know if they can be as efficient and productive as other employees. The key here is to understand that they are not necessarily better in terms of production and performance, but they are at least equal to others. They can work at the same speed if they are well included into the labour force.

Moreover, a study by DePaul University conducted in 2007 emphasizes that employees with disabilities are equally competent and efficient as others (Work Without Limits, n.d.). The same study

indicates that persons with a disability are committed and reliable employees who contribute positively to the operations of the companies surveyed (Creative Workforce Solutions, n.d.). In another study that analyzed 18 different outlets, management of Walgreens concluded that the productivity rate was similar for individuals with disabilities and those without disabilities. The study points out that this rate was slightly higher for persons with a disability in more than 50% of the distribution centers (Government of Canada Human Resources and Skills Development Canada, 2013).

4.3.2. Absenteeism rate and security

Another aspect to consider when one makes up the Business Case for the inclusion of persons with a disability is their excellent performance in terms of safety and absenteeism. According to a report from DuPont, persons with a disability have an efficiency of about 97% in the area of security, and 86% for attendance (North East Community Partners for Inclusion, 2005). In fact, this study confirms that employees with disabilities are not absent from work more often than employees without disabilities (Premier's Council on the Status of Persons with a disability, n.d.).

In another study from DePaul University with 314 people, including persons with a disability (95) and persons without disabilities (219) in 13 different companies, it has been shown that persons with a disability have better attendance rate than employees without disabilities (Creative Workforce Solutions, n.d.).


4.3.3. Staff turnover

One of the most important problems of a company is related to employee turnover and retention. Indeed, a high turnover of staff within an organization can be very expensive economically and in human costs. A company that retains its employees can save considerably on recruitment, orientation and in all its activities. The loss of an employee and his replacement may incur costs ranging from $ 10,000 up to hundreds of thousands of dollars, depending on the position. It is therefore essential for managers to retain staff (The Conference Board of Canada, 2001).

In this regard, studies show that persons with a disability keep their jobs longer, and consequently, companies have a better retention rate than with their other employees. A study at Pizza Hut indicates that persons with a disability have a retention rate of 22% higher than other employees, while a Deloitte study up this rate to 72% (Deloitte, 2010). The Marriott Company adds that the turnover of persons with a disability employees is only 6%, while it is 52% for other staff members. For its part, Washington Mutual sets this ratio to 8% for persons with a disability, against 45% for other employees (Government of Canada Human Resources and Skills Development Canada, 2013).

In this sense, there is no doubt that hiring persons with a disability is a very interesting solution for employers seeking to reduce their turnover and keep their employees longer.

« Persons with a disability

can enable an organization

to achieve considerable

progress in innovation.

These individuals face

challenges every day, forcing

them to think differently»

4.3.4. Innovation and adaptability

Undeniably one of the best reasons to include persons living with disabilities in an organization is their impressive ability to adapt and their great innovation skills. Persons with a disability have a tremendous capacity to adapt and are able to find solutions to their problems as part of their daily lives. It is therefore very important to recognize their excellent adaptability in addition to their high degree of perseverance.

Persons with a disability can enable an organization to achieve considerable progress in innovation. These individuals face challenges every day, forcing them to think differently. For a business, this means that you can avoid having a homogeneous workforce, thinking and acting always in the same way, and thus promote a workforce welcoming openness, change and progress. Persons with a disability can instill new ways of thinking, innovative perspectives and more creativity in the workforce. An organization competitive in innovation and able to adapt to changes manages to better serve its customers by offering better services or products.


4.4. The impact on all staff

When trying to establish a Business Case for the inclusion of persons with a disability in the workplace, it is important not to overlook the impact these individuals have on all employees. First, for that hiring to be beneficial, it is important for it not to affect the rest of the workforce negatively. Therefore, it is important to consider their impact on the work atmosphere and ensure that this does not increase conflicts, reduce cohesion and impede communication of the group.

You have to know in what ways the persons with a disability and the diversification of the workforce bring a positive impact to the rest of the staff. First, a diverse group can promote different viewpoints and force employees to be creative and innovative. In short, the coming of the persons with a disability in the workplace makes all employees more open to changes and developments. Moreover, studies show that the arrival of persons with a disability in a work team greatly improves morale and employee satisfaction, teamwork and motivation in the group. Finally, persons with a disability do not cause more conflicts or communication problems, especially if the employees are already aware of the benefits of diversity and inclusion in the workplace (North East Community Partners for Inclusion, 2005).

4.5. The public image and reputation

If a company wants to attract a loyal clientele and promote the development

of good relations, it must develop an impeccable public image and a good reputation. In this regard, the inclusion of persons with a disability in the workforce can greatly help to improve the public image and reputation of an organization.

A company that emphasizes a vision turned towards the inclusion of persons with a disability can reach a broader and more intelligent customer base. Employers who hire persons with a disability can raise the goodwill of their company and its image. According to a 2005 study by the Center for Social Development and Education of the University of Massachusetts in Boston, 92% of consumers say they are more inclined to do business with companies with inclusive values and recognized as open and just employers (Creative Workforce Solutions, n.d.).

Moreover, one of the most beneficial aspects of hiring persons with a disability is that they promote universal access. Indeed, when hiring persons with a disability, a company demonstrates that it is open to diversity. If an organization provides accommodations to employees with disabilities, this can be beneficial to other employees and for customers. Among other things, when a company installs automatic doors, this can be very useful for clients with disabilities as well as for employees and customers carrying heavy and bulky objects. So many accommodations can be helpful to the employee with a disability, other staff and customers.


4.6. The consumer market

As statistics show, persons with a disability are not only a source of labour too often ignored and underutilized, but also constitutes a large proportion of the Canadian working age population. What this means in economic terms? In addition to increasing continuously, the number of persons with a disability in the country means that their purchasing power is increasingly important. As noted by the Royal Bank of Canada (2001), persons with a disability have a potential purchasing power of over $ 25 billion in Canada. Including this group in the workforce thus improves the economy as a whole. Also, persons with a disability can have a great influence on their relatives about their consumer choices. For a business, promoting inclusion means reaching persons with a disability and their families and turning them into potential consumers (The Conference Board of Canada, 2001).

4.7. The rights

An argument that some employers might consider in the recruitment of persons with a disability is respect for human rights. For some employers, to respect values such as equality, diversity and inclusion are valid reasons to hire persons with a disability. We can therefore say that there is a legal argument in the promotion of persons with a disability in the workplace. Among other things, reference may be made to the Federal Law on Employment Equity which requires that federally regulated organizations must identify and eliminate barriers to minority groups, and therefore, persons with a disability

(Deloitte, 2010). The recruitment of persons with a disability and other minority groups shows that employers promote non-discriminatory practices and they convey values based on human rights. In short, it is necessary to understand the importance of values such as equality and accessibility.

As noted, there are advantages to include persons with a disability in our work environment. Employers must realize that there is indeed a Business Case for hiring persons with a disability. We must remember that their inclusion is the right thing to do morally and economically. It is impossible to force an employer to hire this group, but by forging a strong and convincing argument, it is possible to demonstrate the potential of recruiting these individuals.

One of the most famous stories in regard to hiring persons with a disability is that of Mark Wafer, owner of several Tim Hortons in Toronto and great promoter of diversity in the workplace. Indeed, in his various branches, Wafer hires a large number of persons with a disability, and in different spheres of his business. He then gave the opportunity to persons with a disability to hold jobs at all levels, ranging from maintenance to positions in management. (Government of Canada Human Resources and Skills Development Canada, 2013)


The links below discuss the subject and the many benefits of hiring persons with a disability in a workplace:

Interview with Steve Paikin on the show The Agenda:

https://www.youtube.com/watch?v=qVeV6g9YC2s

News story on The National:

https://www.youtube.com/watch?v=CRHnlyJI0dg

5. Etiquette

Now that we have explained the multiple benefits of hiring persons with a disability, now remains to present the different stages of the hiring process. Before continuing, it is important to understand what a disability is and clarify what are the right words or the right phrases to use when communicating with this group of individuals. Often the language used to communicate with persons with a disability is offensive. Like all persons, employees with disabilities deserve respect. Consequently, one must be able to communicate with them appropriately.

5.1. What is a disability?

At the outset, it is essential to define what a disability is. In general, we consider that a person with a disability has difficulty with physical, psychological or intellectual capacities. These difficulties must significantly limit one or more activities of the daily life of the

person. There are many forms of disability, including vision loss, significant hearing loss, physical disabilities and learning disabilities (Creative Workforce Solutions, n.d.).

« The evolution of a group is not based on

exclusion and the survival of the fittest. It

comes from persons with disabilities who

overcome their disabilities »

Albert Jacquard (translated from

French)

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=https://www.youtube.com/watch%3Fv%3DqVeV6g9YC2s


http://well-being.esdc.gc.ca/misme-iowb/[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=https://www.youtube.com/watch?v=CRHnlyJI0dg

http://well-being.esdc.gc.ca/misme-iowb/[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=https://www.youtube.com/watch?v=CRHnlyJI0dg


It also happens that people confuse the terms "disability", "impairment" and "handicap". We have already defined in the preceding paragraph what is considered a disability, but the table below highlights the differences between these three terms (Government of Canada Human Resources and Skills Development Canada, 2006):

• Disability

Any obstacle that may prevent a

person to take its full place in society.

This is a general term that also

includes the terms "impairment" and

"disability".

• Impairment

An impairment is a specific term which implies the absence or malfunction of a member, tissue or

organ.

• Handicap

A disability means a functional limitation that implies that a

person is not able to perform certain activities of daily

living.

5.2. The basic rules of etiquette

The basic rules of etiquette towards persons with a disability are not confined only to knowing what is considered persons with a disability and to know a few terms related to the topic. Indeed, we must also be able to use the right words to overcome the stereotypes sometimes present in our society with

regard to these individuals. Knowing full well that the words we use often reflect our thinking and opinions, it becomes important to use proper expressions (Creative Workforce Solutions, n.d.)! Using a good vocabulary can allow the company to take a major step toward inclusion and respect for persons with a disability.

The first basic rule of communication with persons with a disability employees is to remember that they are first and foremost persons! In this sense, it is entirely sensible to always use positive language focusing on the person, not the disability. Moreover, the term "disabled" is not appropriate! We cannot use the term "disabled persons". Therefore, the correct term is “persons with a disability" (Government of Canada Human Resources and Skills Development Canada, 2006). Moreover, terms like "normal people" should be replaced by "persons without disabilities" to advocate positive and descriptive language (Creative Workforce Solutions, n.d.).


The table below provides a non-exhaustive list of various negative terms often used and appropriate expressions to replace them (Community Foundations of Canada: HR Council n.d.):

Terms to Avoid

Appropriate terms

A person suffering from a

disease or infirmity

A person with a disability

A person victim of / suffering

from / struck by _________

A person with__________

An autistic A person with autism

A blind man, a visually deficient,

a visually impaired

A person who is blind, a person with a visual disability, a person with vision

loss

A person condemned to

live in a wheelchair

A person who uses a wheelchair , a

person with reduced mobility

Crazy, unbalanced, whimsical, deranged,

insane, manic, neurotic, psychotic

A person with a mental disability

An handicapped person

A person with a disability

A Deaf, a hearing impaired

A person who is Deaf, a person with

a significant hearing loss

An invalid A person with physical disability

Hidden disability Non-visible disability

A person unable to read, a dyslexic

A person with a learning disability

A retard, an idiot, a fool

A person with an intellectual disability

A dwarf A person who has received the diagnosis of

dwarfism, little person

Mongolian A person with Down syndrome, a person with an intellectual

disability

A normal person A person without a disability

5.3. Communication

Communication with persons with a disability can be a significant challenge if one does not know how to interact with them. In this sense, this section addresses a list of different recommendations to consider when communicating with persons with a disability.

To this end, it must be emphasized that communication with persons with a disability is not so complicated and is based on the same elements as any type of communication, namely respect, listening, understanding, empathy and trust.


Certainly there are certain variations that can occur depending on the types of disabilities, but any form of interaction between two people is different depending on the individuals involved.

However, it is important to recognize the main components of communication with persons with a disability. The lists below provide a few things to consider when communicating with persons with a disability.

5.3.1. General advice

• Like any first contact with a person, it is important to shake the hand of a person with a disability when you meet for the first time, regardless of the person's disability (Creative Workforce Solutions, n.d.).

• It is perfectly acceptable to offer assistance to a person with a disability but it is preferable that the person accepts your offer before the help is provided (Creative Workforce Solutions, n.d.).

• It is essential to communicate with a person with a disability the same way you would with a person without disabilities (Creative Workforce Solutions, n.d.).

• Ask questions when you have concerns with respect to the best

way to interact with the person (Creative Workforce Solutions, n.d.).

• Relax! Express yourself in the same way that you usually do and do not be embarrassed if ever you use phrases like "See you later" even if the person has a visual disability. Persons with a disability are familiar with common phrases and will usually not be offended by your comments (Creative Workforce Solutions, n.d.).

