FAQ

No. Accommodation needs are dependent on the nature of theinfrastructure and other arrangements. Certain arrangements requirelittle or no adjustment.

The decision concerning whether an accommodation is unreasonable is made by the employer taking into account the factors listed above. However, employers cannot simply state that they will not provide an accommodation without some type of negotiation and discussion with the applicant or employee.

Reasonable accommodation does not include removing essential job functions, creating new jobs, and providing personal need items such as eye glasses, hearing aids and mobility aids.

Frequently, when a qualified individual with a disability requests a reasonable accommodation, the appropriate accommodation is obvious. The individual may suggest a reasonable accommodation based upon her/his own life or work experience. However, when the appropriate accommodation is not readily apparent, an employer must make a reasonable effort to identify one.It is recommended that a process is put in place for determining the need for accommodations.1. Accommodation Request. When an individual decides to make a request for an adjustment to her/his employer, for a reason related to a medical condition, she/he need not use the term “reasonable accommodation”. The request may be phrased in everyday language. Examples of accommodation requestsAn employee tells her supervisor, “I’m having trouble getting to work at my scheduled starting time, because of medical treatments I’m undergoing.” This is a request for a reasonable accommodation.An employee tells his supervisor, “I need six weeks off to get treatment for a back problem.” This is a request for a reasonable accommodation.A new employee, who uses a wheelchair, informs the employer that her wheelchair cannot fit under the desk in her office. This is a request for reasonable accommodation.An employee tells his supervisor that he would like a new chair because his present one is uncomfortable. Although this is a request for a change at work, his statement is insufficient to put the employer on notice that he is requesting reasonable accommodation. He does not link his need for the new chair with a medical condition. (“Enforcement Guidance: ReasonableAccommodation and Undue Hardship Under the Americans with Disabilities Act”)120.Written Request:A written request protects the interest of employee and employer.A Sample Workplace Accommodation Request Form is provided in theAppendix 6. It is divided into two sections:Part A: To be filled by the employee to provide the following information:1. State reason for the request2. Lists tasks on job description that are problematic as a result ofdisability3. Lists accommodation(s) that will enable the employee to perform job-related tasks4. Medical documentation — whether or not the employee’s disability isvisible and obvious, s/he may be asked to provide medical documentation. This describes the disability and functional limitations as these facts relate to the performance of job duties.Part B: To be completed by the employer to document responsive action2. Addressing the RequestMeeting to discuss accommodations: Upon receipt of the employee’s request for an accommodation, the employer must respond in a timely manner. Part B of the Workplace Accommodation Request form (http://www.employability.org/erc/dan1.pdf) can be used to schedule the meeting and then to document the meeting outcomes. The participants in the meeting should include the employee making the request, his/her supervisor, and possibly the rehabilitation professional if needed. Other staff members, with expertise in potential areas of accommodation, may also attend. For example:• Facility Manager to address facility modifications or acquisition of special equipment• Computer Specialist to address acquisition of computer software or hardware• Human Resources Manager to address job restructuring, modified work schedule, or medical leave• Accommodation Specialist staff member with training in assistive technology and/or other forms of workplace accommodationIdentifying a reasonable accommodation: It requires a specific inquiry into the exact nature of the individual’s disability and the details of the job in question. One must not generalise because not every person with disability is the same. The focus has to be on the individual and not on disabled people generally. One way to accommodate is to break the job down into essential and non-essential functions. The person has to be able to do the essential functions. So, an employer is not going to be required to change those functions or do away with them. However, an employer may be required to change or eliminate non-essential functions. Interactive process: The employee and employer should engage in an interactive process. The employee should first request an accommodation and supply whatever personal information is needed. The employee should also suggest any accommodation she/he knows about. Then the employer should respond with suggestions and ideas. Failure of the employer to do so can create a presumption that the accommodations suggested by the employee were reasonable. Likewise, if the employee does not cooperate in this process, there can be a presumption of unreasonableness.3. Providing an AccommodationOnce the need for an accommodation is substantiated, the employer must proceed to ensure accommodation is provided. A “right” accommodation is one that enables an employee to perform the essential duties of her/his job by filling the gap between employee’s functional abilities and the job requirements. Often, an accommodation is not limited to just one solution, but may include a combination of solutions. Depending on the situation, efforts to find an appropriate workplace accommodation involves consideration of several alternatives, as mentioned in Section 3.1 of this chapter.4. Refine & Maintain Successful AccommodationAfter the accommodation has been implemented, the employee’s performance must be monitored and evaluated to determine whether the accommodation is enabling the employee to perform the essential functions of his or her job. Since each situation is unique, there is no set timeframe for reassessment although a common approach is to evaluate the accommodation at 90-day intervals. The most important input comes from the employee using the accommodation to perform his/her job. The evaluation will reveal if the accommodation has been (1) effective or (2) if it needs to be improved or (3) it has not been effective and another approach is required.

The employee with a disability is responsible for requesting an accommodation.

A job accommodation may be requested by the employee with a disability• During the job application process• After a job offer is made• At any time during the course of employmentEmployers should not ask job applicants about the presence of a disability. However, the employer may ask if the individual can perform specific job responsibilities and/or how the person would go about accomplishing those tasks, with or without an accommodation.In particular, if an individual’s disability is readily apparent, the employer may ask how the individual will perform specific job tasks. The employer may perceive these tasks as potentially problematic given the nature of the individual’s disability.Once an individual has requested an accommodation, an employer can ask for more specific information concerning the nature of an individual’s disability.

If the accommodation meets the criteria for a “reasonable accommodation”, and is a “tool” to allow the person to do her/his job, the employer must pay for any costs involved. Many large companies earmark a central budget for providing accommodation.However, there may be cases where the accommodation is not considered a reasonable accommodation by the employer. This could be discussed with the employee or a disability consultant to discuss the alternatives.

First, it is important for employers to objectively determine if an accommodation requested is reasonable (based on the factors given in 3.1.)If a reasonable accommodation proves to be expensive for an employer, it would be important to look at all available options before rejecting the request.For example, if the cost of an assistive device is Rs. 50,000/-, and an employer believes that spending more than Rs. 25,000/- would be an undue hardship, the individual with a disability should be offered the option of paying the additional Rs 25,000/-. Or, if it would be an undue hardship for an employer to spend any amount in purchasing equipment, the employee should be offered the option of providing her/his own equipment.Another option is to consider providing a personal loan to the person with disability to purchase that device.The employer and/or the employee could consult with an NGO, which may have facilities for loaning that equipment at a reasonable rent or free of charge.Regarding the question of why should an employer spend money for reasonable accommodation, the answer is that reasonable accommodation is the key to non-discrimination and promotes equality. It removes barriers in workplace which restricts qualified people with disability to work and contribute. It is also mandated by the law to ensure reasonable accommodation.According to a study, the attrition rates of people with disabilities who have been provided reasonable accommodation is much lower in comparison with people who have not been provided any accommodation. So it is worth the investment!

Yes. The UN Convention mandates employers to “ensure reasonable accommodations” in the workplace. If an employer fails to take such steps which are reasonable, then the employer cannot justify the failure to do so.

If an employee cannot be accommodated, including placement in an alternative position, the employee will be separated from the company after the employee’s entitlements are settled. This decision requires to be taken after discussions with the Equal Opportunity Officer /Consultant /Specialised agency.

The employee must inform the employer about her or his disability, as well as the need for accommodation.• An employee with a disability has a right to request an accommodation at any time, even if her/his medical condition has not changed.• The employee must cooperate with the employer in the consideration and implementation of the requested reasonable accommodation.• The employee must cooperate in providing medical or other information. This is necessary to verify the existence of the disability, as well as determining the kind of accommodation required. The employee has a right to have his/her medical information kept confidential.• The employee has the right to refuse an accommodation, despite the existence of a disability, if the employee can perform the job in a reasonable manner without the accommodation

No. In fact, you would be discriminating against disabled people if you do not provide reasonable accommodation. The Indian Constitution guarantees ‘Right to Equality’. It states that you should treat people who are in similar situations similarly. If you treat people who are in dissimilar situations similarly, it is discriminatory.Persons with disability should be treated on equal basis with others. If certain accommodations/costs are involved to promote this right, it ought to be provided not out of any misplaced benevolence towards people with disability. Rather, it should be out of a legitimate sense of entitlement. In order to ensure equality of outcome, for participation to happen, reasonable accommodation should be provided as a right. Reasonable accommodation promotes equality and participation. If one fails to provide reasonable accommodation, one is practicing discrimination.

