1. GBEC
April 2011
 Welcome, introductions – individual outcome requirements for the session

2. 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

3. 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

4. BASK in the light of success
Behaviours
Attitudes
Systems
Knowledge

5. Employment Charter Equal Opportunities Policy and Procedures
Staff Training and Disability Awareness
The Working Environment
Recruitment commitment
Career Development

6. 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

7. 2 approaches Barrier free front door
Project lead strategies that minimise disadvantage

8. 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

9. 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

10. 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’

11. 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

12. 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.

13. 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

14. 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

15. Australian Network on Disability
More information
Australian Network on Disability