• Communication with persons with a disability requires empathy, patience, flexibility and support (Creative Workforce Solutions, n.d.).

5.3.2. Tips for Communicating with persons with vision loss

• When approaching a person with a visual disability, it is advisable to talk to him so he can know who you are (Creative Workforce Solutions, n.d.).

• Indicate who you are immediately to allow the person to recognize you (Creative Workforce Solutions, n.d.).

• Talk as usual (Creative Workforce Solutions, n.d.).

• During a group conversation, it is very important to identify yourself clearly when you speak and identify the person you are addressing (Creative Workforce Solutions, n.d.)

• You must avoid touching or distracting a guide dog unless you have asked permission from its owner (Creative Workforce Solutions, n.d.).

• It is preferable to notify the person when you leave the room or a conversation so that it can be known (Creative Workforce Solutions, n.d.).


• You can offer to guide the person, but you should wait until the person accepts before doing so. When the offer is accepted, let the person take your arm and control his own movements (Creative Workforce Solutions, n.d.).

• Be sure to describe as much as possible the physical environment when giving directions. Remember that these people can not necessarily see what may seem obvious for a person without a visual disability. For example, it is recommended to inform the person as you approach doors or stairs (Creative Workforce Solutions, n.d.).

5.3.3. Tips for communicating with persons with significant hearing loss

• Before starting a conversation with a person who is Deaf or has a significant hearing loss, it is preferable to discretely attract the person’s attention. (Creative Workforce Solutions, n.d.).

• When you communicate with a person who is Deaf or has a significant hearing loss, you must consider several elements. For example, you have to look at the person directly, face the light, speak clearly, keep your hands out of your face, use short sentences, avoid smoking and chewing gum. In short, it is necessary for the person to see as much as possible of your lips and face (Creative Workforce Solutions, n.d.).

• Always speak directly to the person even if he has retained the services of an interpreter. Do not talk to the

interpreter, but rather directly to the person (Creative Workforce Solutions, n.d.).

• If you need to telephone a person who is Deaf or has a significant hearing loss, it is recommended to let the telephone ring longer than usual in order to allow sufficient time for the person to answer (Creative Workforce Solutions, n.d.).

• When you speak on the telephone, make sure to speak clearly and be prepared to repeat who you are and the reason for your call (Creative Workforce Solutions, n.d.).

5.3.4. Tips for Communicating with persons with physical disabilities

• Try to place you yourself at the same height as the individual who uses a wheelchair (Creative Workforce Solutions, n.d.).

• Before pushing a person who uses a wheelchair, be sure to ask before if your help is required (Creative Workforce Solutions, n.d.).

• If you need to call a person with a physical disability, it is recommended to let the telephone ring longer than usual in order to allow sufficient time for the person to answer (Creative Workforce Solutions, n.d.).

5.3.5. Tips for Communicating with persons with speech limitations

• If you are not able to understand what is said to you by a person with a speech limitation, do not pretend that you understood. It is perfectly acceptable to ask the person to repeat and confirm your


understanding (Creative Workforce Solutions, n.d.).

• Be patient and give yourself all the time necessary to ensure that you understand what is being communicated to you (Creative Workforce Solutions, n.d.).

• In order to facilitate the conversation, try to ask questions that require only short answers and hand signals (Creative Workforce Solutions, n.d.).

• Try to remain undistracted and to focus only on what the person wants to communicate (Creative Workforce Solutions, n.d.).

• Make sure you respect the person by not trying to finish his sentences or speak in his place (Creative Workforce Solutions, n.d.).

• If necessary, it is recommended to consider using different means of communication to facilitate interactions. However, it is preferable to ask permission first (Creative Workforce Solutions, n.d.).

5.3.6. Tips for Communicating with persons with intellectual disabilities

• It is preferable to avoid public or noisy places when one wants to have an effective conversation with a person with an intellectual disability (Creative Workforce Solutions, n.d.).

• Be prepared to repeat often what you say orally or in writing to allow the person to understand your message (Creative Workforce Solutions, n.d.).

• Allow more time for the person to understand your message or filling

out forms (Creative Workforce Solutions, n.d.).

• Treat the person as an adult and avoid adopting a paternalistic behavior (Creative Workforce Solutions, n.d.)

6. Human Resource Practices

For many employers, the inclusion of persons with a disability constitutes a significant challenge, and this for many reasons. For some, the main challenge stems from the ignorance of practices to apply to better include this group in their organization. For others, the challenge is to make major changes in the practices used by human resources. Whatever the reason, the inclusion of persons with a disability in the workplace is an issue that affects many employers. This guide aims to shed light on these challenges, and allow you to learn, explain and remind employers of certain techniques to accommodate persons with a disability in their companies. Moreover, this guide addresses five key topics that may raise questions among employers: the recruitment, interviewing, orientation, supervision and retention of persons with a disability.

«No disability or dictionary out there is capable of

clearly defining who we are as a person. »

Robert M. Hensel


6.1. A change of mentality and practices: Promoting inclusion of persons with a disability

Before starting the process of inclusion of persons with a disability, it is essential to recognize that to promote diversity and inclusion, a change of mentality in human resources practices is usually necessary. To promote an inclusive workplace for hiring persons with a disability, an organization must frequently review its hiring process and the mentality advocated in his business. Initially, this should be done at the leadership level and the human resources department and then travel to the other employees.

The employer must take the time to evaluate its current practices to determine whether they are inclusive or not. Thereafter, it is possible to implement a strategy towards the inclusion of persons with a disability. To do this, the first hurdle is recognizing the barriers to inclusion faced by persons with a disability, and then overcome them.

6.1.1. Barriers to inclusion of persons with a disability

There are several barriers to the inclusion of persons with a disability in the labour market. Most times, they are unintentional and unknown to employers. However, as soon as one becomes known, it is much easier for an organization to eliminate, and therefore benefit from this underutilized workforce.

In general, the main barriers to inclusion of persons with a disability in the workplace fall in five distinct categories (Deloitte, 2010):

1. Physical barriers: Obstacles related to the accessibility of the environment and space of the workplace such as parking, workstations or washrooms.

2. Information and communication barriers: These barriers refer to problems often faced by persons with a disability in regard to access to the information and challenges related to communication. To remedy these barriers, we can offer documents in Braille, sound amplifiers for telephone, text in audio format, etc.

3. Attitudinal barriers: Associated to all stereotypes facing persons with a disability into society. These have negative impacts on their chances to be considered for a job.

4. Technological barriers: The technological barriers cover all challenges concerning the lack of technologies that can potentially allow to adapt the workplace for a person with a disability to fully fulfill the requirements of his position

5. Organizational barriers: These challenges are often linked to the human resources of a company. Here, we refer to practices, procedures and strategies that are used by an organization in relation to recruitment, interviewing, orientation, supervision and retention of employees. Sometimes these elements are barriers because inclusion is not a priority for human resources.


At first glance, it may seem difficult to eliminate all barriers affecting the inclusion of persons with a disability. The important thing is not to overcome them all at once, but to embrace inclusion and remain open to change. Being aware of the presence of these obstacles and trying to overcome them indicates that an organization is already moving towards inclusive practices (Canadian Council on Rehabilitation and Work, 2008).

6.1.2. The importance of good leadership

In an organization, change is difficult to achieve without a good leader. When change is sought by actively engaging in promoting diversity and inclusion, this should primarily be done at the leadership level, then go to the other employees. We must recognize the importance of leadership and the role of employers and managers in the development of a philosophy and a vision geared towards the inclusion of persons with a disability.

To be good role models for their employees, leaders must be able to share the importance of a diverse workplace. By demonstrating their openness to diversity and inclusive values, they demonstrate to other members that a significant change in mindset is happening. All that now remains is to develop inclusive practices in order to make progress towards the inclusion of persons with a disability within a company (Canadian Manufacturers & Exporters, n.d).

6.1.3. Developing inclusive practices

When a company develops inclusive practices, it understands that each candidate has an equal chance of getting a job. In other words, the employer has a better chance of finding the best qualified person for a position.

The first step leading to the development of inclusive practice is to perform an evaluation of the organization, that is to say, to know its different spheres of activity and know where they are located. Thereafter, it is easier to take a position with respect to diversity and inclusion, and thus to establish appropriate strategies (Canadian Council on Rehabilitation and Work, 2008).

Then we must develop a vision, set goals, and most importantly, ensure that all company members have common or similar goals. From here, we can start creating a positive work environment focused towards openness and inclusion. At all levels of the organization, it should

« If we are to achieve a richer culture, rich in

contrasting values, we must recognize the whole

gamut of human potentialities, and so weave a less arbitrary

social fabric, one in which each diverse human gift will find a fitting place. »

Margaret Meade


be clear that the inclusion of persons with a disability is a key issue for the future of the company. It is at this point that we come to create a corporate culture of equality, inclusion and co-operation (Canadian Council on Rehabilitation and Work, 2008).

It is important not to forget the importance of training employees about the situation of persons with a disability. It is much easier to include them if all staff is informed on the subject.

There are several ways to become familiar with the inclusion of persons living with disabilities, including attending conferences, reading on the subject or being in direct contact with them. Among others, members of an organization could attend awareness days on the situation of persons with a disability or encourage employees to get involved with the community and organizations (Canadian Council on Rehabilitation and Work, 2008).

6.1.4. Tips to create inclusive practices within the workplace

Tips for running a business (Creative Workforce Solutions, n.d.)

• The management of the company should be dedicated to the establishment of an inclusive workplace for persons with a disability.

• It is recommended to have an official document that expresses your commitment to inclusion. It must be accessible to all your employees as well as to your customers.

• Policies, procedures and your business practices should reflect your inclusive vision.

• Persons with a disability should occupy positions at different levels of your business, including in management.

• The products and services of your business should be available to persons with a disability.

Tips for education and training of your company's staff (Creative Workforce Solutions, n.d.)

• During the orientation, new employee should be informed and trained to be able to work with persons with a disability.

• It is recommended that orientation material be accessible under different formats, for example in Braille and large print for paper documents or sub-titled for videos.

• During the orientation, you can ask employees with a disability to be mentors for new employees.

Tips to keep your business and your employees informed about the persons with a disability (Creative Workforce Solutions, n.d.)

• It is recommended to provide relevant information to your staff about persons with a disability. This can pertain not only to work, but also to many other aspects of life in society, like education or politics.

• If your organization has a company newsletter or a website, it would be interesting to include in them the relevant information about persons with a disability.


• Learn from different agencies and services in your region to see if your business could receive information, resources, assistance or training about the inclusion of persons with a disability in the workplace.

Tips to make your business accessible (Creative Workforce Solutions, n.d.)

• Parking spaces should be accessible close to the main entrance for persons with a disability.

• The workstations should be accessible to persons with a disability.

• It is recommended to have ramps with handrails to make the access to your facilities easier for persons with a disability.

• Doors should be wide enough to allow persons using wheelchairs. Moreover, these doors should be easy to open (not too heavy, universal door handles or automatic doors).

• Washrooms, water fountains and telephones should be accessible and usable for persons with a disability.

• For buildings with several floors, it is recommended to have elevators to enable persons with a disability to move around the place more easily and to have a full access to all of your business.

• It is advisable to have posters and signs suitable for persons with visual disabilities, learning disabilities or with an intellectual disability.

• The documents, equipment and other resources for employees should be available in different formats.

• Alarm systems and emergency exits should include both audible and visual signals.

Tips to improve the image and reputation of your business in terms of hiring persons with a disability (Creative Workforce Solutions, n.d.)

• It is recommended to make all publications and resources about your business accessible to persons with a disability.

• Members of your staff should be sensitized and open to the inclusion of persons with a disability in the labour market, including recruiters for your business.

• Your business should try to establish good relations with different agencies and various services that can assist you in the hiring of persons with a disability.

• It is suggested also that your company participate in job fairs promoting the hiring of persons with a disability.

Again, it is important to remember that these changes may be gradual and that it is not necessary to change everything immediately. The inclusion of persons with a disability in the workplace is a process that requires commitment, patience, openness, cooperation, and a lot of work. However, this challenge is not insurmountable and the inclusion of persons with a disability in a company helps create a culture and values that can only be beneficial for the organization as a whole.


6.2. Recruit a person with a disability

After the change of mentality and the inclusion process has started, we can now begin the recruitment phase. Essentially, the recruitment of persons with a disability is not different from the usual process already used by companies, the creation of the job, its advertisement and selection of potential employees. However, organizations often have recruitment practices generating challenges for persons with a disability and harming their chances of being selected as candidates. This section therefore hopes to shed light on the subject and help employers make their hiring process more inclusive in the future.

6.2.1. Job Analysis

Before creating the job, it is advisable to analyse the position. Being familiar with a position allows the employer to be able to create a perfect portrait of the person sought for this role, and to ensure that the job is as concise as possible. In this sense, it is particularly relevant to produce a description of the position. It is by doing this that the employer can establish whether this description is fair and inclusive for persons with a disability wishing to apply.