A. Hearing ImpairmentScenario: A hearing impaired person is working at a petrol station. His duty is to put the specified quantity of fuel into vehicles. However, he is unable to find out the exact quantity sometimes and this leads to customer dissatisfaction.Solution: Give a notepad and pen to the hearing impaired employee and ask him/her to request the customer to write down the exact quantity required. Most customers are more than happy to cooperate and write down the quantity. (Mr. Surinder Singh, MD – Shell India Marketing Pvt Ltd, 2008)124Scenario: A hearing impaired employee needs to converse with his fellow employees sitting at other locales.Solution: Instant Messengers like Google Talk, MSN Messenger, Yahoo Messenger, and Microsoft Communicator for Businesses are available. Chatting is perhaps the most common internet activity in the world after browsing. The hearing impaired person can chat with his colleagues sitting immediately around him or in other locations, both domestic and international, with the help of the Instant Messengers. Scenario: A manufacturing company has a large number of employees with quite a few hearing impaired individuals. This company has its own transport system. Sometimes, these hearing impaired employees face problems in finding out the exact time when their bus is going to pick them up. There is a landline hotline for the same, but it is not accessible by hearing impaired employees.Solution: Get a mobile connection with SMS (Short Message Service) facility. Have this mobile number assigned to the person who mans the landline. Any hearing impaired employee can simply send a message to this number with a query (eg. “location, time”), to which he can get a SMS response.Scenario: I am running a shop and would like to hire a hearing impaired employee who doesn’t use hearing aids. We sometimes require him to go from one section to another. This is currently not possible due to his hearing loss.Solution: Give him a personal paging device with vibration facility which he can wear on the belt or wrist. Every time it vibrates, he can simply come to you for instructions and thus go to the appropriate section.Scenario: An employee with hearing impairment who is non verbal wants to attend training with other employees.Solution: Hire a sign language interpreter or get a person to transcribe for the training, based on the person’s need. Trainer should also be informed to provide as much information as possible using a suitable visual medium.B. Visual ImpairmentScenario: I would like to hire a visually impaired person as part of my human resources team. However, this involves a lot of computer work like power point presentations, word documents and excels documents.Solution: Visually impaired people can work on computer. Check with the candidate whether she/he uses any assistive technology to access computer. If yes, install the necessary software (screen reader/magnifier) in the desktop/laptop, based on her/his need.Scenario: There is a visually impaired employee in a media company which involves reading large amounts of printed materials. Since a visually impaired person cannot see, how can I ask him to do this task?Solution: There are hardware and software solutions for the same. Provide him with a document scanner and desktop machine. He can scan the paper on his own, save this onto his or her desktop. He can then hear the content in audio format using a screen-reading software.C. Dexterity ImpairmentScenario: An employee in my grocery store has only one arm. His job is tostock items into their respective shelves. This involves moving large quantities of stock from the store room to the various corners of the store. I find that he gets tired due to the workload.Solution: Give him a trolley to move his items. This will reduce his workload considerably. Also give him a mini-step ladder to enable easier access to higher parts of the shelves.D. Learning DisabilityScenario: Because of low reading skills, a child care assistant with a learning disability has difficulty preparing lessons based on children’s books.Solution: The employee is given a videotape of various children’s stories.Scenario: A “quick service” restaurant grill operator has a severe learning disability. He cannot read and can recognise only specific single letters on orders for hamburgers.Solution: Condiment bins are coded with the first letter of the item so that a worker can match the orders to the bins. In addition, he is taught three key words (“only,” “none,” and “plain”) through flash card repetition.E. Physical DisabilityScenario: A technical editor in the publishing industry has a spinal cordinjury and needs to work lying on his back.Solution: A work station is provided that enables the editor to work on a computer while in a supine position. Also a work from home option can be provided to such an employee.Scenario: A department store retail clerk with multiple sclerosis uses a scooter and has problems with stamina.Solution: The employee is reassigned to a department on the first floor, provided with space for the scooter, given a sit/lean stool at the register and scheduled for first shift with every third day off.Scenario: An electro-mechanical assembly crew member acquires a cumulative wrist/hand trauma disorder which affects handling and finger dexterity. This decreases his ability to use hand tools for the assembly of electro-mechanical devices.Solution: A rechargeable electric screwdriver is purchased, to reduce repetitious wrist twisting. These can be subsequently purchased for all employees as a preventative measure.Scenario: An airline programmer/analyst has post-polio fatigue brought on by stress. She/he cannot be on call 24 hours a day and work overtime as mandated by the job-requirement.Solution: Waiver of the requirements of 24-hour on-call duty and overtime. The employee works the hours prescribed for older adult workers. F. Mental IllnessScenario: An administrative assistant in a social service agency has bipolar disorder. Her duties include typing, word processing, filing and answering the telephone. Her limitations include difficulties with concentration and short-term memory.Solution: Provide her with assistance in organising her work. Also provide a dual headset for her telephone which allows her to listen to music when not talking on the telephone. This accommodation will minimise distractions, increase ...

Assistive technology is a generic term that includes assistive, adaptive and rehabilitative devices. It also refers to the process used in selecting, locating and using them. Assistive technology promotes greater independence for people with disabilities by enabling them to perform tasks that they were formerly unable to accomplish. It also includes providing enhancements to accomplish tasks they had great difficulty accomplishing.Assistive technology includes any item, piece of equipment or system that is used to increase, maintain, or improve how a person performs some task of daily living. Assistive technologies and services are generally specific accommodations for individuals who need to overcome some physical or technological barrier they encounter in the workplace.For example, a computer can be made accessible for a person who has a visual disability by having screen text converted to audio or Braille.

Assistive technology has helped people with disabilities in several ways ranging from minor to major. The following are real-life examples of how appropriate use of technologies has gone a long way in helping a person with disability.Garimella Subramanium, an Editor with visual disability – Screen Reading SoftwareGarimella Subramanium breaks many stereotypes as a person with visual disability. He is the Assistant Editor of The Hindu. The much respected and read national newspaper has its headquarters at Chennai. His family and friends expected him to pursue the job of a classical vocalist or a teacher. He instead, pursued Political Science at the prestigious Jawaharlal Nehru University (JNU). Garimella later went to the London School of Economics, United Kingdom to do his Ph.D. in Political Theory. He later got an offer from The Hindu.Garimella remembers that “my entry into The Hindu was through its London correspondent with whom I had interacted in my student days. The Hindu already had someone without vision working at a very senior position. Also, it is long known for its enlightened policies towards employees. So, it is a combination of factors.”About the technology he uses at work, he mentions text-recognition software to surf the Net and write reports, etc. The nature of the job remains the same in every other respect as with other journalists. The office has provided him with speech-enabled software which enables him to function effectively. Garimella’s determination, sense of independence, workplace attitude and appropriate use of technology have all contributed to making him a successful journalist127.Zamir N Dhale, Advocacy Officer with Deaf Blindness – PAC Mate Braille DisplayZamir works as Advocacy Officer with Sense International, India office (Delhi). He is a person with hearing and visual impairment. He operates independently with the help of PAC Mate Braille Display. The portable PAC Mate Braille Displays features a simple platform, the 20-cell and 40- cell refreshable Braille units that can connect to any computer with a USB cable or form one unit by attaching to the PAC Mate Omni. (“PAC Mate Portable Braille Display”)128. He is assisted by a tactile sign language interpreter in his meetings and travel engagements.As Advocacy Officer his job profile include advocacy, networking with various government ministries and organisations for awareness generation on the issue of deaf-blindness. He provides support and guidance to deaf blind people and families through various programmes and initiatives of the organisation.But jobs were not easy to come by. He faced lots of difficulties in finding employment as there were communication barriers. The organisations were just not equipped to work with deaf-blind people.Sense International came his way through a job advertisement in 2006. They were impressed by Zamir’s inspiring confidence and his zeal to work for people with deaf-blindness. And he of course is impressed with the attitude of his colleagues in Sense International. In his words “They have made the office accessible, they have helped me find accommodation in Delhi”. And he adds, “They all know sign language and that makes it easier”. Zamir has travelled abroad to countries like UK, USA, Nepal and Bangladesh to raise awareness about issues concerning deaf-blind people.Madhuri Kapur, Computer Programmer with Cerebral Palsy – Voice Output Device and Pointer attached to headband for using Keyboard.Madhuri Kapur is an artist, computer programmer and a teacher. She has Cerebral Palsy. She communicates through a voice output device and a pointer attached to a headband with which she types out what she wants to say on a computer. She finished school from Indian Institute of Cerebral Palsy, Kolkata, and graduated in commerce from the Indira Gandhi National Open University. After doing web-designing and computer courses, she worked as a computer programmer for the Confederation of Indian Industry (CII). She also worked for firms like Shaw Wallace and Organon. In addition, she imparts lectures on ‘Augmentative and Alternative Communication’ (ACC) to doctors, B.Ed. students at Jadavpur University, and NGO workers involved with community-based rehabilitation programmes. (“Mookerjii, Madhumita”)129.Anil Anandrao Kulkarni, Haemophilia – Virtual KeyboardAnil works as an employee in Mphasis. He has Haemophilia – a blood- disorder which results in profuse bleeding in joints on excessive strain or injury and may lead to permanent damage to the joints. He needed a keyboard that minimised the strain on his fingers. This would help him in increasing productivity in his work without injuring his fingers. He was provided with a cigarette-lighter-sized virtual keyboard which uses laser and infrared technology to project a full-size keyboard onto any flat surface for almost any palmtop computer, PDA or blue tooth enabled mobile phone. Using this, he was able to type normally on the projected keyboard. (“Corporate Social Responsibility, Mphasis”)130Stephen Hawking, Renowned Astrophysicist with multiple disabilities – Multiple Technologies to write, speak, operate electronic items, etc.The world-renowned astrophysicist, Professor Stephen Hawking has motor neuron disease. His work on the basic laws which govern the universe are path breaking.He uses technology effectively to not only move around his workplace but also uses it to communicate, write, speak, operate gadgets and so on. To use a telephone, he is able to use either his laptop mobile card phone or connect his chair computer directly to a telephone socket. The process works by sending digital commands from his computer instructing the phone system to dial a number, answer the phone or hang up at the end of a call.Professor Stephen Hawking has a universally programmable infra-red remote control attached directly to his computer system. This enables him to operate many of the electronic items in his home, such as televisions, video recorders and music centres. He also has a radio control device which enables him to open doors and operate lights in his house. He is now also able to operate doors within his workplace.Explaining how technology has helped him to write, speak and communicate, Professor Hawking says, “I communicate with a computer system. I have always used IBM compatible computers on my wheelchair. The screen is mounted on the arm of the wheelchair where I can see it, more recent systems have the ...

There is a Central Scheme called Assistance to Disabled Persons for purchase/fitting of aids and Appliances (ADIP). The ceiling for the cost of Equipment is Rs. 6000/-. Full aid is given to those whose income is up to Rs. 5000/- per month. 50% is given to people with income between Rs. 5000/- per month and Rs. 8000/- per month. Cost of travelling, boarding and lodging are given to beneficiaries. This scheme is implemented through NGOs. Many assistive devices and technologies cost much higher and those are not covered under the scheme. More information about the scheme is available at Ministry of Social Justice & Empowerment website.

