Accommodations for PWDs

The company has a corporate guideline on reasonable accommodations ([74], p.N-31). “The purpose of this document is to provide guidelines on reasonable accommodation of new recruits, and existing employees, with disabilities”. The company also has guidelines on “determining unjustifiable hardship when deciding on reasonable accommodation measures ([75], p.N-33). “The purpose of this document is to provide a guideline to determine when unjustifiable hardship will be caused by accommodating people with disabilities”. The company considers accommodations on a case-by-case basis, according to a senior

manager ([80], p.N-37). Systems are also in place to manage and provide reasonable accommodations for acquired disabilities ([82], p.N-37).

Participants also interpret corporate guidelines into their own understanding of reasonable accommodation. One participant describes reasonable accommodation as follows ([76], p.N-35):

R: Reasonable accommodation is, you’ll either try to replace a person in another position where he can function…And if not, you accommodate him in his present position, where he cannot do all the tasks, but you’ll keep him there and, basically, put in support mechanisms...to get the other tasks that he cannot do, to get them done.

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Two managers highlighted the business versus moral dilemma when making accommodation decisions ([79], p.N-36). One participant mentioned that there was a difference between reasonable accommodations and unjustifiable hardship ([77], p.N-35). One senior HR manager thinks it is unrealistic not to consider a cost-benefit in reasonable accommodation versus unjustifiable hardship ([78], p.N-36). It is unrealistic not to consider cost when debating about reasonable accommodations, especially for profit companies. Also, accommodations that would present a safety risk are not considered reasonable and disability pension is then considered, according to two HR participants ([79], p.N-36).

Two HR participants were positive about the corporate guidelines on accommodations in the company. The company has clear guidelines on all areas of reasonable accommodation and medical management of injuries, according to a senior HR manager ([81], p.N-37). Another participant also confirms that there are clear guidelines and systems for temporary medical leave due to acquiring a disability in the company ([83], p.N-37). The rest of this section will explore several aspects of accommodations made at the company.

5.1.3.1 Types of accommodations made by company

Three types of accommodations made by the company are presented in this section, as well as reactions to these accommodations made.

5.1.3.1.1 Job change accommodations

Four participants mentioned several examples of job change accommodations made by the company ([84], p.N-38). Job change accommodations takes place after an existing EWD acquires a disability. Two HR participants confirmed that HR lent support to the job change accommodation process ([95], p.N-42).

A standardised form and procedures guide HR in evaluating whether a person who acquires a disability can remain in their current position ([86], p.N-38). HR and an on-site medical team evaluates an employee after acquiring a disability and determines their level of functioning and accommodations required ([87], p.N-39). A panel/group discussion takes place to discuss and plan any accommodations that are made for employees acquiring disability ([91], p.N-40). A panel and medical evaluation precedes medical incapacity judgements ([92], p.N-40).

A doctor’s report is consulted and followed up with an area inspection when an accommodation request is considered ([93], p.N-41). Another participant explains that a job and work area inspection precedes accommodation considerations for an employee that acquired a disability ([90], p.N-40). This inspection determines the level of functioning of the EWD in his/her pre-injury job, the level of anticipated recovery and what is needed to accommodate the EWD in the company after injury. There is also a follow-up with all the role players after a job change accommodation is made ([96], p.N-43).

In determining job suitability for a person who acquires a disability, the company focuses on an employee’s skill-set and matches this with the job requirements, according to one HR consultant ([88], p.N-39). Job change accommodations are guided by the remaining functionality of the EWD and matched with job requirements ([89], p.N-39). The essential functions of a job always dictate evaluations on job suitability and whether an employee can be accommodated in their existing or other job following disability. This theme was mentioned by three HR participants and one medical management participant.

Some logistic challenges have to be overcome before accommodations can be made. Job change accommodations are dependent on vacancies and successful transfer applications, according to four participants ([94], p.N-41). Although there are clear and well-established procedures guiding job change accommodations, one HR manager did mention that the logistics involved with job change accommodations are presenting challenges to the company ([97], p.N-43). Also, if an EWD does not accept the accommodation of a lower graded job with lower pay, then the EWD is declared medically unfit, according to a HR manager ([98], p.N-43).

Some job change accommodation that the company made resulted in great dissatisfaction from a staff member that acquired a disability ([130], p.N-53). One EWD (participant 8) refused to accept the company’s job change accommodation and insisted on returning to his pre-injury job ([130], p.N-53):

I: Ok, tell me about that, what did you do to keep your job?

R: We had a manager at the time who actually wanted to stick me in an office…I moved to the planning office for a while and I was dumped…I was given nothing interesting to do. I think I was in that office for three months. Hey, if contractors come to the plant, they get a little sticker for their hat…and that was my job. So if no contractors come, I had done nothing and that’s not me...