A good job description should contain several essential information. For example (Canadian Manufacturers & Exporters, n.d.):

• The exact position title

• Location and working environment

• Required qualifications

• The main tasks

• The necessary knowledge and skills

• Working hours

• The physical demands

• Equipment and tools used

In addition, it is recommended that employers be as clear as possible, and avoid a vague and imprecise description. For example, instead of displaying a position called "construction employee" you should indicate that one seeks a truck driver, a carpenter, a mason, etc. Instead of specifying that the person will have to work with a computer, it would be more appropriate to indicate the software to be used. It is also recommended to ensure that the job description should be updated as often as possible in case the job was changed along the way (Canadian Manufacturers & Exporters, n.d.).

It is important to note that many jobs postings are too long. Indeed, many include skills and knowledge that are not essential for the position, but only an asset. For a good description of a position, it is best to specify only what is absolutely required for the position. An individual might very well not have graduated and still be perfectly qualified for a position because of the experience gained on the field. Another offer may indicate that the individual must be able to do any task, but that could very well be learned after being selected as


candidate. In sum, we must give the best possible description of the position to be filled, and ensure that it is focused on the essentials and not on irrelevant details. Once the job description is clearly established, one can embark on the creation of the job offer (The Conference Board of Canada, 2013).

To help you make a job analysis, you can refer to the various questions found below (Creative Workforce Solutions, n.d.):

1. The objective of the position

a) What is the main purpose of this position within your company?

b) What contribution this position brings to your organization? The main duties of the position

2. Main Tasks of the job

a) What are the main tasks related to the job?

b) Should those tasks be performed in a specific order?

c) What are the necessary actions to be undertaken to fill this position (e.g. walking, climbing, running, crouching, pushing, lifting, speaking, listening, etc.)?

d) Are there are other employees who perform the same tasks? Can some tasks of the job be carried out or shared by other employees?

e) How much time is spent on each of the duties of the position?

f) Do the tasks performed less frequently or take less time are as important as the other tasks?

g) If you took away one of the duties of the position, does this really change the position and its objective?

h) What happens when one of the tasks of the position is not completed on time?

3. The working environment

a) Where will be the workplace of somebody working in this position?

b) How is the workspace organized for an employee in this position?

c) What are the rules and security procedures for the job?

d) What are the physical conditions required to perform the tasks?

e) What are average temperature and normal climatic conditions at the workplace?

f) The employee in this position works inside or outside?

g) Is the employee working in a clean or dusty (dirty) environment?

h) Is the workplace noisy or quiet?

i) What are the social conditions of employment?

j) Does this position require the person to work alone or in teams?


k) How is the employee in this position required to communicate with other employees and / or customers? Are there other ways that the person could use to interact with others?

l) Are employees who occupy this position under constant supervision or rather autonomous?

m) Are employees who hold this position forced to meet time constraints and carry a heavy workload?

4. The qualifications required

a) What are the physical requirements for the position (e.g. being capable of lifting, driving, cleaning, etc.)?

b) What are the abilities required to fill this post (e.g. reading, writing, calculating, etc.)?

c) Does this job require training, a certain level of schooling or specific education? Can the employee receive training after being hired?

d) What experience is required for this position? Is this experience essential or could it be acquired on the job?

e) What are the social skills absolutely necessary for this position?

6.2.2. The creation of an inclusive job

After completing the job analysis for the position to be filled, now comes the time to embark on the process of creating a job. This is often the first contact between an organization and potential

candidates. It is therefore essential that it provides an image open to the inclusion of persons with a disability.

As mentioned in the previous section, the job description must be included with the job posting. Moreover, if one wants to be recognized as an organization advocating diversity and inclusion, it is recommended to include in it a policy that promotes respect of human rights, equity and accessibility for all applicants. One can also add that the company encourages accommodations, if necessary. Moreover, it is not uncommon to see images inserted with the job offer. However, we must ensure that the images reflect the diversity of society and they are non-discriminatory (Siu, 2011).

Below are other tips to consider when creating an inclusive job (Siu, 2011):

• Choose the appropriate words and a clear and understandable language (e.g. orally communicate a document instead of writing).

• Include only the essentials of what is sought in the post.

• Ensure that the job offer is easy to read and understand for everyone.

• Stay positive, but realistic. Do not try to intimidate applicants ... we want to attract them, not scare them away!

• Prepare the offer in several formats to reach all candidates (e.g. paper, audio, video, etc.)

• Keep it simple!


6.2.3. Advertising an inclusive job

Once the offer of employment is created, it is time to make it public. Of course, we all know the many ways to post jobs, such as Internet, newspapers, radio, word-of-mouth, recruitment agencies and job fairs. When an individual is seeking employment, he usually turns to these means and this is no different for persons with a disability. Indeed, they use the same means to seek employment as everyone else (Canadian Manufacturers & Exporters, n.d.).

In order not to interfere with persons with a disability in their career path, it is important that the employer displays the offer in the largest number of available formats. This is to give equal opportunity for all to apply, and consequently of being selected. It would be unfair, for example, that a person with a visual disability can’t apply for a position because it is found only in electronic version, or an individual with a physical disability cannot be a candidate because job fairs are inaccessible to him (Deloitte, 2010). In short, the important thing is that the job offer is accessible in the most possible formats, to give persons with a disability the opportunity to apply.

6.2.4. The selection process

For the persons with a disability, the selection process often represents a considerable challenge, particularly when organizations do not use inclusive practices. It is often at this stage that many candidates with a disability are eliminated by employers. Yet with inclusive practices, these candidates

could surely be able to demonstrate their potential for job opportunities.

At the stage of candidate selection, the first challenge for persons with a disability is often with application forms. Indeed, it is often forgotten that for these individuals, it is sometimes impossible to complete a traditionally form (that is to say in writing or electronically). Filling an application form can be frustrating when you do not have the necessary resources.

The best way to ensure that persons with a disability can fill out the form is to offer it in multiple formats. Among others, we can have forms in Braille or audio format. Essentially, the goal is to make them as accessible as possible. One must also remember that it is strictly forbidden for an employer to request a photo, a driving license or ask questions that can compel disclosure of a person's disability, as this is considered discriminatory (Canadian Manufacturers & Exporters, n.d.).

Of course, following the receipt of all applications, the employer must review the many forms and curriculum vitae to choose the best possible candidates. For a business, the first objective is to find the individual who most adequately meets the requirements of the position, regardless of whether he has a disability or not. In short, the individual must be treated like the others, meeting the same requirements as the rest of the applicant pool. However, the employer must take into account that persons with a disability often have experiences that differ from those of other candidates. This is why one must be open during the revision of forms, and this applies to all


applications (Canadian Manufacturers & Exporters, n.d.).

During the selection process, many organizations require testing to assess specific skills of the candidates. As with the application forms, this can be problematic for persons with a disability. Here, the employer must give advance notice of the type of test to the candidate, so there are no surprises. On the side of the applicant, his role is to inform the employer if accommodations are needed so he can take the test. If this is the case, then the employer should take the necessary measures to make the test accessible to the person with a disability. Again, the best way is to have several formats available. For example, during a written test, a person who is blind could use a reader and writer (scribe) to complete the test, while a person who is Deaf or has a significant hearing loss, if the test is oral, could resort the services of an interpreter. Allowing more time to a person or providing a room with minimal distractions are other examples of possible accommodations (Canadian Manufacturers & Exporters, n.d.).

Again, the employer does not have to change its requirements for testing whether the individual has a disability or not. However, you should provide accommodations if they are required and you should not pass a test to a persons with a disability if it is not asked of all other applicants (Canadian Manufacturers & Exporters, n.d.).

6.3. Interviewing a person with a disability

Another crucial step is recruitment interview. Hiring the best candidate available for a vacant position can largely be attributed to the implementation of good interviewing techniques. At first glance, it may seem complicated to interview a person with a disability. However, this process is not as complex as it looks when you are well organized and that the foundations of a good interview are known.

The next section presents various strategies that can enable a company to improve its interview process while giving equal opportunity to all candidates, regardless of whether they have disabilities or not, to clearly demonstrate that they are the best candidates for a job.

6.3.1. The interview preparation

Before conducting an interview, the employer may or may not be aware that the person being interviewed has a disability. Nevertheless, it is possible to make the meeting more effective if they have a good preparation.


For the employer, this means that it is always better to indicate in advance how much time will be allotted for the interview, as a person with a disability may need to plan their transportation accordingly. Moreover, one should make sure that the location is accessible to all and that the individual who will be interviewed receives clear directions to easily locate the location. You must take into account the room for the interview, parking, bathrooms, entrance and stairs or elevators (Kootenay Career Development Society, 2010).

If the employer is aware that the person has a disability, it must be prepared to make the necessary accommodations for the success of the interview. These accommodations may vary. For example, one can find a private, quiet room, specific materials or hire the services of an interpreter. However, it is the interviewee`s responsibility to ask for accommodations and not the employer to offer them (but he can still do so on a voluntary basis). If you are aware that the individual has a disability prior to the interview, you should notify staff he might encounter, in order to make the experience more enjoyable for all (Canadian Manufacturers & Exporters, n.d.).

6.3.2. How to interview a person with a disability?

First, it is important to remind employers that the interview process is not totally different with a person with a disability. The basic rules, the questions asked and the objectives are the same. As a reminder, here are some tips to follow to make sure to follow the etiquette of a

good interview with a person with a disability (Canadian Manufacturers & Exporters, n.d.):

• Be patient and respectful.

• Avoid sudden and unnecessary physical contact that could disturb or destabilize the person.

• Respect the person's privacy.

• Offer to help the person, but wait for his or her approval before doing so.

• Be yourself and proceed with the normal interview.

It is essential to treat a person with a disability like all other candidates. Upon arrival, it is important to shake his hand. If the person is blind, reach out and say it's offered. Often, the individual will make the effort to respond to the gesture. We want to conduct the interview as with all other applicants since the primary objective of it is to find the candidate who best meets the requirements of the position to be filled (Canadian Manufacturers & Exporters, n.d.).

« The interview process is not totally different with a person

with a disability! »

In this context, one must then ask the same questions to persons with a disability and other candidates. It is not acceptable to ask questions directly related to the person's disability. It is perfectly acceptable to ask questions about the tasks to do and to ask how the


individual would perform a specific task, but only if we put the same question to all other candidates. It is desirable that more than one person is present to interview candidates. This then allows having different views on the interview and the interviewee (Canadian Manufacturers & Exporters, n.d.).

More specifically, here are other recommendations that you can adopt in an interview with a persons with a disability (Canadian Manufacturers & Exporters, n.d.):

• When a person is Deaf or has a significant hearing loss, you can ask him which means of communication they prefer to communicate effectively (e.g. interpreter, speechreading, etc.).

• When interviewing a person using a wheelchair, it is more appropriate to be at his height to make eye contact.

• When a person has a speech limitation, do not hesitate to ask him to repeat if you did not understand or offer alternative means of communication (e.g. do it in writing).

• When a person is blind and accompanied by a guide dog, avoid distracting or touching the dog, because it is doing its job.

• When a person is accompanied by an interpreter, speak directly to the Deaf person and not to the interpreter.

* For more tips on how to interact with persons with a disability, please refer to the section titled "Etiquette" on pages 17 to 22. *

Finally, it is normal that initially, interviewing persons with a disability may seem daunting. However, if the employer does not know how to act, it is possible and perfectly acceptable to ask the person what she prefers. Also, do not forget that everyone is different, and this also goes for this group of individuals. The best way to make a good interview, regardless of the situation, is to be well prepared, to ask the right questions and to treat all candidates fairly and respectfully.

6.4. Orienting a persons with a disability

The last step in the process of inclusion of persons with a disability in the workplace is that of hiring, which includes orientation, supervision and retention of the new employee. Again, an organization may be uncomfortable and have concerns about how to proceed when hiring persons with a disability. However, when one takes the time to think about it and be aware of what it entails, it becomes increasingly clear that it is not a highly complex process.

6.4.1. Welcoming the new employee

Upon hiring, the first thing to do is to welcome the new employee within the company. Again, the processes used for the reception of persons with a disability are not so different from the usual techniques of integration.

Initially, the employer should meet with the newcomer and give basic information. At this meeting, we can tell the employee what is expected of him. In


short, we must ensure that the person knows his duties and responsibilities as soon as possible (JTPR Workplace Connection, 2011).

Other relevant information to provide the new employee can include working hours, additional information on the organization, rules and procedures on the issue of absences, delays, emergencies and security. It is also important for the employer to provide the employee lists of materials on these topics, so it can be accessed at will. Obviously, it is desirable that such information be available in multiple formats, depending on the individual's needs (e.g. Braille, Audio, video, etc.) (JTPR Workplace Connection, 2011)

Then it is important to provide a guided tour of the company to the individual to indicate where are the washrooms, the dining room and the place where he or she can store is or her personal items. More importantly, we must ensure that these places are accessible (JTPR Workplace Connection, 2011).

