GBEC April 2011 Welcome, introductions – individual outcome requirements for the session
About us Funded by employers to assist them to build their ‘disability confidence’ 110 members, public and private sector Provide services that support our members goals Make it easy for members to achieve
Business case Organisation needs to know how change would be of benefit Who will be rewarded? It must be easier to bring about change than stay as things are
BASK in the light of success Behaviours Attitudes Systems Knowledge
Employment Charter Equal Opportunities Policy and Procedures Staff Training and Disability Awareness The Working Environment Recruitment commitment Career Development
Employment Charter cont’d Retention, Retraining and Redeployment Training and Work Experience People with disability in the wider community Involvement of People with disability Monitoring Performance
2 approaches Barrier free front door Project lead strategies that minimise disadvantage
Barrier free front door The recruitment system, recruitment team and line managers know how to determine how an individual with disability can meet (or not) the requirements of a job) There is nothing in the work environment that prevents people with disability from achieving full productivity Reasonable Adjustments/accommodations are made
Key approaches Job matching – enabling self selection Seamless Reasonable Adjustments Barrier free induction processes Development of clear work-plans and regular feedback Flexible Work practices Management confidence and commitment
Management Capability Successful managers of people with disability: Focus on the skills and attributes of the person Listen without judgement Facilitate open discussion Are flexible thinkers Approachable Responsive ‘only the best will do’
Flexible Work Practices Developing flexible workplaces is one example of reasonable adjustment that can benefit all employees: Flexible start and finish times Flexible rostering Flexible leave arrangements Part-time work Rostered days off or time off in lieu Regular or occasional working from home Job-sharing Nine day fortnights/ compressed working weeks
Work-plans and Feedback After making adjustments – set work plans and review times. Provide positive feedback early and often Focus on quality prior to work-rate Use gap analysis to identify areas of additional training and/or support.
Problem solving Communicate Understand Explore Solve Instead of USSR – use Upfront – to get their attention Specific And then an I statement And what you would prefer
Being a manager ... Your role as a manager requires you to manage resources and complex issues Being a great manager means also being able to manage human complexity
Australian Network on Disability More information Australian Network on Disability info@and.org.au www.and.org.au www.disabilityconfidence.org.au