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Gaining the support and commitment of supervisors requires
planning, education, support, and feedback. The supervisor is key to the
success of the worker with a disability.
You can help supervisors prepare for the specific needs of the
individual by providing written information, contacts with community resources,
and interaction with people who have disabilities. Depending on the size of
your organization, it might be best to develop a training program for all
supervisors using knowledgeable people who can lead discussions about the role
of the supervisor. This will create an internal network and increase awareness
throughout the organization. Use accurate facts and data to help the supervisor
enter the relationship with a realistic, positive attitude.
Knowledge of a person's performance expectations, reliability, and
special needs is paramount. For example, knowing that most workers with
disabilities are extremely dependable and responsible will help the supervisor
begin to see the person as an asset. Apprehension may not totally disappear
until the supervisor has experienced some degree of success with workers who
have disabilities. But the new or experienced worker with a disability should
be held to the same standard of performance against which nondisabled workers
are measured.
Ongoing support from others, particularly top management, is
important. Management must be clear about its commitment, providing consistent
goals to the supervisor and the worker. This should include support and
encouragement for supervisors who successfully manage workers with
disabilities. You can also assist by listening to the supervisor's concerns,
providing feedback, praising his or her successes, and encouraging efforts to
make a good supervisor a role model. Also, he or she will probably derive
satisfaction by seeing someone become a productive part of your
organization.
Start by involving the supervisor in the employment process,
including recruitment, interviewing, and job modification. The supervisor will
know what is expected of him or her and will become aware of the independence
that most workers with disabilities wish to attain. With the exception of
possible job accommodations, the supervisor's role should not significantly
change.
A supervisor should ensure that an employee with a disability has
the same opportunity as other workers to fully and effectively perform job
duties. Indeed, being overly cautious or protective will have a negative effect
on the person's career mobility, self-esteem, and relationships with
co-workers. The primary responsibility for getting help once on the job rests
with the worker. However, if an employee is obviously unable to perform the
essential functions of a job because of a disability, then the employer must
find a reasonable accommodation that would enable this person to perform these
functions.It is possible that the supervisor may be unsure of his or her own
abilities and require extra coaching and support. Still, increasing
understanding and ability to supervise workers with disabilities needs to
become an integral part of the supervisor's responsibilities. Remember, you can
help ensure success for the supervisor by:
- carefully planning a process for gaining support;
- involving the supervisor in the employment process;
- providing education and resources;
- providing coaching and feedback; and
- rewarding results.
And be sure to publicize your commitment and actions so that
everyone in your workforce becomes a part of the process.
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At a branch of Lockheed Martin Energy, an employee had his
arms amputated and came back to work with prosthetics. Because of the
prosthetics, he could not turn the doorknobs at the building where he worked.
As a reasonable accommodation, the company changed all the knobs to levers.
This accommodation for one employee with a disability proved beneficial for
every other employee in the building. Employees carrying a load of boxes or who
otherwise have their hands full can just elbow the lever and the door
opens. |
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