Another very important point in welcoming a new employee is of course to present him to the other members of the team. It is here that one can see the importance of having established a philosophy towards inclusion. Indeed, the inclusion of persons with a disability is much easier if other employees are educated and well informed on the subject. For the employee with a disability, it is much easier to integrate with the rest of the group. This aspect is very important since even if an employer decides to hire persons with a disability and is willing to make the effort to help

include them, it can sometimes be impossible to do so properly. Indeed, if other employees are not ready to welcome the person, the process can be more complicated than expected. Hence the importance of ensuring that employees are aware and educated, because the experience of the inclusion of a persons with a disability is much easier in a positive and welcoming environment (JTPR Workplace Connection, 2011).

6.4.2. The orientation process

The orientation of new employees is paramount to proper integration within an organisation. This phase gives the new employee a period of adjustment and allows him to get familiar with the job to do. All organizations have their own way to orient a new employee, and often, no significant changes are necessary for persons with a disability. Generally, orientation is done in the same way as with persons without disabilities. It is therefore not necessary to grant the persons with a disability preferential treatment (Canadian Commission on Human Rights, 2001).

Most companies have an in-house orientation process that often places a new employee with a mentor to guide and teach him his duties and responsibilities. This approach is totally acceptable with persons with a disability, especially since it can establish a good relationship with his new colleague. Sometimes small changes or accommodations should be made to the existing process to make for the most effective orientation. For example, this may include providing the employee


with equipment and tools for his accommodation or simply to give more time to get familiar with the workplace.

Other organizations use an external counselor (Job Coach), which can also be applied with persons with a disability (Kootenay Career Development Society, 2010).

As it has been pointed out before, the strategy generally used by most companies during the orientation process is mentoring. Mentoring is a strategy that usually works very well with the orientation of any employee, regardless of whether the person has a disability or not. In this sense, companies should already have implemented this type of practice, which implies that the orientation of persons with a disability does not necessarily require more effort than usual (Creative Workplace Solutions, n.d.).

Moreover, the use of a mentor during orientation has many benefits. Here are some (Creative Workplace Solutions, n.d.):

• The use of a mentor allows the new employee to better understand the tasks connected to his position and the skills required to fulfill its requirements.

• The mentor can provide encouragement and motivation to the new employee.

• This technique of orientation shows your employee that you want him to succeed and that you have his well-being as a priority.

• Mentoring allows to create bonds between employees and is therefore

beneficial for both the new employee and for the mentor.

• This technique can allow a new employee to better understand the rules, the procedures and the work environment.

• Mentoring gives the new employee an opportunity to better integrate his new workplace physically and socially.

• This strategy provides guidance and ensures the new employee to quickly receive feedback on his work.

• The mentor becomes a guide that can teach the new employee new techniques and skills so that the latter can better meet the requirements of his position.

• Mentoring allows your company to form a new generation of employees.

As you can see, it is neither really complicated nor different to guide persons with a disability. The key is to ensure the person has the resources and accommodations necessary to do the job. In this sense, the individual who conducts the orientation should be well informed about the reality and the needs of the candidate, in addition to being able to effectively provide the necessary guidance.

6.5. Supervising a person with a disability

Another aspect that employers often worry about when it comes to hiring persons with a disability is supervision. However, supervision of the persons with a disability, like most stages of the hiring process, is not so different from the supervision of any other employee. Moreover, the Harris study claims that


82% of business managers indicate that employees with disabilities are not more difficult to supervise than employees without disabilities (Premier's Council on the Status of Persons with a disability, n.d.). In turn, a 2007 study by DePaul University confirms that the supervision of persons with a disability is similar to that of persons without disabilities (Creative Workforce Solutions, n.d.).

In addition, persons with a disability must also meet the same standards and requirements as other on performance plans, productivity, absenteeism, delays, conflicts or security. They are not exempt from the rules because of their situation. Despite this, one must understand that employees can not all be supervised in the same way (Michigan Rehabilitation Services, 1998). First, to be able to adequately supervise an employee, you need good supervisors!

Here is a list of general advice giving employers a better chance of success in the supervision of persons with a disability (Kramer, Wolfe and Winsor, 2013)

• Ensure that the person understands his duties and responsibilities and clarify if necessary.

• Maintain a simple and accurate monitoring process (e.g. provide information and clear guidance in understandable language).

• Provide the employee with constant feedback on his work, so he knows what is expected of him, and enable him to improve and develop.

• Be realistic, that is to say do not underestimate or overestimate the persons with a disability in his abilities.

• Be patient and encouraging.

• Engaging with employees: it is important to get to know your employees and understand that everyone is unique with his strengths and limitations. In addition, an employer who is involved with its employees helps create good relationships between colleagues, and creates a work atmosphere based on respect, cooperation and mutual assistance.

• Stay flexible and open to suggestions from the employee: the person with a disability knows better than anyone his strengths and limitations and can therefore tell the supervisors how it could do its job effectively.

Overall, it is clear that the supervision of individual employees is much simpler when we establish a clear vision, a positive climate, and effective communication. Do not worry about the supervision of persons with a disability since it does not require major changes in the techniques already practiced. Each employee, whether he as a disability or not, is different. Consequently, one must be able to adapt the supervision of each of them according to these disparities.

6.6. Maintain a person with a disability within the company

One of the major challenges for many employers is keeping their employees within the company. Indeed, a high turnover rate can be very worrying for an


organization because it means it cannot keep its employees, which in turn can have a significantly negative impact on the efficient running of a business.

When an employee decides to leave his job, it is very rare that he is quitting his job because of "the company". Indeed, often the employee leaves his position because he is dissatisfied with his employer's management methods (or supervisors), working conditions and the physical and social environment. Employees also frequently leave their jobs because they feel that their work is not sufficiently motivating and rewarding (Canadian Manufacturers & Exporters, n.d.).

In this sense, it becomes important for employers to be able to put in place strategies and practices to keep their employees. With respect to employees with disabilities, maintaining them is based on the same principles as with persons without disabilities. The next section of this guide will therefore consider different strategies to keep employees, regardless of whether they are persons with a disability or not.

6.6.1. Promotion

Generally, an employee is seeking the best job possible according to their potential, skills, experience and training. It is therefore quite normal that promotion opportunities are an aspect often highly sought after. It is particularly important that he can feel that it is possible to move up in a company and he feels he occupies a position that is rewarding and reflects his full potential. To maintain its employees, an employer

should consider promoting them when earned (Creative Workforce Solutions, nd).

However, studies show that persons with a disability often hold positions in the lower echelons of companies, which clearly indicates that they do not have the opportunity to be promoted to positions that fully represent their capabilities (Canadian Manufacturers & Exporters, n.d.). Just as all employees, persons with a disability are looking for positions that allow them to reach their full potential. This is why the promotion of employees is a significant strategy in maintaining its work force, including for persons with a disability.

6.6.2. Development

Another important strategy to retain employees is to give them the opportunity to develop. Employee development can take different forms. In general, the most common form of development is training. Employees usually appreciate receiving training allowing them to be updated and better informed, learn new skills, gain qualifications or to move up within the company (Canadian Manufacturers & Exporters, n.d.).

It is important to mention that employees also have the responsibility to

« Just as all employees, persons with disabilities are

looking for positions that allow them to reach their

full potential! »


develop as workers. They should also make efforts to improve and demonstrate to their employers that they are engaged in their development (Creative Workforce Solutions, n.d.).

6.6.3. The evaluation and feedback

At first glance, one might ask why the assessment is a strategy that keeps employees within an organization. When you think about it, you realize the importance of this practice to ensure better retention rates.

First, the evaluation shows the employee that you pay attention to his work and that his position is worthy to be assessed. The employee may then find that he is really part of the company and has a key role in it. Second, the assessment provides the employee with feedback on his work, which is usually an element sought by all workers. In fact, employees like to know their strengths and their weaknesses and evaluation can expose both (Creative Workforce Solutions, n.d.).

For evaluation to be an effective and beneficial strategy in the retention of an employee, make sure to have a good evaluation technique. Therefore, it should include an assessment in both, areas for improvement, and strengths of the employee so that feedback is as constructive and positive as possible. Like all employees, persons with a disability should be evaluated, provided that this assessment is based on the same standards as everyone else. Most of the time, a person wishes to receive feedback on their work and this is no

different for a persons with a disability (Creative Workforce Solutions, n.d.)!

6.6.4. Accessibility and accommodations

The retention of persons with a disability employees within a company can be greatly enhanced if employers make their businesses accessible. Employers should therefore ensure that the resources, equipment and the company's physical environment are accessible to persons with a disability. There are many ways to make a workplace accessible, including the use of ramps, Braille documents, automatic doors or visual and auditory alarm systems. In short, an employer who seeks to retain employees with disabilities will ensure that they can enjoy a welcoming work environment where they have access to a wealth of resources and services (Canadian Manufacturers & Exporters, n.d.).

Another effective way of maintaining employees with disabilities is to have access to accommodations. Moreover, an accommodation strategy can be used to keep any employee, whether the person has a disability or not. The forms of accommodations are varied, but they all have the advantage of allowing the employees who benefits from them to fulfill fully the requirements of their position.

* For more information about accommodations, please refer to the section called "Accommodations" on pages 42 to 52. *


6.6.5. Leadership

The vision of a company and members of management of it can have a huge influence on the retention of its employees. In this sense, it is important and even essential that employers are aware of the role they have in the issue of retention.

For employers, it is relevant to consider adopting leadership practices that demonstrate they are proactive and have motivated leaders to ensure the smooth running of their business. In fact, employees like to know they are in safe hands and that the company for which they work is effectively managed by competent leaders. In short, good leadership can not only allow multiple employees to reach their full potential, but also to maintain them. Like all other employees, persons with a disability want to work for good leaders in an organized and efficient business (Canadian Manufacturers & Exporters, n.d.).

6.6.6. Communication

Communication is a basic element in maintaining good interpersonal relationships. The situation is no different for an employer who seeks to retain employees with disabilities. An employer should be prepared to communicate regularly with employees and listen to them when they want to communicate. Indeed, it is quite logical to note that employers who maintain good labour relations with its employees will generally have more success in keeping them within its organization

(Canadian Manufacturers & Exporters, n.d.).

6.6.7. Motivation and commitment

The motivation and commitment of employees are very important components in maintaining a work force. It is therefore essential to find different ways to motivate employees and to ensure that they are engaged.

To get there, there may be a multitude of ways which generally include a combination of other strategies in this section. Like other workers, motivation and commitment of persons with a disability can be assured by adopting at least some of the employee retention strategies. When we manage to motivate employees and involve them involved, it becomes much easier to maintain them in our business (Canadian Manufacturers & Exporters, n.d.).

6.6.8. Challenges

In most cases, an employee wishes to occupy a position that allows him to meet challenges and pursue a career path. In this sense, this reality is the same for persons with a disability. Indeed, employees with disabilities also want to achieve their full potential and develop continuously as professionals. An employer should provide its employees interesting and achievable challenge as well as many professional development opportunities (Canadian Manufacturers & Exporters, n.d.).


6.6.9. Benefits and Rewards

Every employee likes to receive benefits and rewards from his employer. Therefore, workers with disabilities also like to obtain benefits and rewards when earned. Certainly, keeping employees in a company is not only based on the benefits and rewards, but the fact remains that this strategy may influence some people to want to stay within an organization. Some examples of benefits and rewards are holidays, bonuses, salary increases and employee rewards (employee of the month, etc.) (Canadian Manufacturers & Exporters, n.d.)

6.6.10. Balance and flexibility

A good balance between work and personal lives is usually essential for a person to stay in good physical and mental health. Persons with a disability also need that balance. It is recommended that employers be flexible and understanding to allow all their employees, whether they have a disability or not, to find that balance. An employee who achieved this balance and who feels good both at home and at work will generally be more satisfied with their job and stay there (Canadian Manufacturers & Exporters, n.d.).

6.6.11. Creating a positive work atmosphere and the creation of links between employees

Ordinarily, workplaces are social environments where many people interact daily. For an employee, it is much more motivating and interesting to work in a positive environment and a welcoming atmosphere. Moreover, it is more pleasant to work when you have good relations with our colleagues. To retain employees, one should make sure to create a good climate in the company and encourage employees to create bonds between them. In short, all employees, including employees with disabilities, want to be part of an organization where the environment is positive and where there are good work relations between employees (Allen, 2008).

6.6.12. Appreciation

Demonstrating to an employee that you appreciate his work is in itself a great strategy to motivate him and let him know that we are satisfied with his contribution to the company. In short, an employer who tells his employees that he appreciates what they are doing shows respect and greatly values the workers. Generally, they will respond to this assessment by being loyal and dedicated to the organization. Persons with a disability deserve, like all other employees, to be appreciated when deserved.


6.6.13. Activities and events

Another great way to influence employees to stay with a company is to organize activities and events such as dinners, parties, trips or ceremonies. These activities and events can be related to both the employee`s career (promotion, success, etc.) and is personal life (birth, marriage, etc.). Obviously, it often takes more than that to convince employees to stay within an organization. The fact remains that the organisation of activities and events can help to create good dynamics between employees and ensure the establishment of a positive climate in the company. In short, employees with disabilities are like all other workers. They appreciate the efforts of an employer who takes the time to celebrate important moments with all employees (Canadian Manufacturers & Exporters, n.d.).

