Question Index
2. What can I ask a candidate during an interview? What can’t I ask?
3. Once I hire a person with a disability, what courses of disciplinary action may I take (including termination)?
4. What is considered a reasonable accommodation? What am I required to do to accommodate a person with a disability?
5. Will it take additional time to manage someone with a disability?
6. What can I do to ensure positive co-worker or management responses to a new employee with a disability?
1. Are there safety concerns and higher insurance rates associated with hiring someone with a disability?
There is no evidence to indicate that insurance rates increase when hiring a person with a disability. In fact, evaluating and restructuring job functions and processes, as well as accommodating an employee when necessary, may increase overall safety ratings. Thus hiring a person with a disability can enhance the safety of all employees.
2. What can I ask a candidate during an interview? What can’t I ask?
Interviewing applicants with a disability is, for the most part, no different than interviewing other applicants. The employer’s main concern should be whether the applicant can meet the position requirements.
3. Once I hire a person with a disability, what courses of disciplinary action may I take (including termination)?
Success or failure on any job should be directly related to job performance. Evaluation and reward or discipline of employees should be based on how well they fulfill their job duties; irrelevant factors such as a disability should not impact a performance evaluation.
Establish performance standards that apply to all employees. If an employee with or without a disability fails to meet these standards, appropriate action can and should be taken. Document all actions as thoroughly as you would for any employee.
4. What is considered a reasonable accommodation? What am I required to do to accommodate a person with a disability?
A reasonable accommodation is one that is effective for the individual and is feasible (without excessive cost or time) for the employer. Most employers already provide reasonable accommodations to help improve the productivity of employees without disabilities. A reasonable accommodation solution may include:
Making existing facilities accessible and usable by individuals with disabilities
Job restructuring
Part-time or modified work schedules
Assistive technology
Reassignment to vacant positions
Adjustment or modifications of examinations, training manuals or policies
Providing qualified readers or interpreters
Like anyone else, a person with a disability desires to succeed in the workplace. If an accommodation is necessary, the person with the disability should initiate the discussion. However, employers can create an atmosphere and company policy that facilitates such discussions. For example, consider establishing a procedure for evaluating requests and educate all employees on its scope and process.
Employers are rarely being expected to determine what, if any, accommodation will be needed. It is always best to involve the employee in the process. Often, the employee has the necessary equipment or knows how or where it can be purchased.
5. Will it take additional time to manage someone with a disability?
It usually does not require any more time to manage and train a person with a disability than other new employees. Time invested will produce a corresponding return on performance. Many supervisors acknowledge that initial time invested assisting new employees, with or without disabilities; to adjust to a job often produces well-trained and efficient workers. For those individuals requiring additional support orienting to a new job, employment service providers usually look to job coaches to assist in this process.
6. What can I do to ensure positive co-worker or management responses to a new employee with a disability?
Attitude is one of the major barriers to employment of people with disabilities. Negative reactions may be the result of inexperience or lack of education. Such things as support from upper-level management related to the value and importance of a diverse workforce, participation in community or national activities, and disability awareness training are a few ways to dispel misconceptions, help employees evaluate their feelings and realize that people are people, regardless of disability.