IBM India has recently launched an initiative called ‘Human Ability and Accessibility Centre’ that aims to make technology and information easily accessible to people with visual, cognitive, hearing and motor disabilities in India.Located at India Research Lab in New Delhi, IBM India Human Ability and Accessibility Centre caters to the diverse requirement of accessibility stakeholders in India including government bodies, corporates, academic institutions, researchers and NGOs.Through the use of some innovative solutions developed by IBM researchers like Easy Web Browsing (for the visually impaired), WebAdopt2Me (for people with cognitive impairments or low vision), IBM aDesigner (disability simulator), Hindi Speech recognition, English assessment tool called Sensei and so on, this advanced virtual Centre enables human capability so that everyone can maximise their potential, regardless of ability or disability (“The Business Edition”)134. More information about the initiative can be sourced from the IBM Website (http://www-03.ibm.com/able/).

Emergency Preparedness Plan simply means to be prepared for any emergency arising from events like fire, bomb blast, earthquake and so on. The underlying principle of such a plan is to provide safety through safe evacuation i.e. the efficient relocation of building occupants to an area of safety usually outside the building.Each building should have an emergency action plan specifying the evacuation procedures for everyone, including disabled people, likely to be in the building.Most important is the operationalisation and practice of the emergency fire action plan.

Wherever we live, disaster can strike without warning. Planning and preparation can greatly reduce the impact of disasters (and other lesser emergencies) on our lives. In case of an emergency, we all have a role to play in minimising the risk to life before fire and rescue services arrive. Both employers and employees would like to know how to exit the premises safely in the event of an emergency.People with disabilities are slowly but surely moving into mainstream society in India, including the employment sector. As mandated by the law, it is every employer’s responsibility to provide a safe place for all employees to work, including people with disabilities. Equipment and procedures exist that can provide such safety for any person with a disability that is not so severe that it would preclude the ability to work. A year ago, in Byculla Mumbai, a bright, young deaf youth died in a fire (“Deafmute-23yearold-dead-in-byculla-fire-inspired-others-to-live”)135. He died not because he was deaf, but because the emergency evacuation plan did not include his need adequately.

Each State in India has its own Fire Safety Laws which apply to all people including people with disabilities. The National Building Code 2005 which has provisions and guidelines for adopting fire safety norms and prevention against other calamities like flood, cyclone, earthquake etc. apply equally to the safety of people with disabilities also. In addition to these, the Persons with Disabilities Act’1995 and the recent international law – UN Convention on Rights of People with Disabilities’, to which India is a signatory, ensure non-discrimination and equal opportunities to people with disabilities. These policies place a legal responsibility on any employer to provide a safe working environment to its employees, including employees with disabilities.

Employees with disabilities are entitled to the same level of safety as everyone else. A general emergency preparedness plan for emergency evacuation will apply to people with disabilities also, but would require “reasonable accommodation” as mandated in CRPD to provide the same level of safety and utility as is provided to everyone. Further, an emergency preparedness plan that includes the specific needs of people with disabilities appropriately addresses the specific needs of certain other people as well. They include temporarily disabled people (eg. a person with a leg injury), persons with heart disease, people with Asthma, pregnant women, people losing their hearing due to age, etc.

Buildings constructed according to the existing Building By-laws and Access Guidelines would facilitate the safe evacuation of all people including disabled people. Basic fire safety measures and risk reduction practices for earthquakes, floods etc. have been included in the mandatory Building By-laws.Apart from the suitable arrangement of regular fire extinguishers in the building, some other building adaptations greatly help in safe evacuation and reduce the need for personal assistance. They may also extend the time available for disabled people to make their own evacuation or leave with assistance (see the Box ‘Specific Building Features to Enhance Fire Safety’). Specific Building Features to Enhance Fire Safety136 SprinklersThe operation of a properly designed and maintained sprinkler system in the building is reliable up to 95%. Usually the sprinkler system is connected with the automatic fire alarm system and comes into operation on its own in case of fire. A manually operable sprinkler system is also available. It eliminates the life threat to building occupants regardless of their individual abilities and can provide superior protection for people with disabilities.Sprinkler systems will, in most circumstances, provide the protection to permit evacuation that is limited to the area under immediate threat from the fire.LiftsPurpose designed evacuation lifts and fire-fighting lifts have features and safeguards which may allow their use in the event of fire. Research has found that the use of both elevators and stairs can improve evacuation times by as much as 50% over stairs alone.DoorsFire doors are designed to hold back smoke and fire to protect the people in a building and facilitate their evacuation. Stair EnclosureThe fire-resisting construction of escape stairs will offer protection to persons using the stairs as this increase the available escape time.Fire CompartmentalisationSome buildings are divided into separate fire compartments. It may therefore be possible to evacuate people horizontally through the building into another fire compartment and away from the emergency situation.Temporary Waiting Space/Area of RefugeArea of refuge is a temporary waiting space that is separated from a fire by fire-resisting construction. It is provided with a safe route to a storey exit, thus constituting a temporarily safe space for disabled persons and others, who may need assistance for evacuation. There can be more than one area of refuge in a building as per the need.An area of refuge may be equipped with:• An operating phone, cell-phone and a two-way radio so that emergency services can be contacted.• A closing door.• Supplies that enable individuals to block smoke from enteringthe room from under the door.• A window and something to write with (lipstick, marker) or a “help” sign to alert rescuers that people are in this location.• Respirator masks.

Not all people who have impairment/disability will necessarily require assisted evacuation. Also, those not having an access problem might require assistance in an emergency situation, such as those with heart condition, Asthma or visitors with small children. The individuals mentioned below may need to have special provisions or contingencies included in the emergency plan for their protection:• Individuals with varying degrees of mobility impairments, ranging from slow walkers (using crutches, walking sticks etc.) to wheelchair users.• Individuals who are visually impaired and may require special assistance in learning the emergency evacuation routes or assistance in proceeding down exit stairs.• Individuals with hearing impairments who may require modification to the standard audible alarms.• Individuals with temporary impairments due to recovery from serious medical conditions. These may include a stroke or traumatic injuries, such as a broken leg or a sprained ankle, or surgeries such as a knee or hip replacement.• Individuals with medical conditions such as heart and respiratory disorders (e.g. Asthma) or pregnancy, who may tire easily, need special assistance or more time to evacuate.• Individuals with mental impairments who may become confused when challenged with the unusual activity during an emergency. They may lose their sense of direction, or may require emergency directions that are broken down into simplified steps or basic concepts.• Other vulnerable populations such as visitors or customers with small children who require extra time to evacuate, or employees who work outside the normal working hours.

There are three main steps to having a good emergency evacuation plan.Step 1: Develop workable Emergency Evacuation PlanThe first step is to develop a workable emergency evacuation plan specific to that place and people, including disabled persons. Identifying NeedsIt is crucial to know beforehand regarding the special assistance needs of employees/regular users of the building. An employer may ask employees/regular users with known disabilities if they will require assistance in the event of an emergency. She/he may also periodically survey and request all its current employees to inform (on voluntary self- identification basis) in case they would require assistance during an emergency. The Appendix 8A provides a sample Questionnaire for Individual Need Identification in case of an emergency.Detection of FireIt is extremely important to put preferably the automatic fire detection systems like automatic fire/smoke alarms. Manual systems are also provided in public buildings by which persons can initiate a fire alarm if they discover a fire. These manual systems should be mounted at a height to be within the “reach range” of 48 inches to 54 inches for the person in a wheelchair.Fire Detection Panel on each floor of the building is very helpful in informing the occupants about the exact location of the fire and avoidance of that route for exit.Notification of Fire/Any other EmergencyNotification refers to the process of informing occupants that an emergency exists. In most cases, the information and action required is simply to evacuate.Traditionally, notification of an emergency has been accomplished by audible devices (alarms), which are effective for all except those with hearing impairments. Nowadays, visible devices (high intensity flashing lights) are being used along with the audible devices to broaden the range of notification effectiveness.In larger buildings, emergency evacuation may involve relocation to a safe area within the building. It may also involve sequencing evacuation by floor or area so as not to overload the stairways. In such cases, the amount of information that must be provided to occupants is substantially greater. In some countries, this is typically done audibly through emergency paging systems. These are effective for all except those with hearing impairments for whom textural displays (television monitors or scrolling text signs) are located throughout the building. Portable devices (tactile/vibratory pagers) have also been utilised effectively. Such technology is now available in India as well. Evacuation Action Plani. General Evacuation PlanA general evacuation plan applies to everybody including people needing assistance and it is specific to the organisation/company. In multi- occupied buildings, where responsibility may rest with a number of persons for each occupying organisation, all plans and strategies must be coordinated to avoid any conflict.The local Fire and Rescue Service assists in conceptualising and detailing the plan.A good evacuation plan works out:• The duties of designated Fire Wardens/Marshals, Coordinators and other staff in case of fire, and also before and after the fire.• The Fire Exits and the Emergency Exit Routes for different areas in the building.• The usage of areas of refuge/temporary waiting spaces.• The placement of evacuation equipment.• Do’s and don’ts in case of fire, earthquake etc.ii. Individual Evacuation PlanApart from the general plan, the emergency evacuation plan for an individual in need of special assistance must be developed through consultation with him/her (Please refer to Evacuation Options). This plan explains the method of evacuation to be used by a disabled person in each area of a building. An individual plan is commonly called Personal Emergency Evacuation Plan – PEEP.Standard Plans are written procedures that can be used as options for disabled people to choose from where individual plans are not possible as in the case of visitors/customers. Copies of the plans may be held at reception points within the building. These are advertised and/or offered to people as a part of the entry or reception procedure. A disabled person requiring assisted evacuation is offered options for their assistance and given suitable instructions. Where standard PEEPs are used, local disabled peoples’ organisations may be a source of information to assist in creating the plans (particularly for disabilities such as dual sensory impairment and autism spectrum disorders where communication needs specialised support).