6.6.14. The benefits of retaining employees

As we can see, there are different practices and strategies to retain employees within a company. It is not always possible to fit all these strategies together, but employers should still consider them when seeking to retain their workers.

Why it is so important to keep employees, one might ask. To this end, the list below shows the many benefits to retain employees, including employees with disabilities (Canadian Manufacturers & Exporters, n.d.; State Government of Victoria, 2012).

• Better service to the customers and more satisfied customers.

• A rise in productivity

• Higher profits

• An increase in employee morale and their satisfaction.

• Engaged and loyal employees will have a positive impact on the whole of the organisation.

• A reduction of turnover rates.

• A better security record at work, since the employees are comfortable with the work environment as well as with the processes and regulations to be observed.

• Ensures some continuity and retention of employees familiar with the policies and functioning of the company.

• The creation of links between colleagues at work and also between customers and workers.

In short, this guide allows you to learn that recruiting techniques, interview, orientation, supervision and retention of persons with a disability are essentially no different from those applied to a person without disabilities.

Admittedly, it is sometimes necessary to make some changes or accommodations to these techniques to make them more inclusive, but the basic rules are the same. In addition, there are no


universally applicable techniques for each employee. Just be aware of and adapt to the situation that presents itself. Often the best way to promote inclusion of persons with a disability is simply to be open, flexible, organized, and by establishing inclusive practices in different spheres of business.

In general, one of the primary goals of any employer is to find the best employees for their organization. To do this, it is necessary that employers themselves are the best possible, while remaining open to change and with the best techniques in human resources.

7. Accommodations

Persons with a disability are workers like any other. They have strengths and limitations, in addition to having unique abilities that define them as a person, and therefore as a worker. Most of the time, persons with a disability want nothing more than other employees. However, they may need accommodations to do their job effectively and properly be included within a company. Thus, an interesting and beneficial solution presents itself for a company: accommodations at work.

For many employers, the term accommodation can seem mysterious and scary, especially as the myths about these seem to mean that they are expensive and difficult to implement within a company. However, when we understand what constitutes accommodations at work, it becomes much clearer that they are not so complex and they generate a huge difference among several employees, as well as the proper functioning of an organization.

7.1. What is an accommodation?

Before going further, it is important to explain what an accommodation at work is. In general, it is the adaptation or integration of procedures, equipment or technologies allowing an employee to meet the objectives of a job and stay productive and efficient in its functions. The term adaptation measures may also be used to discuss the accommodations at work. Moreover, it should be understood that the term accommodation is not exclusive to persons with a disability and that can be applied to all employees.

Moreover, studies show that many persons with a disability do not need accommodation in the exercise of their functions. Moreover, many employers are already accommodating their

« The term accommodation is not exclusive to persons with disabilities. It can be applied to all employees »


employees without realizing it. For example, when an employer allows a parent to leave early to pick up her child it is an accommodation at work. When an employer allows an employee to take his lunch hour at different times because he has diabetes, this is an accommodation at work. Finally, an employee who works at the computer every day and receives an ergonomic chair for her back pain is also the recipient of a measure to adapt to the working environment. In short, employers are reluctant to offer accommodations for their employees because they know they can afford to increase their satisfaction, which may be profitable for the long-term company (Canadian Manufacturers & Exporters, n.d.). The accommodations for persons with a disability are not so different from the usual accommodations in the workplace.

You should know that there are many types of accommodations and each employee may require different measures depending on their situation. So there is no universally applicable accommodation rule for persons with a disability, as is the case with any other employee. It is to the employer, in consultation with the employee, to be open and creative in order to find the most profitable accommodations for him and his employee. One of the keys to success in the workplace accommodation process is to have good communication between employer and employee. Obviously, the accommodations in the workplace have a higher success rate if both parties work together (Canadian Manufacturers & Exporters, n.d.).

Moreover, it is recommended to involve other employees in the process so that all staff is informed of the measures taken. It is very important to remember that the accommodation process is ongoing and constantly changing, that is to say, it is quite possible that the situation of the person accommodated changes. This may require changes in accommodations provided to the employee in question (Government of Canada Human Resources and Skills Development, 2013).

It is also common that a person with a disability is not aware of accommodations available or does not require adaptation, lest it causes negative reactions in the workplace. If a person with a disability does not request an accommodation, the employer is not obliged to accommodate. However, if the employer believes the person may need accommodation, it is quite acceptable to inform of is openness and opportunities for accommodation without fear of negative consequences (Foundations Canadian Community: HR Council, n.d.).

When speaking of accommodations at work, four benchmarks determine if adaptation measures are relevant and effective. In short, they define the potential success of accommodations. These criteria are as follows (The Conference Board of Canada, 2013)

1. Efficiency: The accommodation implemented allows to resolve the problem by allowing the person to carry out the work effectively and according to the objectives of employment.


2. Transparency: The measure put in place has no negative effect on other employees or improve the workplace.

3. Rapidity: The chosen accommodation can be implemented in a reasonable amount of time.

4. Sustainability: The measure of adaptation must be useful and flexible enough so that it can be modified if the situation changes.

For many employers, particularly those who run small businesses (fewer than 100 employees), accommodations in the workplace can be a source of concern. Primarily, these small businesses are concerned about their ability to accommodate persons with a disability, the human resources available to implement the process of accommodation and the financial implications of the adaptation measures. However, studies have shown that small businesses are not less successful than large companies in terms of accommodations and they usually have a lot of success in the implementation of adaptation measures for persons with a disability (Canadian Manufacturers & Exporters, n.d.).

Another very important aspect to note is that it is always possible and desirable for employers to resort to external assistance to facilitate the accommodation process. Among the help available, one of the most important resources often overlooked is the person with a disability! Indeed, the individual often knows better than anyone his needs in terms of accommodations and can work with the employer to find feasible and effective

solutions for both parties. In addition, companies can also consult employment agencies and various organizations that help employers and persons with a disability in the workplace (Canadian Manufacturers & Exporters, n.d.).

7.2. The accommodation process and steps to follow

The establishment of an accommodation in the workplace is an ongoing process that requires time, creativity and respect on the part of the employer and the employee. Generally, one can see different stages in this process (Canadian Manufacturers & Exporters, n.d.):

1. The request for accommodation: The first step of the process of accommodation is the demand for adaptation measures on the part of the employee. In some cases, it's the employer who suggests the accommodations to the employee if it has not made a request and that the need seems obvious to the employer.

2. The determination of the needs of the employee: The second step in the process is determining the needs of the employee.

3. The job analysis and duties of the employee: The employer must take the time to know the position of the person to ensure that the adaptation measures envisaged are going to correspond to the objectives of the job.

4. The possibility of changes to the functions or tasks of the position: Once the employer is about to start the implementation of the accommodation, it must study the


different options to accommodate the employee. The first option is to see if it is possible to simply implement changes in the tasks or regular duties of the employee.

5. The possibility of changes in the working environment: A second conceivable option for a company is to proceed to changes in the working environment of the employee.

6. The amenities or resources available within the company: The employer may determine that there are resources or equipment within the company that may allow the employee to be accommodated and meet the requirements of his position.

7. Products available on the market: If the three preceding options do not seem to suit the employer and the employee, there is also the possibility to study the availability of external resources to accommodate the person. You can also be creative and invent a new solution.

8. The different options: Develop a list of all available options. Then choose the most appropriate for both parties.

9. The attempt to accommodate: The employer then establishes the extent of adaptation by testing with the employee to determine if the accommodation meets the expectations of both parties.

10. The implementation of the measure of adjustment: When convinced that the selected measure of adaptation is good, it is a matter of establishing it permanently.

11. The feedback: Finally, the last step of the process of accommodation is to stay in touch regularly with the

employee. This is to ensure that the accommodation is still effective and that it allows the employee to do his job as required.

In addition to these steps, it is also important to note that during the process of accommodation, the employer and the employee have important roles to play.

First, the employer should consider all requests for accommodations seriously. He should also try to establish the accommodations within a reasonable time or provide a temporary alternative while waiting. The employer should also explore all possible options of accommodations prior to the implementation. He should also be ready to review or change accommodations if necessary. Finally, it is highly recommended to the employer to keep records of requests and actions regarding accommodations (Canadian Manufacturers & Exporters, n.d.).

The person requesting an accommodation also has a key role to play in the process. First, the employee should work closely with the employer to facilitate the process. He should provide the employer with all the necessary and relevant information so that he can implement the best accommodation possible. The employee should also listen and consider every proposal of accommodation by the employer and accept the most relevant and reasonable. Therefore, the employee should be able to perform according to the standards of his position once the accommodation is introduced. Finally, the persons with a disability should keep


his employer informed of any changes to his situation, and that, especially if it involves changes in the accommodations implemented (Canadian Manufacturers & Exporters, n.d.).

7.3. The types of accommodation

The types of accommodations at work are very diverse. Consequently, it is important to demonstrate that they can be implemented in various ways within a business.

One form of accommodations most used by employers is simply to make changes in the working hours. According to studies, this simple and effective method is often the only thing an employee requires to be accommodated. This accommodation can take different forms. Among others, it may simply be to allow the person to have different shifts (arrival and departure) or to grant additional time for her breaks and lunch hours. A more concrete example would be to allow an employee with a physical disability to start his shift an hour later to allow him to prepare in the morning and give him time to get to work. Another possible accommodation for a person with a physical disability would be to allow him to work from home if it is possible. This allows the person to avoid

dealing with problems that may arise from travel, and spend more time working effectively (Canadian Apprenticeship Forum, 2009).

We can also consider the option of changing work tasks or position of the employee. Indeed, persons with a disability who struggle to fulfill certain duties of the position could transfer them to other employees and take other tasks from these employees. This allows accommodating two employees without overloading them. You can also allow a person to do the job while sitting down instead of standing upright (The Conference Board, 2013).

Changing the work environment also represents a type of adaptation measures to be considered when trying to accommodate an employee. Among other things, we can ensure that the business is accessible to the person, whether for parking or in different rooms (e.g. toilets and dining room). Other ways to make changes to the workplace would be to keep the working environment tidy and clean, install signals of both sound and visual technology for various devices, installing brighter lighting, as well as provide the employee with a work environment with fewer distractions. All these changes can also be greatly beneficial to the rest of the staff (The Conference Board, 2013).

Another very common type of accommodation in the workplace is to modify or to purchase tools, equipment or electronic devices for the persons with a disability. For example, it is possible to purchase specialized software, including voice-activated programs. We can also


provide equipment such as ergonomic chairs or special phones (voice amplifiers, voice conversion system-text or text-to-speech, etc.). There is also the option to make adjustments to furniture such as changing the height of the furniture. In short, there are many products on the market that can assist persons with a disability in the workplace. It only takes to take time to learn about them and check out the different options available (The Conference Board, 2013).

After all, most employers provide accommodations each day to different employees, and that, whether they are persons with a disability or not. So do not think that the only accommodations are for persons with a disability. Employers grant accommodations because they know very well that they will bring their long-term benefits, particularly because the employee is satisfied, but also because he will appreciate the efforts of his employer. He will therefore tend to remain loyal to his employer while being reliable and productive. Think about it, if an employer is willing to provide a smart phone to one of its employees because he often works on the road, why not grant the same privilege to an employee with hearing limitations and allow him to improve its performance?

Often, accommodations at work are simply a matter of logic and it is usually enough for the employer to be open and creative to find the best possible solution for himself and his employee. Every situation is different when it comes time to implement accommodations, but the goal is always the same, that is to allow an employee to meet the requirements

of the job and to work to the maximum its potential.

7.4. Are there significant costs to accommodations?

One of the most popular ideas in regards to accommodations is that their costs are very high. This idea often makes employers apprehensive to consider accommodations, and by extension, to hire persons with a disability, despite they are associated with these accommodations.

However, many studies have proven that this myth is completely false! Indeed, most workplace accommodations are very inexpensive. Furthermore, it was pointed out that the vast majority of persons with a disability do not need any accommodation in the workplace. In addition, when the accommodations were needed, the costs of these were between 0 and $ 600 (Creative Workforce Solutions, n.d.). Moreover, according to the Job Accommodation Network, each dollar spent on accommodation turns in a net profit of $ 25 later on (North East Community Partners for Inclusion, 2005).

Still, there are high or low costs associated to accommodations, and often for the same problem. This is why it is essential to consider all possible solutions to perhaps save greatly. For example, a person who uses a wheelchair cannot work at his desk, because it is too low for him. So there is a high or low costs solution for this situation. A more expensive accommodation would be to buy new office furniture for the person while a


cheaper accommodation would be to simply place blocks under the desk to fit the desired height. In short, there are almost always different possibilities to establish an accommodation and most employers are able to accommodate employees without spending too much money. Indeed, the most often cited accommodations used by employers are either free or cost at most a few hundred dollars (Kootenay Career Development Society, 2010).