R: So after three months, I said to the people in the office, “bye bye I'm going back to my section”. I walked back to my desk and my tea room for the [inaudible] in the morning, I said good morning to the foreman, as if I had never left.

I: And that was it?

R: That was it....

I: What would have worked for you, the previous supervisor, what would have worked for you? What could he have done to make your life easier?

R: That’s not easier my dear, that is not easier. Sticking me in an office is not easier!

Some logistic solutions for job change accommodation have also been established to help manage the process. A job change accommodation does not necessarily mean that environmental changes to the new location are necessary ([99], p.N-44). Another also highlighted that administrative/office-based positions were preferred for job change accommodations following acquired disabilities ([100], p.N-44). Another confirmed that accommodations within an employee’s existing team are preferred before moving an EWD to a new section ([101], p.N-44).

One participant also said that an accommodation could take the form of a forced job downgrade ([85], p.N-38). Job downgrade accommodations may result in pay cuts for accommodated EWDs. Five participants mentioned this theme ([131], p.N-53). Two HR participants related that the practice of job downgrading accommodations was currently under review ([102], p.N-44). The company policy now indicates that they are against pay cuts due to a job change accommodation ([103], p.N-44).

Three participants also mentioned that even if a pay cut did not take place for an EWD accommodated in a lower level job, the employee could be disadvantaged by limited pay rises and career advancement opportunities in the future ([132], p.N-54). Participant 9 discussed the challenges with advancing accommodated EWDs:

I: The next question is more to do with what were the challenges in retaining and advancing people. So we’ve done the retaining part a bit, what do you think is the career path, for advancing, for the people that [have] disabilities?

R: That’s where your real problems come into play. Most instances your advancement for that person is going to be very, very limited. You’re already accommodating him in another position, where he cannot do everything…Now, if you look at promotion, most of the time, your seniors, what you’ve got in the area, must be able to do all the manning points. If somebody’s not there, he handles that…That’s where your problem comes in, because it’s actually meeting the job requirements then.

5.1.3.1.2 Job tasks accommodations/reassignment

Three participants confirmed that there had been job tasks accommodations at the company ([104], p.N-45). Assistance accommodation was made for a highly skilled employee who acquired disability ([105], p.N-45). Assistance from his trainees helped manage his physical challenges. This was a form of informal work re-distribution accommodation. There was also some job task reassignment made for an EWD due to an additional appointment in his team ([106], p.N-45). Additionally, one EWD mentioned that the company had allowed him extended sick leave and flexi-time accommodation to recover from disability-causing injury ([107], p.N-45).

5.1.3.1.3 Environmental and equipment accommodations

Participants confirmed that EWDs did receive requested accommodations from the company ([112], p.N-47). Most structural and environmental accommodation requests by EWDs were granted and provided rapidly by the company, according to two EWDs ([110], p.N-46). The company changed the physical

environment to ensure wheelchair access for an employee who acquired disability ([108], p.N-46). An EWD’s request for floor levelling was also quickly granted and resolved ([111], p.N-47). Another job environment accommodation allowed an EWD’s health to improve dramatically and is one example of positive consequences and advancement taking place following accommodation ([108], p.N-46). The company has accommodated persons with obvious disabilities in office settings ([109], p.N-46). One EWD requested and received multiple equipment and software accommodations from the company ([113], p.N-47). Another EWD was also granted all his accommodation requests ([117], p.N-48).

One EWD decided to request structural changes in office building to allow him to move his office to join his team ([114], p.N-47). The company practice of accommodating EWDs in ground floor offices physically separated the EWD from his team. This EWD (participant 14) insisted and received environmental accommodations to allow him to join his team on a higher floor ([114], p.N-47):

R: And it was something that I have seen. I have noticed myself that, okay, now that I am on the ground floor, it would appear that I am isolated from anybody. You know, I’m not even the same floor as my other colleagues and that is unacceptable. So I decided I need to go join my team.

5.1.3.2 Perception of company support in accommodating PWDs

The company makes an effort to accommodate an employee reasonably after acquiring disability, according to two participants ([115], p.N-48). Another mentioned that proper communication and management of employee accommodation was practised by the company ([116], p.N-48). One direct manager also feels confident that all accommodation requests from EWDs were granted, apart from one salary adjustment ([118], p.N-48). Minor accommodation requests are also granted quite rapidly by the company ([119], p.N-48).