Specific Safety Guidelines for Emergency Evacuation of Employees with different disabilities:A fully accessible building greatly helps in facilitating self-evacuation of people with disabilities.General Points• When assisting a disabled person in an emergency situation, treat the individual as you would any adult.• Explain what needs to be done.• Give the person an opportunity to define her/his needs and wishes toyou. Allow her/him to make decisions as fully as possible.• Remember at all times, when assisting a disabled person, in an emergency situation, you are expected to provide safety for that person.• Do not be impatient even in an emergency situation, where time is critical.Assisting Persons with Mobility Impairment• There is a wide range of people who fit into this category – for e.g. people using crutches, cane, walker or wheelchair. Issues relating to this group of people may also be relevant to people who have Asthma or heart conditions. The preferred options for evacuation by people with mobility impairment are horizontal evacuation to outside the building; horizontal evacuations into another fire compartment; or vertically by evacuation lift, eventually arriving at a place of safety outside the building.• Someone using a crutch or a cane might be able to negotiate stairs independently. One hand is used to grasp the handrail the other hand is used for the crutch or cane. Here, it is best not to interfere with this person’s movement. You might be of assistance by offering to carry the extra crutch. Also, if the stairs are crowded, you can act as a buffer and “run interference.”• If a wheelchair user is on the ground floor, she/he may be able to exit safely without any assistance.• The needs and preferences of wheelchair users vary. Consult with the person to have the following worked out during the planning and training process:- Ways of being moved (see evacuation options)- The number of people necessary for assistance – Ways of manoeuvring/handling the wheelchair (see evacuation options)- As far as possible, never take a wheelchair up or down the steps with less than two persons.• There will be instances when non-ambulatory persons have to forsake their wheelchairs during an emergency evacuation. During evacuations, persons using crutches, walkers, etc. (who may not be able to walk long distance or are very slow in walking), may require to be carried. The co-workers who assist them should work out the best method of lifting and carrying the disabled person to prevent any risk of physical damage (see evacuation options).• When an evacuation chair is to be used, the device may be allocated to a particular person and either kept alongside their work location, or in the most suitable temporary waiting space close to them. In buildings where there is open public access, it may be advisable to provide evacuation chairs at suitable points within the building.• In the absence of an evacuation chair, an office chair preferably with side-arms can also be used.Assisting Persons with Vision Impairment• Speak up when approaching a visually impaired person. Explain who you are, why you are there, and what needs to be done.• Offer your help but let the person explain what help is needed.• Let the individual grasp your arm or shoulder lightly for guidance. She/he may choose to walk slightly behind you to gauge your body reactions to obstacles; be sure to mention stairs, doorways, narrow passages, ramps, etc.• When guiding to a seat, place the person’s hand on the back of the chair.• If leading several individuals with visual impairments at the same time, ask them to hold each other’s hands.• Ensure that after exiting the building, the individuals with impaired vision are not “abandoned”. Ensure that they are led to a place of safety. A colleague(s) should remain with them until the emergency is over.• Visually impaired people may not be able to read the fire action notices provided in most buildings, as these are often in small typefaces. Instructions could be made available in Braille, large print or on audiotape.• Features of good building design with reasonable adjustments for visually impaired people are extremely helpful in their unassisted evacuation: for e.g. good colour contrasting; handrails on escape stairs; markings on escape stairs; colour contrasted or different texture floor coverings on escape routes; or way finding information. Orientation aids, tactile information and audible signs may further reduce the need for assistance.• Using the escape routes as part of the general circulation space within the building ensures that visually impaired people will become familiar with these routes. This may assist in the event of evacuation.Assisting Persons with Hearing Impairment• Where the fire alarm has audible sounders or a voice alarm system present, they may not be able to discern that the audible alarms are going off. Flashing beacons and vibrating pagers are examples of reasonable adjustment. Either can be used as part of the fire alarm system to alert hearing impaired people to an evacuation zone.• Use of a ‘buddy system’, where a co-worker alerts the employee with a hearing loss to an emergency situation.• Get the attention of a person with a hearing disability by gentle touch or flicking the light in a crowded room. Face a deaf person directly, and speak clearly without covering your face with your hands, as the person may be lip reading and trying to see your facial expressions.• Clearly state the problem. Gestures and pointing are helpful, but be prepared to write a brief statement if the person does not seem to understand.• Use facial expressions and hand gestures as visual cues to offer advice about the safest routes, by pointing toward exits or evacuation maps. Face the light, do not cover or turn your face away, and never chew gum. Check to see if you have been understood and repeat if necessary. Do not allow others to interrupt or joke with you while conveying the emergency information. Distraction may lead to confusion.• Have a pad and a pencil available so that you and the deaf person can understand the same message; ...

Companies can create a Supplier Diversity Policy or Programme to:• Promote businesses owned by disabled people and disability cooperatives and• Influence their existing or potential vendors to adopt an equal opportunity policy.Promotion of businesses owned by disabled people and disability cooperatives• A Supplier or Vendor Diversity Policy to support and promote businesses owned by people from minority and disadvantaged sections of society.• Having a specific target to give certain percentage of business to suppliers from diverse backgrounds.• Modifying the Vendor Registration Forms to gather information on whether the business is owned by people from diverse backgrounds. • Building a Database of suppliers from diverse backgrounds could be developed and maintained.• Training and Mentoring Suppliers from diverse background. Influencing their existing/potential vendors• Encourage all the vendors to adopt an Equal Opportunity Policy and to employ people with disabilities.• Some Companies also have a Code of Conduct for ensuring that their suppliers or vendors follow ethical practices; respect and value their employees and environment. Non-discrimination could be added to the Code.• Introduce a clause in the Request for Proposal (RFP) for vendors to share information about their equal opportunity initiatives.• Training sessions could be organised to educate their suppliers or vendors on disability. Microsoft Supply Diversity Initiative “If you would like to become a Microsoft vendor, we encourage you to review the information on this Website and to register your interest with us. If you are a woman-owned, minority-owned, or disabled/veteran-owned business, we encourage you to take a closer look at Microsoft. Together with our suppliers, we are continually innovating to lower the cost of technology—making it accessible to all and showing leadership in supporting the communities in which we work and live. Microsoft serves diverse markets globally,” says Fernando Hernandez, director of supplier diversity at Microsoft, “and we are convinced that our supplier diversity initiatives are a key competitive advantage, helping us win new business, retain customers, and reinforce the Microsoft brand.” Because of our belief in the value of diversity, we actively encourage Minority, Women, and Disabled/Veteran Business Enterprises (MWDVBE) to become Microsoft suppliers and participants in the Microsoft® Vendor Program (MSVP). In addition, we ask that all of our suppliers promote diversity with the same vigour.

Companies could promote NGOs and disabled entrepreneurs by:• Outsourcing Services to Disability NGOs/cooperatives/entrepreneurs• Supporting Entrepreneurs with Disability (loans/material/products)• Providing Marketing Outlets for NGOs and persons with disability• Purchasing products from Disability NGOs Examples of some successful Outsourcing to NGOs• IBM, India, Canara Bank and many other public and private organisations have outsourced their horticulture requirements to Association of People with Disability (APD), an NGO in Bangalore. Mobile team/crew of persons with disabilities goes around to each of their client organisations for landscaping and maintaining gardens. (APD)• Titan took initiative in imparting vocational training in the Watch Assembly Process. The technical team from Titan provided the required training in their Dehradun Unit. Presently, Titan is sub-contracting strapping of watches to Bajaj Institute of Learning, an NGO which has established their strapping unit near the factory in Mohabewala Industrial Area. (Interview with Manoj Chakravarthi)142.• Mass-mailing jobs are outsourced by organisations like CAPART, Caritas etc. to NGOs Action for Ability Development and Inclusion.• MindTree invited students from Spastics Society of Karnataka to design their logo. They organised a workshop and shared what is a company, why a company has a logo, what MindTree intended to become and the children got down to designing. Finally, the logo developed by Chetan, a person with Cerebral Palsy was chosen.(“MindTree Annual Report 2006- 07”)143 • Action for Ability Development & Inclusion (AADI) sensitised schools and colleges into outsourcing their services such as canteen, stationary shop, photocopying units, phone booths, cybercafés and so on to persons with disabilities. They linked up with Modi Xerox which gave photocopier machines at a large discounted price to entrepreneurs with disability for their ventures. Successful ventures were set up by disabled people at Lady Shri Ram College, Gargi College, Deen Dayal Uphadhaya College, Delhi Public School and other institutions in Delhi. (“Thilakam Rajendran”)144• ESSAR Group has outsourced the job of scanning their collection of photographs and saving them digitally in CDs to MBA Foundation. (“MBA Foundation”)145Example of Corporate Sectors Promoting Entrepreneurs with DisabilityInitiated in the last quarter of 2007 by ITC Welcome Group and AccessAbility, the project ‘Jump Start’ has helped 4-5 persons with disability to set up kiosks/shops so far.There are many more in the pipeline. The entrepreneurs are persons with disability who run the business and to whom the business belongs. The profit made averages between Rs. 150/- and Rs. 1000/- on a given day, depending on the sales made. The programme is meant for people who have received very little education and so have little or no scope for getting regular employment. She/he should be interested in self-employment, have business acumen and some marketing ability necessary to run a business. She/he would also need to make a small, initial financial investment. ITCWelcomegroup provides the basic furniture that is required to run the shop. Companies like HCL, Tata Teleservice and IBM Daksh have been enthusiastic partners and provided the required space and support in their respective premises to run the initiative. (Interview with Niranjan Khatri, ITC and Shivani Gupta, AccessAbility)146Examples of companies providing marketing outlets to NGOs• American Express, GE Capital, Hidesign, TataInfotec, HSBC, HEWITT and KPMG have provided spaces within their premises for people with disabilities to market their products. (Thilakam Rajendran)• Some companies like Infosys and MphasiS have provided space in their premises for NGOs to keep their stalls during festive time Example of companies purchasing products from NGOs/Entrepreneurs with disability• Office stationary requirements like envelopes, files, letter pads etc. are outsourced by National Thermal Power Corporation Limited (NTPC), Steel Authority of India Limited (SAIL) and other organisations to NGO’s working with people with disabilities. NTPC has outsourced 50% of its total requirements for envelopes and file covers to Muskan, Action for Ability Development & Inclusion (AADI) and NGOs based in New Delhi.(World Bank Report 2007)147• Mind Tree purchases cookies from Spastics Society of Karnataka to serve their guests. (“Mind Tree Annual Report 2006-07”)148• Standard Chartered Bank buys conference folders, letter sets, gift sets, diaries and candles from NGOs.• Baldev Gulati, a visually impaired person, runs a spice factory (N P Masale) in Ghaziabad. 80% of their staff has people with disabilities. They produce 42 different varieties of spices. They supply to Delhi University, India Habitat Centre, Hotel Broadway, Hotel Vasant Continental, etc.(“Spice route to empowerment”)149• Indian Institute of Cerebral Palsy (IICP) has regularly supplied printed products to CII, Kolkata. They have supplied paper bags in bulk to Quakers and Ruiya Group. ( “IICP”)150

With the United Nations Convention on Rights of Persons with Disability(CRPD) having come into force in India, private entities have also beenbrought under the ambit of law and can no longer afford to discriminateagainst persons with disabilities at any stage of recruitment, training,retention, etc. Hence, an employer should not employ people withOnline InterviewingThe increasing use of the Internet in recruiting, “online interviewing,” mayhave a significant impact on employees with disabilities. If e-recruiting is notaccessible, it can prevent people from applying for or even finding openpositionsdisabilities on less favourable terms and conditions for reasons connectedwith the disability.

