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We hear this question a lot: "Once I hire a person with a
disability, what kind of support will I need to give?" That support includes
what you have already read in this booklet, but it also extends to what we know
collectively as career development. People with disabilities are just like
other workers. They want to do a good job, they appreciate constructive
supervision, and they want to get ahead. The myth that people with disabilities
are grateful just to work and are happy to stay in entry-level positions is
precisely that: a myth. Some people need or want a steady routine, but most
enjoy new challenges, and people with disabilities are no exception. You should
think about goal setting, team building, networking, mentoring, performance
evaluations, and training.
GOAL SETTING
Recognize that people with disabilities have career goals. Sit
down with your employees and talk about goals. If the goals seem unreasonable
to you, ask the employees what they think it would take for them to achieve the
goals. See if you can reach a consensus. If the goals are unreasonable for
business reasons, say so; but do not automatically assume that the employees'
disabilities will be barriers. The biggest barrier may be your lack of
experience or understanding. Workers with disabilities simply add to the
cultural diversity that employers must manage in today's labor market.
TEAM BUILDING
It is easy to fall into the trap of isolating your employees with
disabilities from the others. Make sure these employees have opportunities not
only to work with others on group projects but, when appropriate, to take on
leadership roles.
NETWORKING
Bring your employees with disabilities not only into formal work
groups but also into informal employee gatherings. Do not assume that just
because an employee uses a wheelchair that he or she would not be interested in
joining the ski club or that a worker who is deaf would not like to attend the
company dance. People with disabilities enjoy all sorts of social and athletic
activities. Very often, important business is discussed at these events, and
all your employees should be given the opportunity to participate. Be sure to
schedule these events in accessible facilities.
MENTORING
If your company uses mentors for new employees, be sure to extend
the program to employees with disabilities. Try to train your employees with
disabilities to be mentors, too, and do not restrict their services to new
employees with disabilities. Everyone, whether disabled or not, can benefit
from the guidance of a more experienced worker, whether disabled or not.
PERFORMANCE EVALUATIONS
Every company differs in how it evaluates its employees. Some
procedures are formal, written documents; others are less formal and oral.
Whatever procedure your company uses, treat your employees with disabilities as
you treat all others. If you have restructured jobs to accommodate
disabilities, you should evaluate the employees only on those tasks they are
expected to perform. But you should apply the same performance criteria to
those employees that you apply to all other employees.
TRAINING
When you have training opportunities, give your employees with
disabilities an equal chance. If there are formal classes, arrange accessible
facilities, make materials available in Braille, large print, audiotape, and
computer disk for persons who have visual disabilities, provide interpreters
for participants who have hearing disabilities, and make other necessary
accommodations. If one of your employees who has a disability happens to be an
expert in the skill or topic being taught, consider having that person be the
trainer for the course.
TRANSPORTATION
If you offer any form of transportation for your employees, the
ADA requires that you provide access to such transportation for employees with
disabilities. As with anyone, how well your employees with disabilities support
you may depend on how you support them.
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