One EWD said that the company had provided very little support to EWDs with a non-obvious disability ([120], p.N-49). One highly skilled EWD (participant 2) felt that unless he could be accommodated by the company, either with a task reassignment or job change, he would have to resign from the company to protect his health ([121], p.N-49):

R: So I have got quite a wealth of knowledge and skills to contribute, but given the job pressure as such, I know it’s not really good for my health to start off with and it’s... at a stage, if I cannot get into a situation where I move, let’s say into a business improvement role or more into a consulting role or a more flexible type of job environment, I would get to that stage where I say okay, I have to get out of the corporate business.

I: Right and what do you see happening... If you now have a job shift, if you have a responsibility shift, do you see them, as employing more people? Do you see them as having an assistant - physically having an assistant that can help you with the job? How do we accomplish that?

R: Probably something... I can’t see them employing more people in practice, but something in the form of an assistant would certainly be helpful.

5.1.3.3 Budget for accommodations

Two HR managers said that there was no central budget for accommodations and each manager budgeted for accommodations on a case-to-case basis ([123], p.N-50). Divisions/departments that are earmarked to recruit EWDs have to start budgeting for accessibility accommodations (already reported in accessibility section), according to a senior HR manager ([122], p.N-49). Line managers have to execute and budget for accommodation needed in their division’s decisions ([124], p.N-50).

Three participants said that accommodations made for EWDs in office-based division had minimal cost ([125], p.N-50). An office-based environment is easier and more cost-effective for accommodating EWDs ([126], p.N-50).

5.1.3.4 Co-worker reactions to accommodations

There seems to be no resentment from co-workers of the accommodations that EWDs receive from the company when these accommodations don’t influence the co-workers directly ([127], p.N-50). Five participants related this theme.

Four participants, however, said that some job change accommodations may result in co-worker resentment, especially when they involve job reassignment within a team ([128], p.N-51). There are, however, exceptions, where re-integration and redistribution of tasks after acquiring disability did not negatively affect relationships between the EWD and his team ([129], p.N-52). This was mostly due to long standing and good relationships that were fostered prior to acquiring disability, as well as positive EWD attitude.

5.1.3.5 Other consequences of accommodations

Misuse and misunderstanding of company efforts to accommodate an EWD can lead to dissatisfaction with individual EWDs ([134], p.N-55). Two participants also discussed that the company could lose productivity in instances where an EWD was retained in the same job as prior to their injury ([133], p.N-55).

Negative consequences can result when an EWD refuses an accommodation by the company. When an EWD refuses accommodations by the company, medical incapacity has to be declared and job loss takes place, according to one HR manager ([135], p.N-55). Another HR manager also mentions that perceived negative consequences of accommodations in the company has created resistance from workers to declare their disabilities ([136], p.N-56).

Not all accommodations, however, have negative consequences. A manager that acquired disability also received a job change accommodation, but the new job was similar in status and benefits to the pre-disability job ([137], p.N-56). He accepted his job change accommodation and sees his new job as a fitting challenge. A HR manager also related that one EWD’s health recovered due to a job change and he was able to advance to a new position ([138], p.N-56). Another said that job retainment and the possibility of future advancement were positive outcomes for EWDs receiving a job change accommodation ([139], p.N-57). Pay cuts are also not always a reality for EWDs that are accommodated in lower level jobs, according to one

participant ([143], p.N-58). A policy to protect an employee’s salary when an acquired disability causes a job downgrade is under review ([144], p.N-58).

Negative consequences are also reduced if an EWD is accommodated in a willing team that can easily accommodate that person, according to one HR manager ([140], p.N-57). A medical management participant also feels that there are few negative consequences if the accommodation process is managed well ([141], p.N-57). An office-based ground floor environment has made accommodating EWDs in the division easy for the manager in question ([142], p.N-57).

5.1.3.6 Suggestions on accommodations

One manager suggested that there was a need for proper management of the accommodation process ([152], p.N-59). The classification and declaration of EWDs in the company would help manage and plan for accommodations needed in company, according to one HR manager ([145], p.N-58). A senior manager said that the company should audit their systems and environment and identify areas that can accommodate EWDs ([150], p.N-59).

Another participant suggested that a central budget may facilitate better accommodation planning ([147], p.N-58). A central company-wide budget for accommodations would help manage accommodations and also encourage greater disability disclosure ([148], p.N-58). One EWD said that the company should budget for accommodations in advance ([149], p.N-59).

Better communication can help the accommodation process. One participant said that communication within a working team could help the team prepare and adjust for having an accommodated PWD in the team ([146], p.N-58). Another thinks the company can be more pro-active in asking EWDs what they require to be fully productive ([151], p.N-59).

An EWD also said that accommodating EWDs went beyond environmental accommodations ([153], p.N-59). Accommodations for less obvious disabilities and other types of accommodations should be considered ([154], p.N-60). Job load alleviation and flexi-time accommodations would be helpful for EWDs with chronic medical problems ([155], p.N-60).