It is popularly said, “Well begun is half done.” New employee induction isthe process that companies use for welcoming a new employee into theirorganisation. It is often spearheaded by a meeting with the HumanResources department. It generally consists of information aboutcompany culture, history, organisation chart, work environment, new jobdescription, benefits and eligibility, safety and anything else relevant toworking in the new company. New employee orientation often includes anintroduction to each department in the company and training on-the-job.Hence, it is vital to ensure that the induction and orientation programmesare accessible and inclusive to accommodate persons with disability.Induction that is inclusive will go a long way in making the employeewith disability feel comfortable and would make her/him feel welcome.

Employer should arrange an induction programme (or an orientation) foran employee with disability in the same way as it is done for non disabledemployees.Some accommodations that may be made for persons with differentdisabilities are:• Accessible Venue for a person with orthopaedic disability• Suitable seating arrangement for a person with hearing impairment• Sign Language Interpreter/Transcription service for a person withhearing impairment Information in Accessible Formats for a person with visualimpairment• Assistance in filling up forms for a person with visual/learningdisability• Any specific request for accommodation requested by employee withdisabilityThe accommodations have to be arranged in consultation with employeeswith disabilities, based on their individual needs.All the people conducting Induction should be trained in disabilityetiquette. They should be equipped to provide appropriate support topeople with disabilities.Disabled friendly companies have information about their EqualOpportunity Policy in the Joining Kit/Employee Handbook. They alsohave a session on Equal Opportunity for sensitising all employees ondiversity issues.

Having a separate orientation programme may not be always taken in theright spirit. It may convey an impression that your organisation isdifferentiating between employees with disability and employees withoutdisability. As far as possible, employers should try to make their existingorientation programme inclusive and accommodating for all employeesirrespective of their gender, disability, age, and other differences.However, if a person has learning difficulties, as a reasonableaccommodation, employers could organise a separate induction forher/him. Further, based on individual requirements, employers could alsopermit someone to sit during the regular induction to provide support,assistance and encouragement.

The orientation programme may be conducted within the companypremises or at a location outside the company premises. However, it isimportant to ensure that the venues are accessible based on the needs ofthe employees with disability.

Yes, a person with a visual impairment may require assistance to becomefamiliar with the company’s ambience and workplace design. Visuallyimpaired employees will be able to describe what kind of a support theywould want. A guided tour to all important places in the premises wouldbe useful.

It is not just the physical environment that requires to be disabledfriendly, it is equally important that the team is friendly and supportivetowards new employees with disability.Sensitisation of the team on disability is important (Details of SensitisationProgramme is given in Chapter 6, Communication and Awareness Raising)Team should be aware of the Equal Opportunity Policy of the company anddisability etiquettes. The manager or supervisor should ensure that theemployee feels comfortable in the workplace, and ensure that the employeegets the accommodations that she/he has requested for.Co-workers may also be trained on alternative communication techniques tobetter communicate with colleagues who have difficulty understandingverbal language.In many organisations, there are mentoring or buddy programmes for newemployees for first few weeks on the job. These programmes help employeesto gain knowledge and develop work related skills much more quickly thanthey would on their own. Such programmes help people with disabilities tointegrate well in the workplace.

There are a lot of myths and stereotypes obstructing the careerdevelopment opportunities for people with disability in organisations.Many people with a disability often remain in dead-end jobs because theyare passed over for promotion.Employers therefore would need to take proactive initiatives to ensureequal opportunities and non discrimination in the performance appraisals,training and career growth of employees with disability.People with disabilities have similar aspirations and career goals as nondisabled people. Employers should ensure disabled employees have thesame opportunity as other employees to participate in career developmentprograms. This can also include job rotations and job enrichment (i.e.,more responsibilities and new assignments) to enhance their skills.Supervisors should discuss career expectations with each employee,including an evaluation of the employee’s interests, talents, and skills inrelation to the requirements of available jobs. Employment appraisalsshould be done in a manner which is fair and non discriminatory.Equal Opportunities should be given for a person with disability to gainnew experiences and skills to prepare them for promotion. Barriers incareer development should be discussed and addressed in a timelymanner.

Performance appraisal procedures vary widely among companies. Somecompanies use formal, written documents; others use less formal, oftenoral, procedures. Employers must treat employees with disabilities thesame as all other employees. If a position has been restructured toaccommodate a person’s disability, evaluate the employee only on thosetasks she or he is expected to perform, but apply the same performancestandards to employees with disabilities that are applied to all employees.Supervisors should discuss the evaluation with the employee prior to thefinal write-up. After the discussion concerning the job performance in thecurrent job is completed, it is important to have a career developmentdiscussion with the employee.

Feedback is important as it helps the employees understand the intensityof their mistake and help them to improve on the same. Howeveremployees (irrespective of disability) should be given feedback in amanner that does not offend them. Employers should not refrain fromgiving negative feedback about the performance of disabled employees, aslong as performance is the only criteria for the feedback.

Disability should never be a factor influencing, either positively ornegatively, the decision on career development for any employee. Careerdevelopment decisions for any employee should be based on pureperformance, skills, qualifications, experience, and other managerial andbehavioural competencies.

It is a mistaken belief that “People with disabilities are not capable oftaking on greater responsibility”. There have been instances where aperson with disability has served on top positions quite effectively. (Seebox below ‘Some examples of People with Disabilities in ResponsiblePositions’)Indeed, employees with disability could be trusted to take higherresponsibilities. However, it is important to understand that a decisionsuch as this should be based on an employee’s potential and priorperformance. It is important for you to ensure that employees withdisabilities are not discriminated against and are groomed and prepared togrow in the company. They should be given leadership opportunities andshould be assigned special projects, planning sessions and trainingprogrammes. Do not make career development decisions for an employeewith a disability based on limiting concepts or stereotypes about thatemployee’s disability.

Not all disabled persons have trouble travelling. People with orthopaedicand visual impairment, who are traditionally considered to have mobilityissues, may be able to travel independently with some or no support.Hence, in case you have a job profile for an employee with disability andare apprehensive about the travelling schedules that the job demands,then it would be advisable to have a discussion with the employee aboutthe same. Explain the type of travelling the job profile will require.Enquire if they are comfortable travelling and seek to understand if they require any support. It is important to express your concerns and hence,engage in a healthy dialogue with the employee to be able to arrive at afair and a rational decision.

As per Persons with Disabilities Act, 1995 in India, there are no legalobligations on the employer to have any reservations for employees withdisability for promotions. However, the employer should ensure that allemployees are given a fair and equitable chance to grow and develop inthe organisation. Employer’s decisions on promotions and growthopportunities should be purely based on merit, performance andcapabilities of an employee. Disability should not positively or negativelyimpact the employer’s decision to promote and bestow higherresponsibilities to an employee.

Every organisation needs to retain people with the right skills and talent.This can be enabled by investing in their future growth and showing themthe path to fulfil their dreams.For a firm to employ disabled people does not require extensive andexpensive alterations. A little thought and consideration goes a long way.Alex Hardy explains what you as an employer may do to retain disabledemployees:• Remove barriers. “Being a barrier-free employer means looking atevery aspect of how you operate,” says Susan Scott-Parker, theChief Executive of Employers’ Forum on Disability. Think abouthow all your policies and procedures, from IT to childcare, affectdisabled employees.• Be flexible. “Even minor changes can make working life morecomfortable for disabled staff,” says Beth Caruthers, the directorof employment services at Reemploy. Employees with hearingdifficulties may need a quiet place to sit. Staff with mobilityproblems may need to avoid rush-hour. “Being able to arrive halfan hour later could be a huge help,” she says.• Treat people as individuals. “Equality doesn’t mean treatingeveryone the same – it means making adjustments so employeescan show that they can do the job,” Scott-Parker says. Forexample, help an employee with learning difficulties to fill in anapplication form for a promotion. “This isn’t unfair support,” shesays.• Ask those who know. Expert organisations are useful sources ofpractical and emotional support for employers and staff, saysLorraine Gradwell, the chief executive of Breakthrough UK, asocial enterprise. “Disabled employees are the experts on theirown conditions”. Ask employees with disability directly aboutwhat they need.• Provide support from the start. “Sometimes new staff gets socaught up in the euphoria of starting a job that nothing aroundthe position or workplace is tailored to ensure that they can stay,”Carruthers says. Make early adjustments to the job design andworking environment.• Use job coaches. Employees may need one-to-one support beyondthe induction period. Expert job coaches are useful if employerslack the skills or resources. Carruthers says, “Keep support goinguntil the employee is really comfortable to achieve at thenecessary level.”• Training, training, training. All staff should have disabilityawareness and equality training, ideally delivered by disabledpeople, Scott-Parker says. “The IT department needs training toensure that technology is accessible. Line managers need trainingto ensure that disabled people realise their potential.” Gradwelladds, “If colleagues and managers feel comfortable aboutdisability, this strongly influences how comfortable a disabledperson feels.”• Rethink learning opportunities. “Many disabled people have anegative experience of education and can especially dislike testconditions,” Carruthers says. “Make development opportunitiesmore accessible by considering such factors.”• Review needs regularly. “Take the initiative. Ensure thatemployees don’t have to bring things up,” Gradwell says. Shesuggests employers meet disabled staff every six weeks. Theyshould approach non disabled employees every six months to seeif new conditions have developed.• Don’t forget hidden disabilities. Emotional and mental healthconditions are often difficult to monitor, Carruthers says. “Lookout for indicators of people becoming unwell, such as changes inbehaviour and reduced communication. Show concern, encouragepeople to talk and help them to keep things in perspective.”