7.5. The direct and indirect benefits of accommodations

At first glance, it may seem difficult for employers to see the benefits of workplace accommodations. Indeed, many employers could imagine that these are only beneficial to the employee, and they bring very little in return for the company. However, studies show that the implementation of accommodations at work has very significant direct and indirect benefits for an organization.

In terms of direct benefits, we must first remember that you should not see an accommodation at work as a simple compensation for the disability of a person, but rather a strengthening of abilities that allows him to do his job at its maximum potential (Government of Alberta: Alberta Human Resources and Employment, 2001).

Moreover, the establishment of accommodations brings many other benefits. Here is also a list of major direct benefits of accommodations at work (Government of Canada Human Resources and Skills Development, 2013)

• The retention of a qualified employees

• The increase in productivity and performance of the employees

• The elimination of the costs in recruiting and hiring new employees

• The reduction in days of missed work

• Increasing the diversity in the workplace

In addition to the direct benefits, there are many other indirect benefits to accommodations in the workplace. Studies have emerged the following benefits (Government of Canada Human Resources and Skills Development, 2013)

• Improvement of interactions with other employees

• Improvement of the work atmosphere and employee morale

• Increased productivity of the company

• Improvement of interaction with customers

• Improvement of security within the company

• Increased profits for the organization • Promoting universal access within

the company • The use of new technologies, new

tools and equipment by all.


7.6. Some examples of accommodations

In order to make the concept of accommodation more concrete, we decided to include some examples of accommodations at work. The examples below show situations with different types of accommodations for persons with various disabilities.

Case no 1

Situation: A person with significant hearing loss works in an office and must therefore regularly use a phone to communicate. He does not always hear the phone ring and also has difficulty hearing the message of the other person.

Accommodation: Buy a phone with amplified sound and light signals to allow the person to hear the phone and thus facilitate communication.

Cost: Approximately $ 200

Case no 2

Situation: A sous chef at a restaurant is Deaf. He cannot hear the Chef’s

directives when he receives the order. He falls behind on orders and must constantly stay near the Chef in order to receive instructions.

Accommodation: Buy a smartphone application that allows all servers and kitchen staff to stay in touch. When the server places an order from this application, it goes directly to all persons who have access to this application, including the sous-chef who can then start preparing the meal without having to wait for the Chef to relay him the order. He becomes much more independent in his work. Furthermore, all other employees can benefit from the application.

Cost: The price of different choices of applications may vary according to the model, the number of users and functions. In general, the cost is between 15 and $ 350.

Case no 3

Situation: An employee who is hard of hearing and works in room service in a hotel cannot always hear customers when she knocks on the bedroom door. Therefore, she cannot know whether or not she can enter a room to clean it.

Accommodation: Provide the employee with baby monitors with light signals. The employee then places a monitor on her wagon and when knocking on the door of customers, she places the other monitor on the door. She can then tell from the light signals that there are customers in the room.

« We should not see an accommodation at work as a simple compensation for the disability of a person,

but rather a strengthening of his abilities that allows

him to do his job at its maximum potential »


Cost: The cost of baby monitors can vary by model, but prices are typically between 50 and $ 120.

Case no 4

Situation: A dyslexic person occupies a construction job. However, he cannot effectively read the plans and documents when necessary.

Accommodation: Buy a Smartphone app that can read documents aloud to the employee. This way, the person can save time and ensure good understanding of the drawings and documents. This also allows him to do a better job. The application can be useful for other employees who can also use it when necessary.

Cost: Less than $ 50

Case no 5

Situation: A person with an intellectual disability is working in the warehouse of a home improvement store. He must therefore be able to recognize measurements and fractions.

Accommodation: Provide the employee with an electronic tape measure (with a voice function) and a guide that allows him to recognize fractions.

Cost: Approximately $ 120

Case no 6

Situation: A person with vision loss work in an office where she must constantly use a computer. However, the computer screen is too small and this prevents her

from carrying out her duties well, even when using the functions to enlarge the characters on the screen.

Accommodation: Buy this employee a larger computer screen. This way, the person can see better and work to her maximum potential.


Case no 7

Situation: A person who is blind occupies a position in a business office where he must often use a computer to do most of the tasks.

Accommodation: Buy a screen reading software for the person to fulfill the requirements of his position. This software converts a text on the screen and reads it aloud.

Cost: about $ 1,000

Case no 8 (Mental Health Works, n.d.)

Situation: A employee whit a mental health disability who works in a big box store is often tired during his shift and sometimes needs time to rest.

Accommodation: The employer and the employee have agreed that the employee may take several short breaks during the day instead of taking longer breaks.

Cost: $ 0


Case no 9 (Mental Health Works, n.d.)

Situation: A person with a mental health disability is holding the position of accountant. However, she sometimes finds it difficult to adapt to the workplace.

Accommodation: The employer has allowed the person to work mostly from home. She must go to the office only for a few hours a week.

Cost: $ 0

Case no 10

Situation: A person who uses a wheelchair has difficulty getting to work on time and is often tired by the end of his shift. The person holds a position in a factory. It is also noteworthy that there are many others who work in this factory.

Accommodation: Allowing an employee to start his shift an hour later and finish an hour later. The persons with a disability has indicated to his employer that to be ready at the same time as everyone else and get to the factory in time, he has to get up at least an hour earlier than most people to have enough time to get ready in the morning. In addition, the person must get to work himself and with this accommodation, it will be able to avoid peak hours.

Cost: $ 0

Case no 11

Situation: A persons who uses a wheelchair occupies a mechanic position in a small engine repair shop. However, the workstation he uses is not well suited. Indeed, other employees generally work up and the employee table is too high for him.

Accommodation: Adjust the height of the workstation to enable the employee to work efficiently and comfortably.


It is possible to see that the vast majority of accommodations are not so complex or expensive. Moreover, the accommodation costs are usually between 0 and $ 600 according to research. Admittedly, accommodations can sometimes amount to much more than $ 600. Indeed, it also happens that some employees require particularly expensive accommodations. However, the cost of these accommodations is often minimal compared to everything that the employee brings to the company in terms of profits and benefits.


8. Job Customization

In fact, it may be that a person with or without disabilities may not be able to meet the requirements of a specific job, but this does not necessarily mean that she is not able to play a key role within a company. Although we know that many persons with a disability have jobs, some are still struggling to enter the labour market. However, there is a particularly attractive option for employers and persons with a disability who have difficulty getting into the traditional framework of available positions.

This is where job customization proves its relevance in today's labour market. This practice is increasingly popular, allowing employers to find new ways to become competitive and productive. Although job customization is outside of traditional hiring process, it is undeniable that it is an interesting strategy when we understand what it is and what the benefits are.

Also, it is important not to confuse the concept of accommodation at work with job customization. This section of this guide will therefore bring light on the concept of job customization and highlight the many benefits of this very interesting approach for employers and employees.

« Job Customization is to individualize a position to meet both the needs of the

employee and the employer»

8.1. What is job customization?

Job customization is a practice of creating a position based the strengths and abilities of an employee. In other words, it is to individualize a position to meet both the needs of the employee and the employer. Job customization is not a favor made to a person with a disability. The individual should make a concrete contribution to ensure that the job customization is worthwhile and profitable. Therefore, the employee must absolutely perform essential tasks for the proper functioning of the company (the New Brunswick Association for Community Living, n.d.).

Job customization can vary depending on the situation, but in general, there is a process of negotiation between the employer and the persons with a disability (or agency or employment assistance services). This arrangement can be, for example, on working hours, location, functions, responsibilities and expectations, and to draw up a clear and accurate description of what is expected of the employer-employee relationship. There are several ways to proceed with the customization of a job. Usually, three particularly popular practices come to mind.

The first way to customize a position is simply to create a new position for the person with a disability. A second technique is to redistribute tasks within the company by removing them from certain employees to transfer to them to persons with a disability. The third practice is to change an existing position so that it can meet the needs of persons with a disability (United States


Department of Labour: Office of Disability Employment Policy, n.d. a).

In general, the term job customization is used when a person holds a position that does not fit into the usual descriptions of a company. All in all, there are many ways to customize a position. The key is to be creative, open and above all aware of the benefits of this practice.

It is also necessary to know for which employee job customization is feasible and beneficial. In general, it is designated for persons with a disability, especially for those with severe disabilities. Job customization is therefore often used for people constantly struggling to find employment in a competitive market, and whose capabilities are not recognized in the traditional employment framework. This concept offers persons with a disability the opportunity to work within a company while contributing to its success (Condon, Enein-Donovan, Gilmore and Jordan, 2004).

However, it is important to emphasize that there are certain precautions to take before engaging in a job customization process. First, it is important that the position that the employer decides to offer to the person with a disability does not diminish the person or the position by assigning only unimportant tasks or tasks not essential to the proper functioning of the company. For job customization to be successful, it is necessary that persons with a disability are an integral part of the work team and that they are not apart from other members of staff. In this sense, the success of job customization is also

based on the working atmosphere as well as the establishment of an inclusive culture within the company. Therefore, all members of an organization should be made aware of the customization process and open to its implementation (Griffin, n.d.).

Here is a list of potential questions that may indicate whether the job customization process could be beneficial for your business (New Brunswick Association for Community Living, n.d.):

• Does your company or your employees require help? In which sectors and with which tasks?

• Are there tasks that are not performed or are not finished?

• Are your employees performing duties outside their areas of expertise?

• Could you free an employee of some responsibility and reassign them to another so that he can focus on essential tasks relating to his job?

• Do you need to pay extra hours to employees so that they can perform their duties?

• Are there times when your business is busier and during which it would be necessary to obtain assistance?

• Could your organization establish a new service or a new position to increase productivity or improve employee and client satisfaction?


• Are your employees complaining of certain tasks that they consider non-essential or out of their responsibility?

8.2. The job customization process

When a company engages in the job customization process, steps must be followed for this practice to be properly established and profitable.

1. The first phase consists of meeting the person with a disability (or support services agency). This phase allows the employer and the person with a disability to get to know each other better. The employer here has an opportunity to get to know the individual by learning about his ability, experience, training and expectations. The employee can understands better what are the culture of the company and the expectations of the employer regarding the job customization in this particular case (National Center on Workforce and Disability / Adult, 2005).

2. The second phase is the elaboration of a job description. This is negotiated between the two parties. It is very important that this description be as clear and as precise as possible so that the employer and the employee are aware of what is expected in terms of tasks and responsibilities (Condon, Enein-Donovan, Gilmore and Jordan, 2004).

3. The third step is to negotiate the conditions of employment. This phase, as the others, must include collaboration between the two parties. Here the

objective is to add to the work description information on job duties, hours of work, location. This is also the place that brings you clarity on the process of orientation and the hiring process (National Center on Workforce and Disability / Adult, 2005).

4. The last point is the support of the employee after the hiring. The employer must simply establish good orientation techniques, technical guidance, supervision and retention in order to assure the good inclusion of the individual in the workplace. This is valuable both in terms of the tasks and in the relationship with other employees. It is always possible to get assistance from various organisations or services to ensure that persons with a disability can be more comfortable within the company, and thus be able to fully enjoy the benefits of this process (National Center on Workforce and Disability / Adult, 2005).

8.3. The benefits of job customization

At first glance, job customization seems to mainly benefit the persons with a disability. However, it is pertinent to note that job customization must, as a key element, ensure that persons with a disability make a real contribution to the company.

It is undeniable that this practice offers many benefits for persons with a disability. Among other things, it allows the person to integrate the labour market and to get a job in a very competitive world. Job customization allows the individual to use his strengths,


abilities and values, while respecting his limits. For persons with a disability who are struggling to find a job in the traditional work market and are not meeting the requirements of the usual job descriptions, job customization is a very profitable solution (New Brunswick Association for Community Living n.d.).

There are also many benefits for employers who support the use of this concept. Indeed, it enables employers to adjust to the reality of the labour market, offering a solution to issues such as lack of manpower and high turnover rates (National Center on Workforce and Disability / Adult, 2007). This practice may increase the productivity and efficiency of a business. For example, we may reallocate non-core tasks of some staff and assign them to persons with a disability. Thus, the workers perform the essential duties of their positions and can be more productive (New Brunswick Association for Community Living, n.d.).

The job customization can also reduce the amount of overtime paid to employees. Another obvious advantage of job customization consists of increasing the satisfaction of other staff that can now do the job corresponding to their level of expertise and as well as customer satisfaction as a result of improved customer service (Condon, Enein-Donovan, Gilmore and Jordan, 2004).

Moreover, job customization is an inclusive practice demonstrating that a business is open to diversity and changes (New Brunswick Association for Community Living, n.d.).

As can be seen, the job customization has many advantages and that for both persons with a disability and the employer. It is therefore undeniable that it puts the two parties involved in a "win-win" situation (United States Department of Labour: Office of Disability Employment Policy, n.d. b).

