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People with disabilities are like other employees; they want to do
a good job, appreciate constructive supervision, enjoy new challenges and want
to get ahead. Businesses that successfully recruit and retain qualified
employees maintain a competitive edge in the global marketplace. One way for
employers to retain employees is to establish career development plans for all
employees, including those with disabilities. Typical programs include goal
setting, team building, networking, mentoring, performance evaluations,
leadership opportunities, supervisory and management development, and
professional skills training.
Career Planning
Employers must recognize that people with disabilities have
aspirations and career goals. Supervisors should discuss career expectations
with each employee, including an evaluation of the employees interests,
talents, and skills in relation to the requirements of available jobs. If an
employees career goals seem unachievable, the supervisor should provide
constructive feedback and try to reach an agreement with the employee on
appropriate goals and the path to achieving them. However, the supervisor
should not assume an employees disability will be a barrier.
Employers should encourage career lattice movement for employees
with disabilities as part of a career development program. Career lattice
opportunities include moving laterally within the company to gain new
experiences and skills, and possibly finding a better fit of an employees
skills and interests with available jobs. Job rotations familiarize employees
with disabilities with the entire operations of the business, helping an
employee recognize the transferability of skills and abilities to other
positions. Job enrichment (i.e., more responsibilities and new assignments) is
another important career development tool for people with disabilities.
Team Building
Team building opportunities give employees chances to solve
problems and develop solid working relationships with co-workers. Employers
should ensure that employees with disabilities have leadership opportunities
and are assigned to special projects, planning sessions, off-site projects, and
assignments requiring travel. Do not make career development decisions for an
employee with a disability based on limiting concepts or stereotypes about that
employees disability.
Networking
Employers should include employees with disabilities in both
formal work groups and informal employee gatherings. People with disabilities
enjoy the same types of social and recreational activities as employees without
disabilities. Frequently, important business is discussed at these events and
interpersonal relationships are developed. All employees should be given the
opportunity to participate. Employers must arrange events in accessible
facilities and arrange transportation to accommodate staff with disabilities.
Mentoring
All staff can benefit from the guidance of a more experienced
employee. All employers should encourage employees with disabilities to find
mentors, whether or not the mentor has a disability. When these younger
employees become more experienced, they should be encouraged to mentor other
new employees, who may or may not be disabled.
Mentors provide many benefits:
- Broadened perspectives about the transferability of
skills and interests, as well as future career directions to consider
- Motivation to take calculated risks
- Advice on the politics of dealing with human
relationships within the organization
- Honest and constructive feedback about problem
areas
- Coaching on technical, interpersonal, and management
skills
- Encouragement
- Networking contacts, references, and introductions
Performance Appraisals
Performance appraisal procedures vary widely among companies. Some
companies use formal, written documents; others use less formal, often oral,
procedures. Employers must treat employees with disabilities the same as all
other employees. If a position has been restructured to accommodate a
persons disability, evaluate the employee only on those tasks he or she
is expected to perform, but apply the same performance standards to employees
with disabilities that are applied to all employees. Supervisors should discuss
the evaluation with the employee prior to the final writeup. After the
discussion concerning the job performance in the current job is completed, it
is important to have a career development discussion.
Training
Training opportunities should be available to employees with
disabilities. Management and leadership training should be among the options
available, in addition to specific skills training. Formal classes must be held
in accessible facilities. Materials should be available in large print for
persons who are visually impaired, interpreters should be provided for
participants who are hearing-impaired, and other necessary accommodations made.
Self-Development
An employee with a disability also must take responsibility for
his or her career development. Employees should continually seek out new
education, training and information. They should keep up on the latest
information in the field, network and volunteer for new assignments.
July 2000 |