Not all disabilities are present at birth. Many people acquire disabilitythrough an accident, the ageing process or illness.112Employers should ensure that the person is not discriminated againstbecause she/he has acquired a disability. An employer can continue tobenefit from her/his accumulated expertise and experience by taking stepsto enable her/him to retain employment.First and foremost, there should be a written policy statement on Returnto Work Programme to protect employees who acquire disability.

A successful return to work for an employee with an acquired disabilityrequires some simple planning on part of the employer and the employee.In developing a strategy for managing disability in the workplace, theemployer should include measures for job retention including:• Early intervention and referral to appropriate services;• Measures for gradual resumption of work;• Opportunities for workers with disabilities to test work or obtainexperience in an alternative job if they are unable to resume theirprevious jobs;• The use of support and technical advice to identify any opportunitiesand adjustments which might be required.114It is essential to communicate before the employee returns to work to cover thefollowing questions:a. Does a clear description exist of the inherent/essential job requirements?Inherent/essential job requirements are tasks that must be carried out inorder to get the job done. This information can be found in a dutystatement or job description that is often part of an employee’semployment contract.The duty statement should be reviewed to check whether anymodifications or adjustments are required to assist the employee completethe job requirements. b. Is there a clear shared understanding of the employee’s abilities andrelevant restrictions?The employee with disability will be the best source of information aboutthis. However, it is important to confirm that the employee has receivedmedical approval to return to work. It also has to be determined whetherthe return-to-work will be gradual or immediate.c. Is there an agreed plan for the specific details of returning to work?Communicate prior to the return-to-work date to allow an open discussionabout any parts of the role or workplace that may need modification.Professional assistance may be required if an employee’s disability issignificant or if their disability requires significant modifications oradjustments. A workplace assessment could be undertaken to evaluate theemployee’s access to the workplace. It would also assist in determiningwhat adjustments can be made to help the employee return to work.It is also important to establish a system for monitoring and managingany new issues in the initial return to work period115

If the contract of an employee with a disability has to be terminated forany inevitable reasons, then the following guidelines will help you toensure that the termination process is just:• Disabled employees must be afforded the same treatment as otheremployees. A disability therefore will not protect an employee whohas been dishonest or who has knowingly engaged in the types ofconduct which give rise to dismissal for just cause. An employer whoseeks to dismiss a disabled employee for cause bears a very heavyburden of establishing the reasons for the dismissal.• An employer may also terminate a disabled employee without justcause by providing the employee with reasonable notice or pay inlieu thereof. This can only be done so long as the reason for thedismissal is not the employee’s disability.

Disability is a sensitive issue and information pertaining to it should beappropriately collected.The following guidelines explain how to go about collecting data onemployees with disabilities:Use least intrusive meansCare must be taken that data collection is non-intrusive in form. Themethod should be such that it ensures respect, dignity and privacy ofemployees. One standard method to identify employees with disabilitywithin an organisation is the use of a ‘self-identification form’. Whenusing this method, it should be made clear to employees that theirparticipation is voluntary.Legitimate purposeA data collection programme should have a legitimate purpose: tomonitor and evaluate potential discrimination, identify and removesystemic barriers, improve or prevent disadvantage and/or promotesubstantive equality for employees identified on detailed grounds.Data on DisabilityInform the employeeThe employees on whom data is being collected or the workforce ingeneral, must be informed why such information is being collectedregardless of the method of data collection. Clarification about howcollection and use of such data will assist to relieve disadvantage ordiscrimination and achieve equal opportunity should also be forthcoming.Distinguishing collection, use and disclosureThe methodology should distinguish between the appropriate collection,use and disclosure of information. There should be a rational andobjective connection between the nature of the information beingcollected, as well as its intended use.ConfidentialityAll information regarding the disability management programme shouldbe kept confidential. The data and its analysis should be aggregated sothat any identifying information, such as name, is removed from the data.Data should be separate from and unconnected to any other records thatcontain personal identifying information, unless it is used to determine aperson’s eligibility for a specific special programme.Data collection procedures, storage, access and disclosure must becarefully controlled. Care should be taken that at no point a person’sdisability is inappropriately disclosed. Confidentiality and dignity shouldalways be respected.Employer should not disclose any information relating to a person’sdisability without the written consent of the person concerned.

It is a simple form given to employees for disclosing their disability. It isan opportunity for employees with disability to “self identify” but also toseek any accommodations that they may require.

Self Identification Form should be given to all employees. A lot ofdisabled candidates do not disclose their disability in the recruitmentrounds. Hence, an employer is seldom aware of a disabled candidatejoining the organisation. Also, there are certain hidden disabilities whichmay require some special accommodations. Giving out Self IdentificationForm to all puts the onus on the employee to disclose her/his disabilityand to request for any accommodation that they may require. Hence, it isimportant for an organisation to request all its employees to fill up theSelf-Identification Form.

Self Identification Form should be given after the job offer has beenmade. It should not be given during the application or assessment time. Itcan be part of the Induction/Joining kit.

Yes. Any information disclosed in the employee’s Self Identification Formis very confidential. An employee may have disclosed her/his medicalcondition in the form which she/he may not have shared with others. Thisinformation is solely intended for the HR personnel who are in-charge ofthe equal opportunity initiative in the organisation.

The employee with any disability can decide whether and how much totell the employer about her/his disability. If an employee does not discloseher/his disability, then the employer is not obliged to provide anyaccommodation.

Article 27 (i) of CRPD states, “Ensure that reasonable accommodation isprovided to persons with disabilities in the workplace”. The employers aretherefore obliged to provide reasonable accommodation to people withdisabilities.

Accommodations are often thought of as physical equipment ormodifications. However, accommodations can include a wide range ofnon-physical modifications.

According to international guidelines, an employer is required to providereasonable accommodations that eliminate barriers in the workenvironment. It does not include accommodations that eliminate barriersoutside of the work environment. Therefore, an employer would not be required to provide transportation to commute to work as a reasonableaccommodation, unless, of course, the employer generally providestransportation for its employees. An employer should ensure thataccessible transport is provided to employees with disabilities, only if allemployees in the organisation are provided transport facilities.However, an employer’s policy regarding work timings may createbarriers for an individual whose disability interferes with her or his abilityto commute to work. The employer should modify that policy as areasonable accommodation in this scenario, unless it would impose anundue hardship.For people with disabilities, lack of accessible public transport in India isone of the main deterrents in taking up employment. Some companiesproactively provide transport to people who have difficulty travelling inpublic transport as a reasonable accommodation. It has proved beneficialto business as they have been able to attract a larger talent pool. Sharedcabs, transport allowance, etc. are some of the methods followed bycompanies to minimise transport costs.

Globally, reasonable accommodation includes PAS in the form of work-related assistance. But generally, this does not include PAS in the form ofpersonal attendant care at the work-site. Work-related PAS can includetask-related assistance at work such as readers, interpreters, help withlifting or reaching, page turners, a travel attendant to act as a sightedguide to assist a blind employee on occasional business trips, and re-assignment of non-essential duties to co-workers. (“Personal AssistanceServices (PAS) in the Workplace”)A personal attendant for daily needs is essential for some people withsevere disability to be able to function. Unlike in other countries, wherethe State provides allowances for personal assistants, people in India haveto depend on family members for assistance. This is a hindrance for peoplewith severe impairments to take up and keep jobs. Some large companiesare therefore providing personal assistance for people with severedisabilities in the workplace as reasonable accommodation. In onecompany for example, the housekeeping attendant is assigned anadditional duty to provide assistance in daily needs to a person withsevere disability. Another company is providing part payment for thepersonal attendant as a reasonable accommodation. Hence, employerswould have to take a decision after discussing the various possibilitieswith the employee.

In the circumstances where a disabled applicant arrives for an interview without previously notifying the employer of her/his requirements, it remains the employer’s duty to make a reasonable adjustment when the employer first learns of the disability so as to prevent the applicant from being at a substantial disadvantage. However, if it is not possible to make the required adjustment because there has been no prior notice, then itmay be necessary to reschedule the interview. Some accommodations do not require advance notice but the willingness of the employer.

