Supervising Service Members and Volunteers with Disabilities Dr. Suzanne Gosden Kitchen Job Accommodation Network A free service of the Office of Disability Employment Policy, U.S. Department of Labor

Established for 25 Years Funded by the Office of Disability Employment Policy (ODEP) Based in Morgantown, WV Serves a national audience Provides electronic and telephone consultation, expert training, and comprehensive accommodation and compliance information JAN Overview

Employers Individuals and personal representatives (lawyers, friends, family members) Rehabilitation and medical professionals Those seeking self-employment Others JAN Overview

JAN: Team Focus Motor/Mobility Cognitive/Psychiatric Sensory Self-employment

A 3-step Method 1. Set clear performance standards. 2. As manager, apply standards consistently. 3. Use job accommodations to help meet standards. Managing People with Disabilities

Setting Standards: Step 1 Set clear performance expectations A.Quantity of work B.Quality of work C.Conduct in the workplace

Setting Standards: Step 1 Quantity of work How much to do? How often to do it? Avoid vague statements such as : “Finish it all…”

Scenario #1: how much work to do A merchandise truck delivered supplies. You assign workers to unload the truck, unpack the items, and restock the supply closets. You state: “Alright, git-r-done!” which motivates workers for the task. Later, you check on progress. You find the truck unloaded. Your employees are discovered working in other parts of the building.

Scenario #1: how much work to do Fix this situation. Be more specific when explaining how much work needs to be done.

Scenario #2: how often to do work People borrow material from your computer lab and return items to a central location. You assign Meghan to monitor the “in box” and instruct her to reshelf materials as needed. You state: “Keep an eye on this box. Reshelf the materials when it’s time.” Later, you check on progress. You find the box overflowing with materials. Meghan says she already checked the box, but it was empty.

Scenario #2: how often to do work Fix this situation. Be more specific when explaining how often work needs to be done.

Setting Standards: Step 1 Quality of work How “good” is the work? What is the measurement for “good” work? Find ways to quantify “good work” Set acceptable error rates Demonstrate standards for completeness, cleanliness, etc.

Scenario #3: quality of work You keep a database of people who use services at a non-profit organization. Each time a person returns to use services, information is added to their file. You state: “Jason, update the client’s file when they come in.” Later, you check on progress. You find the client’s files were updated only with date and time of visit. Jason did not insert information about “why” the client visited (after-school care, housing assistance, etc) is not recorded in the case.

Scenario #3: quality of work Fix this situation. Be more specific when explaining quality of work.

Setting Standards: Step 1 Conduct in the Workplace In conduct policies, precise wording is necessary: to explain what behavior is expected to easily determine if behavior complies with conduct policy

Use precise wording to explain specific workplace behaviors such as: Attendance/timeliness Co-worker courtesy Prohibited language (cursing, vulgarity) Compliance with workplace rules (computer use, parking, dress code, performing tasks safely, etc) Avoid vague statements such as “must act professionally” Setting Standards: Step 1

Scenario #4: conduct at work A policy states “during work hours, workers are prohibited from talking on cell phones.” It’s reported that many workers use their cell phones to “text” during work hours. You believe this activity violates the policy. Workers believe they comply with policy because they are texting, not talking on the phone.

Scenario #4: conduct at work Fix this situation. Use precise wording to explain what behavior is prohibited at work.

Applying Standards: Step 2 As manager, apply standards consistently! The ADA does not require you to lower or change performance standards for people with disabilities.

Applying Standards: Step 2 Apply standards with performance evaluations Measure performance against job description or other established standards Determine performance by using: Praise and reward Constructive criticism Opportunities to improve Include self-assessment

Scenario #5: performance evaluation During evaluation, you determine that Brady has not met expectations of employment. Specifically, Brady: Was tardy 6 times Left untidy workspace at end of day, making work difficult for the next employee Started job tasks but didn’t complete them

Scenario #5: performance evaluation Brady explains his poor performance is due to ADHD. What do you do now? A.Re-do his evaluation next month after he starts taking medications? B.Send him to the doctor? C.Let his performance evaluation stand?

Applying Standards: Step 2 As manager, apply standards consistently! The ADA does not require you to withhold or rescind disciplinary actions for people with disabilities.

Applying Standards: Step 2 Standards can be measured when applying the discipline policy Warning, write-up Suspension Termination

Scenario #6: discipline Today, you participate in a discipline proceeding for Jenny, a worker who violated a conduct policy regarding personal internet use. Specifically, she: Visited websites such as Yahoo to check her personal Used work computer to list EBAY items for sale This infraction results in one day suspension.

Scenario #6: discipline Jenny explains her behavior is due to poor memory, a side-effect of chemotherapy and radiation treatments for childhood leukemia. What do you do now? A.Let her off with a warning? B.Send her to the doctor? C.Proceed with discipline?

Job Accommodation: Step 3 Use job accommodations to help employees meet workplace standards. Let’s accommodate Jason Let’s accommodate Meghan Let’s accommodate Jenny

Job Accommodation: Step 3 Jason was only adding minimal information to client’s computer files. He needs to input a detailed record of the client’s visit to the non- profit agency. Add mandatory fields to client’s record – he cannot close the electronic record until information has been typed into the field.

Job Accommodation: Step 3 Meghan checked the in-box for resource materials during her shift, but it was empty. Later, when her manager checked, the box was over- flowing. Provide Meghan with a multi- function wristwatch. Set alarms to beep 4 times per shift. This will remind her to check the in-box.

Job Accommodation: Step 3 Jenny was visiting personal websites using the office computer. This violated company policy. Block access to websites she is known to visit, and websites specifically prohibited.

Resource The Americans With Disabilities Act: Applying Performance And Conduct Standards To Employees With Disabilities conduct.html

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