8.4. Some examples of job customization

For some employers, customized work seems complex and impossible to apply within their type of business. However, it can be used in different types of businesses. Therefore, it is entirely appropriate to quote some customised work examples to show more concretely the many possibilities of this practice, regardless of the nature of the organization.

In a retail business or a big box store, a company can lose significant amounts of money in sales and product loss. To remedy the situation, it is possible to hire persons with a disability who can fill the shelves, placing the products in the right places to keep them in order and label the goods. These individuals can also be hired to be responsible for decorating, assembling products and different warehouse tasks. Another interesting


option is to have the individuals to great customers to the store to ensure that customers are well received and they have obtained a good customer service.

In the administrative area, persons with a disability can do data entry, photocopying and ensure equipment are kept in good working order. In construction and manufacturing, persons with a disability can handle data entry as well as being responsible for providing and collecting tools for other employees.

Persons with a disability can exercise the essential functions in several areas. Therefore, they can perform housekeeping or inventory. In addition, it is possible for a company to allow persons with a disability to perform tasks that were not previously done but which are essential to the good operation of the organization. Customizing the work also allows offering new services to customers, and by extension, increase customer satisfaction.

Here is a concrete example to demonstrate the benefits associated with job customization. An employer seeking to use this practice for its manufacturing plant discovered after analyzing the positions that each employee, for the last thirty minutes of their shifts, stop their usual production to clean their stations and store their equipment. If one considers that the average salary of these employees is between 15 and 20 dollars, and the company has twenty employees, this can amount to considerable losses in production. These employees therefore devote two and a half hours a week each

on tasks outside their field of expertise. Meanwhile, they could continue to carry out their essential tasks. In this example, it is very beneficial to hire a person with a disability by creating a job for a few hours a week to clean workstations and store employee equipment. In this way, skilled workers can perform the essential duties of their positions during their entire shifts, which allow the employer to significantly increase the company's productivity and efficiency.

Customizing the work does not have as a main objective to do a favor for persons with a disability. Rather, it gives them the opportunity to occupy positions with tasks essential for the proper operation of the company. For this process to be possible, it is necessary that managers analyze various positions to find where assistance is required. Thus, the employer is in full knowledge of the tasks to be assigned to persons with a disability.

In the previous sections, we have proved that job customization has many benefits for the persons with a disability and the employer. Moreover, there is no doubt that with this, the two parties can come out as winners. One of the keys to success in this process is to know the company and its positions, while remaining open and creative.

9. Financial support

For an organization advocating the inclusion of persons with a disability, there are obviously costs and benefits. One can also add that there are other economic benefits when hiring persons with a disability. Indeed, there are many


programs and services that assist employers who hire these individuals. Whether at the federal or provincial level, employers are encouraged to learn about the help available, so they can enjoy it.

Federally, there is a program providing assistance to persons with a disability unemployed individuals and employers who want to hire them. The Opportunities Fund for Persons with a disability provides financial assistance to employers to cover part of the costs related to the salary, equipment or facilities necessary for employees with disabilities. It is therefore possible for employers who meet eligibility criteria to fill out a form to be used for financial aid (Government of Canada, Service Canada, n.d.). For more information, please visit the following website: http://www.servicecanada.gc.ca/fra/fi/index.shtml

In New Brunswick, the program Employer Wage Incentive- Workforce Expansion, offers a wage subsidy to the employer with employees that meet specific criteria. Eligible workers must be hired full-time for at least 30 hours a week in a private sector company. They must also be unemployed when hired to be eligible for a wage subsidy. Employers can complete an online form to request financial assistance. This program provides temporary reimbursement of the salary of an eligible employee, up to 50% of the hourly rate and up to $ 8 per hour for a period of 12 to 24 weeks. In addition, the Government of New Brunswick, with a view to promoting inclusion, offers for persons with a disability a temporary reimbursement of

70% instead of 50% and that for a period of 24 weeks (Government of New Brunswick Post-Secondary Education, Training and Labour, n.d. a). For more information, please visit the following website: http://www2.gnb.ca/content/gnb/fr/services/services_renderer.6935.html

In connection with the program mentioned above, there is also another program in the province to assist employers in hiring new employees called Wage Incentive-One job pledge. This program aims to promote hiring young New Brunswickers, recently graduated professionals (in the last four years), from a recognized post-secondary institution. Companies eligible for this financial assistance should be from the private sector. In addition, employment is to be offered for a minimum of 30 hours per week, to be related to the employee`s education and lead to a full-time position within the company. In regard to the rate and duration of financial support, it usually depends on the type of employment as well as of each individual case. Usually the percentage of the wage reimbursed is 70% of the employee's salary to a maximum of $ 10 per hour and 40 hours a week. This program is offered to employers for a period of 52 weeks. It is also important to note that the employee must earn a salary of at least $ 4 more than the minimum wage in the province for the employer to benefit from financial assistance from to this program. If the employee earns less than the minimum wage plus $ 4 per hour, the employer must instead apply for the program Employer Wage Incentive- Workforce Expansion (Government of

http://www.servicecanada.gc.ca/fra/fi/index.shtml

http://www.servicecanada.gc.ca/fra/fi/index.shtml

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www2.gnb.ca/content/gnb/fr/services/services_renderer.6935.html



New Brunswick Post-Secondary Education, Training and Labour, n.d. b). For more information, please visit the following website: http://www2.gnb.ca/content/gnb/en/services/services_renderer.201311.Bonification_salariale_-_Initiative_d_une_promesse_d_emploi.html

* Note that all programs are subject to change and that the list presented above is a partial list of programs available at the time this document was produced. It is therefore possible that some programs no longer exist or that there are new. *

Overall, it is possible for an employer to obtain financial assistance and support through various programs and services when hiring persons with a disability. Employers just need to learn about available assistance and take the necessary steps to get it.

Conclusion

In conclusion, it should be noted that this document does not claim in any case to make a complete review of all the studies that have been done about the inclusion of persons with a disability in the workplace.

However, this document meets its primary goal to serve as a basic reference guide for employers to assist them in hiring persons with a disability. The primary purpose of this guide was to provide an overview of different topics related to the inclusion of persons with a disability in the workplace.

As it has been emphasized many times in this document, the hiring of persons with a disability is an interesting solution that involves several advantages. So we invite you to contact NBESS and the various Employement Assistance Services (EAS) in New Brunswick so we can support you in your efforts.

« Just because a man lacks the use of his eyes doesn't

mean he lacks vision. »

Stevie Wonder







Resources

Employment Assistance Services (EAS) of New Brunswick for persons with a disability

Moncton Region

The Canadian Council on Rehabilitation

and Work (CCRW) / Le Conseil canadien

de la réadaptation et du travail (CCRT)

Disability: Cross disability

529 Main Street, Suite 100

Moncton, NB E1C 1C4

Tel: 506-858-1650

Fax: 506- 855-6776

TTY: 506-858-1657

Website: http://www.ccrw.org/new-

brunswick-employment-services

CNIB / INCA- Moncton

Disability: Vision

22 Church Street, Suite T120-22

Moncton, NB E1C 6B5

Tel: 506-857-4240

Website:

http://www.cnib.ca/en/about/Pages/Fi

nd-An-Office.aspx

www.cnib.ca

Community Employment Agency- METS

/ Agence d’emploi communautaire

Disability: Intellectual and

Developmental

989 Main Street

Moncton, NB E1G 1G9

Tel: 506-858-3639

Fax: 506-858-3620


Website: www.cea-aec.ca

mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.ccrw.org/new-brunswick-employment-services

mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.ccrw.org/new-brunswick-employment-services

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cnib.ca/en/about/Pages/Find-An-Office.aspx


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cnib.ca


mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cea-aec.ca


EmployAbility Now

Disability: Mental Health

15 Flanders Court

Moncton, NB 1EC 0K6

Tel: 506-854-3499 Ext. 203


Miramichi Region

Achieves


130 Duke Street, PO Box 562,

Miramichi, NB E1V 3T7

Tel: 506-622-7330

Fax: 506-622-8927


New Brunswick Association for Community Living- Miramichi / Association du Nouveau-Brunswick pour l’intégration communautaire-Miramichi Disability: Intellectual and

Developmental

1750 Water Street, Suite 101

Miramichi, NB E1N 1B2

Tel: 506-624-2149

Fax: 506-624-5524


Website: www.nbacl.nb.ca

Acadian Peninsula Region

Vie Autonome Péninsule Acadienne Inc. (VAPA Inc.) Disability: Cross disability

200-C Boulevard J.-D. Gauthier

Shippagan, NB E8S 1P2

Tel: 506-336-1304

Fax: 506-336-1322


Website: www.cvapa.ca

Bathurst-Campbellton Region

Restigouche Residential Agency / Agence Résidentielle Restigouche


6 Union Street, CP54

Campbellton, NB E3N 3G1

Tel: 506-759-6671 / 506-284-4553

Fax: 506-759-6661



CCNB - Campus de Bathurst


725 College Street

Bathurst, NB E2A 4B9

Tel: 506-547-2745

Fax: 506-547-7674


mailto:[email protected]


http://www2.gnb.ca/content/dam/gnb/Departments/petl-epft/PDF/Emp/Profile-NB-LabourForce.pdf?hl=en&prev=_t&sl=auto&tl=en&u=http://www.nbacl.nb.ca


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cvapa.ca




CCNB-Campus de Campbellton


47 Village Street, PO Box 309

Campbellton, NB E3N 3G7

Tel / Tél: 506-789-2377

Edmundston Region

Emploihabilité Plus

Disabilities: Cross disability

1 Canada Road

Edmundston, NB E3V 1T6

Tel: 506-737-1860

Fax: 506-737-1863


Fredericton Region

Carleton Victoria Community Vocational Board

Disabilities: Cross disability

668 Main Street

Woodstock, NB

344 East Riverside Drive

Perth Andover, NB

Tel: 506-273-6866

Website:

www.cvcvb.ca/Services/EAS.htm

CNIB / INCA- Fredericton

Disabilities: Vision

77 Westmorland Street

Frederick Square, Suite 130

Fredericton, NB E3B 6Z3

Tel: 506-458-0060 Ext. 5603

Fax: 506-458-9219

Website:


nd-An-Office.aspx

www.cnib.ca

Fredericton Works (under SJDHHS)

Disability: Hearing

420 York Street, 3 rd floor

Fredericton, NB E3B 3P7

Tel: 506-450-9354

Fax: 506-458-5773


Website: www.frederictonworks.ca

Jobs Unlimited


1079 York Street

Fredericton, NB E3B 3S4

Tel: 506-458-9380

Website: www.jobsunlimited.nb.ca


mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cvcvb.ca/Services/EAS.htm

mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cnib.ca/en/about/Pages/Find-An-Office.aspx

mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cnib.ca/en/about/Pages/Find-An-Office.aspx

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cnib.ca


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.frederictonworks.ca

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.jobsunlimited.nb.ca


Let's Work


65 Brunswick Street, Suite 23

Fredericton, NB E3B 1G5

Tel: 506-451-9190

Fax: 506-443-4349


Website: www.letswork.ca

Neil Squire Society

Disability: Physical

104-440 Wilsey Road


Tel: 506-450-7999 / 1-866-446-7999

Fax: 506-453-9681


Website: www.neilsquire.ca

New Brunswick Association for Community Living / New Brunswick Association for Community Living (main office / headquarters)


Developmental

800 Hanwell Road

Fredericton, NB E3B 2R7

Tel: 506-453-4400

Fax: 506-453-4422


Website: www.nbacl.nb.ca

Saint John Region

Career Support


1021 Route 776

Grand Manan, NB E5G 4E5

Tel: 506-662-8495

Fax: 506-662-8385


Website: www.careerassistance.ca


mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.letswork.ca


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.neilsquire.ca


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.nbacl.nb.ca


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.careerassistance.ca/


CNIB / INCA- Saint John

Disability: Vision

40 Charlotte Street, A-150 Office

Saint John, NB E2L 2H6

Tel: 506-634-7277

Website:


nd-An-Office.aspx

www.cnib.ca

Crosswinds Employment Assistance Services


100 Leonard Drive

Sussex, NB E4E 2R2

Tel: 506-432-7500


Website:

http://crosswindscenter.org/our-

services/employment-program/

Options Employment Outreach Inc.


165 Union Street, Suite 201

Saint John, NB E2L 5C7

Tel / Tél: 506-652-3977


Website: www.optionsoutreach.com

Saint John Association for Community Living


Developmental

152 Westmorland Street, PO Box 803

Saint John, NB E2L 4B4

Tel: 506-652-1544

Fax: 506-648-9687


Website: www.sjacl.ca

Saint John Deaf and Hard of Hearing Services Inc.