An employer should apply the same criteria to assess the ability of peoplewith disabilities and those without disabilities. However, it may benecessary to make some accommodations for applicants who havedisabilities. Selection tests and interviews should be sensitive, objectiveand unbiased. The assessment process for jobs should be oriented towardsselection and not filtration!While deciding on an evaluation process for a candidate with a disability,consider the following questions:• Should the assessment conditions be modified? If so, how?• What modifications are permitted?• How can the assessment be modified in a way that one candidate isnot at a disadvantage when compared to another?Assessment Guidelines:Candidates with disabilities must be given an opportunity to demonstratetheir skillsCandidates with disabilities must be given the same opportunities todemonstrate their skills as any other candidate. While a candidate with adisability should not be exempted from an assessment, in some cases theprocess may have to be modified to be fair.The same skills must be assessed at the same levelWhen the conditions for assessing a candidate are modified, the nature ofthe skills being measured and the level at which they are assessed mustremain the same. If a disability prevents performance of skill that iscrucial to the position and if modifying the assessment method alters thenature of the qualification being assessed, the employer is not obliged tomodify the assessment procedure. For example, a test of visual acuity forthe position of air traffic controller should not be modified for a candidatewith partial vision.Each situation must be treated individuallyGiven the wide variation in the nature of disabilities, it is preferable totake a case-by-case approach when assessing certain candidates withdisabilities so assessment conditions can be adjusted to suit the individual.Display a positive attitude and pay careful attention

Testing Accommodations:Venue: It would be important to provide an accessible venue forconducting tests for people with orthopaedic disabilities.Scribes: A person with a visual disability or a person who lacks manual dexterity may need assistance in filling out an application form or writing tests. Without such accommodations, these individuals may have no opportunity to be considered for a job.Format: A change in testing format refers to the use of a different medium or method to present the same information. Therefore, Braille, large print, a reader, audiotape and computer, which may be used with a voice synthesiser or Braille display, are accessible ways of presenting the same information.Extra Time: The time limit for performing a test can be extended for people with certain disabilities whose speed is affected by their disability. Time limit should not be extended when speed is a determining factor or an essential function (e.g. typing speed for a data entry operator), as that changes the nature of the qualification being assessed.Content: In the context of competitive testing, changes may be made to the content for people with certain disabilities, if the test score is a priority selection criterion. For instance, a test requiring data interpretation using tables / diagrams / photographs /maps may pose difficulties for some people with visual disabilities. Therefore, alternate questions could be provided. Spelling and written language tests may be difficult for a person with dyslexia. They could be exempted from attempting these questions.Extra breaks: Short breaks during the assessment may be necessary for candidates who are easily fatigued or who have anxiety-related problems. These breaks should not be counted as part of the test time. Use of Assistive Devices: Candidates may use technical aids or services to fully or partially compensate for their disabilities. For example, a candidate with a visual impairment may use a magnifying glass or large- print screen and hearing-impaired candidates, sign language or oral interpreters.Finally, the person responsible for the assessment should look into access to the location (for example, access for candidates in wheelchairs) or whether special facilities are required (for example, lighting, special table/chair, etc.).Other relevant aspects of the assessment: Other aspects of the assessment should be investigated or clarified as required. For example, special seating arrangements with an unobstructed view of the test administrator might be necessary for a candidate with a slight hearing impairment who lip-reads.It is recommended that, where possible, selection boards assessing candidates with disabilities have at least one member with a disability or someone who is knowledgeable about the disability concerned.Where it is not possible to test in an alternative format, the employer may be required, as a reasonable accommodation, to evaluate the skill to be tested in another manner (e.g., through an interview or work experience requirements). Interview Accommodations and Etiquette General guidelines:• Conduct interviews in a manner that emphasises abilities, achievements and individual qualities.• Conduct the interview as you would with anyone. An individual with a disability should be afforded the same courtesies that are extended to any other interviewee.• Be considerate without being patronising. Do not assume that just because a person has a disability, she/he will not be able to perform certain job functions.• Do not stare at a manifestation of a person’s disability or call undue attention to it. You may extend a handshake to an individual with quadriplegia, short arms, a prosthesis or blindness.• Maintain eye contact with an individual who is blind or who uses an interpreter, even when the interpreter is speaking.• Give the interviewee your undivided attention even when she or he cannot see you. If requested to do so, escort a blind person through an office discreetly and without fanfare.• Reasonable adjustments may be made to ensure that the procedure is free from discrimination against any candidates.• All people involved in the interview process should know their responsibility to ensure that disabled people are not substantially disadvantaged in comparison with non-disabled candidates;• All staff involved in the selection process should be fully aware of the criteria set out by the person specification; and the requirements of the job description.• Questions should be drawn up that relate strictly to requirements of the above. These questions should be put to all interviewees, with follow-up questions where necessary and appropriate.Reasonable Accommodations for InterviewsEaster Seals, a Chicago based non-profit organisation that provides multiple services to persons with disabilities across United States, defines reasonable accommodations as “adjustments or modifications which range from making the physical environment accessible, to providing assistive equipment or providing certain types of personal assistants (e.g., a reader for a person who has visual impairment, an interpreter for a person who has hearing impairment). It suggests that all candidates should be asked about the need for accommodations prior to any scheduled interviews. Each request for an accommodation must be addressed individually, and on its own merit. The candidate herself/himself can provide the best information regarding the needed accommodation. Easter Seal’s website has the following guidelines to make interview process accessible and non-discriminatory for persons with disabilities:Interviewing SuggestionsInterviewing Candidates with Mobility Impairments*(*Mobility impairments can range from stiffness of joints due to arthritis to complete paralysis below the neck.)• Some candidates with mobility impairments will phone in prior to the interview date, specifically for travel information. You should be very familiar with the travel path in order to provide interviewees with detailed information.• Make sure the place where you plan to conduct the interview is accessible by checking the following:- Are there special parking spaces for disabled people available nearby?- Is there a ramp or step-free entrance?- Are there accessible restrooms?- If the interview is on the first floor, does the building have an elevator?• If an interview site is inaccessible (e.g., steps without a ramp or a building without an elevator), inform the person about the barrier prior to the interview and offer to make arrangements for an alternative interview site.• Enable people who use crutches, canes, or wheelchairs/scooters to keep them within reach. Be aware that some wheelchair users may choose to transfer themselves ...

An employer is justified in giving a disabled candidate no further consideration if, in so far as reasonable adjustments can achieve this, the candidate has been treated equally with other applicants and one of the following applies:• If a disabled person lacks a qualification or appropriate ability, skills or experience and this is not related to the candidate’s disability;• She/he has been found to be unsuitable because another candidate has better or more suitable skills and experience and this is not related to the candidate’s disability;• The candidate’s disability makes her or him substantially less suitable for the post, even if all reasonable adjustments were made by the employer to overcome the impact of the disability.Unsuccessful candidates should be contacted as soon as possible after a decision has been taken. Where possible it is good practice to provide candidates with feedback as to why they were not chosen for the post.Feedback can be a useful opportunity to give encouragement and support and possibly advice about the likelihood of any future opportunities within the organisation. It may be particularly important for disabled candidates to be told that the reason for not being selected was related to their level of skills and experience rather than their disability.

With the United Nations Convention on Rights of Persons with Disability (CRPD) having come into force in India, private entities have also been brought under the ambit of law and can no longer afford to discriminate against persons with disabilities at any stage of recruitment, training, retention, etc. Hence, an employer should not employ people with disabilities on less favourable terms and conditions for reasons connected with the disability.

An employer may make conditional Job Offers:• If an applicant with a disability is suitably qualified, theemployer may make a job offer conditional on functional testingto determine an applicant’s actual or potential ability to performthe essential functions of a specific job.• The testing must be consistent with measuring if the applicant isable to perform the essential functions of the job, with or withoutreasonable accommodation.• If the testing shows that accommodation requirements wouldcreate unjustifiable hardship or that there is an objectivejustification that relates to the inherent requirements of the jobor to health and safety, you may withdraw the job offer.

An employer should not ask a disabled employee to undergo medicalexamination before they are offered a job. After the job offer has beenmade, an employer may condition the offer on them passing a requiredmedical examination, but only if all entering employees for that jobcategory have to take the examination. Tests must be relevant andappropriate to the kind of work in question. Fitness criteria must benecessary for the job the applicant has applied for. An employer shouldestablish that tests do not unfairly exclude and are not biased in how orwhen they are applied, assessed or interpreted.However, employers cannot reject a disabled candidate because of theinformation revealed about disability by the medical examination, unlessthe reasons for rejection are job-related and necessary for performing theessential functions of the job with / without an accommodation.The results of all medical examinations must be kept confidential, andmaintained in separate files containing medical information of thecandidate.

The application process is where the actual recruitment process for anycandidate begins. It is important for organisations to understand thevarious needs of people with different disabilities and provide necessaryaccommodations. Application processes and forms can act as strategictools in the process of hiring persons with disabilities.An employer should ensure that applicants with disabilities are notdiscriminated against. The purpose of a job application is to gatherinformation on the skills, abilities, training, credentials, and references ofthe applicant. Any questions related to these areas are permissible.

In the circumstances where a disabled applicant arrives for an interviewwithout previously notifying the employer of her/his requirements, itremains the employer’s duty to make a reasonable adjustment when theemployer first learns of the disability so as to prevent the applicant frombeing at a substantial disadvantage. However, if it is not possible to makethe required adjustment because there has been no prior notice, then it may be necessary to reschedule the interview. Some accommodations donot require advance notice but the willingness of the employer.

Venue: It would be important to provide an accessible venue forconducting tests for people with orthopaedic disabilities.Scribes: A person with a visual disability or a person who lacks manualdexterity may need assistance in filling out an application form or writingtests. Without such accommodations, these individuals may have noopportunity to be considered for a job.Format: A change in testing format refers to the use of a different mediumor method to present the same information. Therefore, Braille, large print,a reader, audiotape and computer, which may be used with a voicesynthesiser or Braille display, are accessible ways of presenting the sameinformation.Extra Time: The time limit for performing a test can be extended forpeople with certain disabilities whose speed is affected by their disability.Time limit should not be extended when speed is a determining factor oran essential function (e.g. typing speed for a data entry operator), as thatchanges the nature of the qualification being assessed.Content: In the context of competitive testing, changes may be made tothe content for people with certain disabilities, if the test score is apriority selection criterion. For instance, a test requiring datainterpretation using tables / diagrams / photographs /maps may posedifficulties for some people with visual disabilities. Therefore, alternatequestions could be provided. Spelling and written language tests may bedifficult for a person with dyslexia. They could be exempted fromattempting these questions.Extra breaks: Short breaks during the assessment may be necessary forcandidates who are easily fatigued or who have anxiety-related problems.These breaks should not be counted as part of the test time.Recruitment ProcessUse of Assistive Devices: Candidates may use technical aids or services tofully or partially compensate for their disabilities. For example, acandidate with a visual impairment may use a magnifying glass or large-print screen and hearing-impaired candidates, sign language or oralinterpreters.Finally, the person responsible for the assessment should look into accessto the location (for example, access for candidates in wheelchairs) orwhether special facilities are required (for example, lighting, specialtable/chair, etc.).Other relevant aspects of the assessment: Other aspects of the assessmentshould be investigated or clarified as required. For example, specialseating arrangements with an unobstructed view of the test administratormight be necessary for a candidate with a slight hearing impairment wholip-reads.It is recommended that, where possible, selection boards assessingcandidates with disabilities have at least one member with a disability orsomeone who is knowledgeable about the disability concerned.Where it is not possible to test in an alternative format, the employer maybe required, as a reasonable accommodation, to evaluate the skill to betested in another manner (e.g., through an interview or work experiencerequirements).