Disability: Hearing

324 Duke Street West

Saint John, NB E2M 1V2

Tel: 506-633-0599

Fax: 506-652-3382

TTY: 506-634-8037


Website: www.sjdhhs.com



http://www.statcan.gc.ca/pub/89-654-x/2013001/tbl/tbl1.5-eng.htm?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cnib.ca


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://crosswindscenter.org/our-services/employment-program/

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://crosswindscenter.org/our-services/employment-program/


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.optionsoutreach.com


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.sjacl.ca


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.sjdhhs.com


Working Stronger Together


41 King Street

St. Stephen, NB E3L 2C1

Tel: 506-466-7566 / 506-321-8920


Website:

www.nb.cmha.ca/programs_services/w

orking-stronger-together/

Provincial Specialized Consultation Services

Provincial Consultants provide consultation services related to their disability specific expertise to help maximize the employability of persons with a disability. These services include but are not limited to: workplace assessments/reviews to assist employers and persons with a disability who have specific barriers to employment and determine adaptations, technology or other assistive devices that may enhance employment; employment maintenance to support the employer and employee in maintaining a quality job performance; and crisis intervention services tailored to the employer’s and employees’ needs such as assistance with adaptive technology; job carving, and other disability related supports and services.

Ability New Brunswick / Capacité Nouveau-Brunswick (Head Office)

440 Wilsey Road, Suite 102


Tel: 506-462-9555 / 1-866-462-9555

Fax: 506-458-9134


NB Association for Community Living / Association du N.-B. pour l’intérgration communautaire (Main office)

800 Hanwell Road

Fredericton, NB E3B 2R7

Tel: 506-453-4400 / 1-866-622-2548

(Option 2)

Fax: 506-453-4422


Saint John Deaf and Hard of Hearing Services Inc. & South-East Deaf and Hard of Hearing Services Inc.

324 Duke Street West

Saint John, NB E2M 1V2

Tel: 506-633-0599

Fax: 506-652-3382

TTY: 506-634-8037



https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.nb.cmha.ca/programs_services/working-stronger-together/

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.nb.cmha.ca/programs_services/working-stronger-together/


http://readywillingable.ca/wp-content/uploads/2013/03/NBACL-Work-Customization-Resource-Formatted1.pdf



Neil Squire Society / Société Neil Squire

Assistive Technology Helpdesk / Centre de dépannage pour technologie d’assistance

Tel: 1-855-450-3287


Website: www.neilsquire.ca/ta-

atsupport

* The Assistive Technology Helpdesk supports New Brunswickers with assistive technology questions. *


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.neilsquire.ca/ta-atsupport

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.neilsquire.ca/ta-atsupport


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Buccigrossi, J. Pfeffer, C. and Robinson, M. (2003). Business Case for Diversity with Inclusion. Rochester, New York: wetware Inc. Spotted at http://workforcediversitynetwork.com/docs/business_case_3.pdf

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CBC News [The National]. (2014, February 26). Business owner makes money by hiring persons with a disability workers [Online Video]. Spotted at https://www.youtube.com/watch?v=CRHnlyJI0dg

Canadian Human Rights Commission. (2001). Barrier-Free Employers:. Practical Guide for Employment Accommodation for Persons with a disability Spotted on the website of the Government of Newfoundland and Labrador: Human Resource Secretariat: http://www.exec.gov.nl.ca/exec/hrs/disability_supports/for_managers_and_employers/guidelines_barrier_free.html

Condon, C., Enein-Donovan L. Gilmore, M., and Jordan, M. (2004, September). When Existing Jobs Do Not Fit: A Guide to Job Creation. The Institute Brief, Issue no 17, Institute for Community Inclusion, Boston, Massachusetts: University of Massachusetts, 1-7. Spotted at http://www.communityinclusion.org/pdf/ib17.pdf

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https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.shrm.org/about/foundation/research/documents/retaining%2520talent-%2520final.pdf



https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://workforcediversitynetwork.com/docs/business_case_3.pdf

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https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi%3Farticle%3D1292%26context%3Dedicollect


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Creative Workforce Solutions. (n.d.). Employer Toolkit . Spotted at http://www.cwsvt.com/media/CWS-Employer-Toolkit.pdf

Deloitte. (2010, July). The road to inclusion:. Integrating persons with a disability into the workplace Spotted à http://www.senseability.ca/docs/default-source/articles/articles-en/the-road-to-inclusion---integrating-people-with-disabilities-into-the-workplace.pdf?sfvrsn=4

Employment and Social Development Canada. (2015). Canadians in context- People with disabilities. Spotted at http://well-being.esdc.gc.ca/misme-iowb/[email protected]?indicatorid=40

Community Foundations of Canada: HR Council. (n.d.). Diversity at Work: Supporting Employees with Disabilities. Spotted at http://hrcouncil.ca/hr-toolkit/diversity-disabilities.cfm

Canadian Apprenticeship Forum. (2009, March). Workplace accommodations for persons with a disability in the skilled trades. A preliminary investigation Ottawa, Ontario: Canadian Apprenticeship Forum. Spotted at http://www.nald.ca/library/research/caf/workplace_accommodations/workplace_accommodations.pdf

Government of Alberta: Alberta Human Resources and Employment. (2001). The series on employment for persons with a disability: Practical Tips for Employers. Ottawa, Ontario: Canadian Foundation for career advancement. Spotted at http://www.workink.com/userfiles/F_Employer.pdf

Government of Canada Human Resources and Skills Development Canada. (2013). Rethinking disability in the private sector. We all have abilities, some are just more apparent than others- Report of the Special Working Group on the employment opportunities of persons with a disability Spotted at http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1564&context=gladnetcollect

Government of Canada Human Resources and Skills Development Canada. (2006). The power of words and images: Suggestions for the portrayal of persons with a

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www2.gnb.ca/content/dam/gnb/Departments/pcsdp-cpmcph/pdf/brochures/MythBustersFR.pdf

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www2.gnb.ca/content/dam/gnb/Departments/pcsdp-cpmcph/pdf/brochures/MythBustersFR.pdf

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.cwsvt.com/media/CWS-Employer-Toolkit.pdf

mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.senseability.ca/docs/default-source/articles/articles-en/the-road-to-inclusion---integrating-people-with-disabilities-into-the-workplace.pdf?sfvrsn=4



http://www2.gnb.ca/content/gnb/en/services/services_renderer.201311.Bonification_salariale_-_Initiative_d_une_promesse_d_emploi.html?indicatorid=40

http://www2.gnb.ca/content/gnb/en/services/services_renderer.201311.Bonification_salariale_-_Initiative_d_une_promesse_d_emploi.html?indicatorid=40



https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.nald.ca/library/research/caf/workplace_accommodations/workplace_accommodations.pdf

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.nald.ca/library/research/caf/workplace_accommodations/workplace_accommodations.pdf

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.workink.com/userfiles/F_Employer.pdf

http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1564&context=gladnetcollect

http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1564&context=gladnetcollect


disability. Spotted at http://www.edsc.gc.ca/fra/invalidite/cra/pouvoir_mots_images.pdf

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Government of New Brunswick: Department of Post-Secondary Education, Training and Labour. (2013, October). Profile of the New Brunswick Labour Force. Spotted at http://www2.gnb.ca/content/dam/gnb/Departments/petl-epft/PDF/Emp/Profile-NB-LabourForce.pdf

Government of New Brunswick: Department of Post-Secondary Education, Training and Labour. (n.d. a). Employer Wage Incentive-Workforce Expansion . Spotted at http://www2.gnb.ca/content/gnb/fr/services/services_renderer.6935.html

Government of New Brunswick: Department of Post-Secondary Education, Training and Labour. (n.d. b). Wage Incentive-One job pledge. Spotted à http://www2.gnb.ca/content/gnb/fr/services/services_renderer.201311.Bonification_salariale_-_Initiative_d_une_promesse_d_emploi.html

Griffin, C. (n.d.). Job Carving: A Guide for Developers Job and Employment Specialists. Spotted at http://www.griffinhammis.com/images/carving.pdf

JTPR Workplace Connection. (2011, March). Supervising Persons with a disability- Hint, It Really Is not Very Different than Anyone Else. Waupaca, Wisconsin: Impact Publications. Spotted à http://www.scribd.com/doc/50379361/Supervising-People-with-Disabilities-Hint-It-Really-Isn-t-Very-Different-than-Anyone-Else

Kootenay Career Development Society. (2010). Why hire persons with a disability? Support for employers. Nelson, British Columbia: WorkBC Employment Services Centre.

Kramer, J. Wolfe, A., and Winsor, J. (2013, July). Support through Mentorship: Accessible Supervision of Employees with Intellectual and Developmental Disabilities. The Institute Brief , Issue n o 29, Institute for Community Inclusion, Boston, Massachusetts: University of Massachusetts, 1-6. Spotted at http://www.communityinclusion.org/pdf/IB29_F.pdf

Martel, L., Caron-Malenfant, É., Morency, J.D., Lebel, A. Belanger, A. and Bastien, N. (2012, December 19). Projected trends to 2031 for the Canadian Labour force. Canadian Economic Observer, no 11-010-XWE. Spotted at http://www.statcan.gc.ca/pub/11-010-x/2011008/part-partie3-eng.htm

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.edsc.gc.ca/fra/invalidite/cra/pouvoir_mots_images.pdf

http://www.statcan.gc.ca/pub/11-010-x/2011008/part-partie3-eng.htm?hl=en&prev=_t&sl=auto&tl=en&u=http://www.servicecanada.gc.ca/fra/fi/index.shtml




https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www2.gnb.ca/content/gnb/fr/services/services_renderer.201311.Bonification_salariale_-_Initiative_d_une_promesse_d_emploi.html

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www2.gnb.ca/content/gnb/fr/services/services_renderer.201311.Bonification_salariale_-_Initiative_d_une_promesse_d_emploi.html

mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.griffinhammis.com/images/carving.pdf

http://www.dhs.vic.gov.au/funded-agency-channel/management-toolkit/workforce/retention/why-retain-employees?hl=en&prev=_t&sl=auto&tl=en&u=http://www.scribd.com/doc/50379361/Supervising-People-with-Disabilities-Hint-It-Really-Isn-t-Very-Different-than-Anyone-Else

http://www.dhs.vic.gov.au/funded-agency-channel/management-toolkit/workforce/retention/why-retain-employees?hl=en&prev=_t&sl=auto&tl=en&u=http://www.scribd.com/doc/50379361/Supervising-People-with-Disabilities-Hint-It-Really-Isn-t-Very-Different-than-Anyone-Else

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.communityinclusion.org/pdf/IB29_F.pdf



Mental Health Works. (n.d.). What kind of accommodations can I ask for? Spotted at http://www.mentalhealthworks.ca/employees/faqs/accommodations/types

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National Center on Workforce and Disability / Adult. (2005, July). Customized Employment:. Practical Solutions for Employment Success Spotted at http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1351&context=gladnetcollect

North East Community Partners for Inclusion. (2005, November). Guide to Hiring Persons with a disability for Saskatchewan Employers. Spotted at http://www.garytinker.ca/media/pdf/Employer_Guide.pdf

Siu, B. (2011). HR Manager's Guide to Diversity and Inclusive Practices. Toronto, Ontario: Carswell.

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Statistics Canada. (2012). Prevalence of disability for adults by sex and age group, New Brunswick, 2012. Canadian Survey of Disability , no 89-654-X, Spotted at http://www.statcan.gc.ca/pub/89-654-x/2013001/tbl/tbl1.5-eng.htm

The Agenda with Steve Paikin. (2014, April 2). Mark Wafer: Enabling the Persons with a disability [Online Video]. Spotted at https://www.youtube.com/watch?v=qVeV6g9YC2s

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United States Department of Labour: Office of Disability Employment Policy. (n.d. b). Customized Employment: A New Competitive Edge Spotted at http://www.dol.gov/odep/categories/workforce/CustomizedEmployment/practical/edge.htm

Work Without Limits. (n.d.). Employing Persons with a disability. The Business Case Spotted at http://www.workwithoutlimits.org/files/PDF/thebusinesscase.pdf

http://www.exec.gov.nl.ca/exec/hrs/disability_supports/for_managers_and_employers/guidelines_barrier_free.html?hl=en&prev=_t&sl=auto&tl=en&u=http://www.mentalhealthworks.ca/employees/faqs/accommodations/types

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.michigan.gov/documents/HowToHire__40951_7.pdf

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi%3Farticle%3D1351%26context%3Dgladnetcollect

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi%3Farticle%3D1351%26context%3Dgladnetcollect

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.garytinker.ca/media/pdf/Employer_Guide.pdf



http://hrcouncil.ca/hr-toolkit/diversity-disabilities.cfm


https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.dol.gov/odep/categories/workforce/CustomizedEmployment/what/

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.dol.gov/odep/categories/workforce/CustomizedEmployment/practical/edge.htm

https://translate.google.com/translate?hl=en&prev=_t&sl=auto&tl=en&u=http://www.dol.gov/odep/categories/workforce/CustomizedEmployment/practical/edge.htm

mailto:[email protected]?hl=en&prev=_t&sl=auto&tl=en&u=http://www.workwithoutlimits.org/files/PDF/thebusinesscase.pdf


New Brunswick Employer Support Services (NBESS) is funded by the Government of Canada and the Province of New Brunswick through the Canada / New Brunswick Labour

Market Agreements.

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