An employer is justified in giving a disabled candidate no further consideration if,in so far as reasonable adjustments can achieve this, the candidate has beentreated equally with other applicants and one of the following applies:• If a disabled person lacks a qualification or appropriate ability, skills orexperience and this is not related to the candidate’s disability;• She/he has been found to be unsuitable because another candidate hasbetter or more suitable skills and experience and this is not related to thecandidate’s disability;• The candidate’s disability makes her or him substantially less suitable forthe post, even if all reasonable adjustments were made by the employer toovercome the impact of the disability.Unsuccessful candidates should be contacted as soon as possible after a decisionhas been taken. Where possible it is good practice to provide candidates withfeedback as to why they were not chosen for the post.Feedback can be a useful opportunity to give encouragement and support andpossibly advice about the likelihood of any future opportunities within theorganisation. It may be particularly important for disabled candidates to be toldthat the reason for not being selected was related to their level of skills andexperience rather than their disability.

This question arises from the assumption that capabilities of people with disability are limited. As others, disabled people too come from varied socio-economic and cultural backgrounds. Educational backgrounds can range from those who have not gone to school to those who possess post- graduate education or professional training.People with disabilities have the same right as others to aim for careers consistent with their goals, interests and abilities. It is not appropriate to deny jobs to disabled people just because some presumptions exist. People with disabilities can be employed at entry level, mid-level and high level management positions as per the skill requirement of the job matched with the skills of the person.

There are no jobs that are “best suited” for someone in a wheelchair. There are jobs that are located in accessible areas, and/or jobs that can be performed by a person in a seated position. However, that does not mean that wheelchair users are not suited for jobs that involve travelling. Individual differences and choices must be kept in mind. It is better not to approach the situation by thinking what you think that person can do; rather their choice and the skill they possess must play an important role.Jobs should not be matched to impairment but to peoples’ abilities/skills.

Thought Is the First Step To Beyond”Where do the blind work?” Jerome asked. He was fairly new with his blindness, a guy recovering from a recent head injury, a result of a gunshot wound.”So Jerome, what I’m going to try and do here is to make you rethink and restate your question. I can sit here and rattle off dozens of jobs that blind folks are doing. However, I know I’m only going to be able to, as they say, touch the tip of the iceberg. Like for every job I mention, there will be a dozen I miss. And more importantly, I’m sure there are dozens of other dozens of jobs out there that presently do not have blind guys in them, but are just waiting for someone like you or me to step up and be the first.”I took Jerome to meet a few employed blind people. They met a receptionist, computer programmer, auto mechanic and a roofer.I asked, “Okay, what lead the receptionist to that type of job?””She said she likes helping people, likes organising stuff, likes to multi task.””How about the next guy, the computer programmer?””Well, he ah, likes creating stuff, likes to work alone and he talked about how this was his best skill-set.””Okay, the auto mechanic and how did he get into it?””He’s always been into cars, did mechanic work before his eyes went bad and still likes it. And ah, people really doubted he could still do it and ah, he was stubborn, wouldn’t say quit.””Okay, how about the Roofer?””Woo, that guy blew me away. I used to roof and doing it now…” His voice fell away in thought.”Stop there. What did he say he had to do for himself in order to get into it?” “Yeah ah, alternatives and confidence.””Yeah.” I said with a “that’s right” tone. “Think about what these people were saying. What were they stressing as the deep-down reasons that lead them to where they are at today?” (“Lynn, Nancy”)80

“Identifying jobs” means selecting jobs that are suited to different disabilities. This may seem very logical but unfortunately, this approach is incorrect. The assumption here is that certain jobs cannot be done by people with certain disabilities. Some kinds of disabilities do not even get a mention in such a list. Also, the assumption is that disabled people are a homogenous group. The biggest flaw in that approach is that it matches impairments with jobs and does not match skills and abilities with jobs. It does not give a persons with disabilities the choice to demonstrate their capability to perform a job of their choice for which they might have the requisite skills.

Ministry of Social Justice & Empowerment (MSJE) has prepared a List of Identified posts for People with Disabilities in the Government and Public Sector. However, the list has been heavily criticised. Only 10.2% of the posts have been identified for people with disabilities. Approximately 90% of the jobs have been left out as “not suitable” for people with disabilities. In a policy study, published by the Human Development Unit, South Asia Region of the World Bank (2007), this identification of jobs was severely criticised as “restrictive and arbitrary”. It recommends dropping of the whole idea and doing away with such a practice. It says:The most obvious way to expand the scope of the reservation for disabled people would be to drop the requirement of identifying posts and use as a denominator for the quota the number of all posts in the public service. The list of identified jobs is very restrictive and often arbitrary (e.g. in Group A, the job of an agricultural scientist specialised in econometric analysis is identified as being suitable for an individual who is blind or has an orthopaedic disability, but not for someone with a hearing disability). The list of identified jobs is based on the assumption that the characteristics of an impairment are the exclusive determinants of an individual’s ability to hold a position at a particular skill level and thus ignores the potential influences of individual characteristics (motivation, age at disability onset), access to employment services, and thecharacteristics of the workplace and labour market. (“People with Disabilities in India”)83This report was prepared by the World Bank on the request of Government of India in the year 2006-2007.

There is clear distinction between (1) Occupation; (2) Position and (3) Job.An Occupation is a group of jobs that are reasonably similar with regard to the task performed and the knowledge, skills and abilities required to perform them successfully. For example, primary teacher, computer programmer, nurse, sales person, security guard, etc.A position (post) refers to the level of a job within an organisation or enterprise. This is usually shown by the title of the position. For example, Assistant Manager; Senior Process Executive and so on. These titles say very little about the actual job or work to be performed. Every job has atitle but for one position, there may be many jobs. For example, there may be 50 Process Executives in one Grade, doing 5 different jobs.A Job refers to the specific tasks and duties to be performed for a particular position. For example a customer support executive may have specific tasks like receiving phone calls; answering their queries; accessing information from a computer, noting down the details and recording the number of calls attended. Another Customer Support Executive may have different tasks, such as providing the support through mails and web based tools.

The following questions can help you analyse each job in the organisation:Purpose• What is the rationale behind this job?• What aspect of business operations is supported by this task?• What internal/external customer is served?• Are the production and/or delivery of a product dependent on the performance of this task?Essential functions• What three or four activities actually constitute the job? Is each really necessary?• How much time is spent on the job performing each particular function? Are the tasks performed less frequently as important to success, as those done more frequently?• What is the relationship between each task? Is there a special sequence that the tasks must follow?• What physical activities are required to do the tasks?• How much physical exertion is needed?• How much mental/emotional exertion is required (working under tight deadlines, handling problems, complaints, etc.)• What methods, techniques or tools (including office gadgets/software application tools) are used? • How many other employees are available to perform the job function? Can the performance of that job function be distributed among any other employees?• Would removing a function fundamentally alter the job?• What are the quality standards?• Are there production quotas?• What happens if a task is not completed on time?• What happens if the task is done wrong? Job setting• Location — What is the job location? Where are the essential functions of the job carried out? Can the job be done in another location?• Organisation — How is the work organised for maximum safety and efficiency?• Movement — What movement is required of employees to accomplish the essential functions of the job?• Conditions — What are the physical conditions of the job setting (hot, cold, damp, inside, outside, underground, wet, humid, dry, air- conditioned, dirty, greasy, noisy, sudden temperature changes, etc.)? What are the social conditions of the job (works alone, works around others, works with the public, works under close supervision, and works under minimal supervision, works under deadlines, etc.)?Worker qualifications• What are the general skills needed for the job (ability to read, write, communicate, calculate, computer skills, problem solving skills, etc.)?• What knowledge is necessary?• What specific training is necessary? Can it be obtained on the job?• What previous experience, if any, can replace or be substituted for the specific training requirements?

After the Job Analysis is complete, it is important to record the findings in a systematic manner to write a Job Description.“A job description is a written statement of all the important elements of a job. It is an outcome of a job analysis processes” (“Heron, Robert”)87The Job Accommodation Network (“Job Accommodation Network”)88 further details the way a job description has to be written:A job description should contain clear, concise, non-technical language, and avoid unnecessary words. It should consist of words that have a single meaning with detailed explanations for words that may be interpreted differently. Each sentence should begin with an active verb and use the present tense. Examples of job functions should be provided. The desired outcome of the work should be described, rather than one method for accomplishing that outcome. For example, instead of “writes down notes during meetings” put “records notes during weekly meetings.”Writers should avoid using gender-specific language, jargon, technical language, proprietary names (Xerox), and ambiguity.When detailing qualifications, employers typically require certain knowledge, skills, aptitude, training, and previous experience. Employers should remember that these qualifications might be gained in a number of ways. For example, knowledge may be gained through education, training, or experience. In addition, other requirements, such as the possession of a driver’s license could be considered discriminatory. For example, it may be necessary to specify that an individual must be “available to attend evening meetings” and “possess a driver’s license” but an employer should distinguish between need and convenience and consider any discriminatory effects. An employee with a disability may be able to attend a meeting via teleconference or access public transportation to attend the meeting on site.To ensure accuracy, combine the input of many managers and employees.Within the actual Job Description, an employer should include:• Title• Department or section of the Job• Job Purpose• Essential and Marginal Functions – A brief summary of job functions, duties and responsibilities, estimated time spent on each (when using percentages, these should be allocated to equal 100%),frequency of activity, i.e., whether these are performed daily, weekly, or periodically;• The quality and quantity of work expected from an individual holding the position;• The repercussions of not performing each job function;• Special working conditions such as shift, overtime, or as-neededwork;• Information on the accountability for results;• A statement that when duties and responsibilities change and develop the job description will be reviewed and subject to changes due to business necessity.• Note that the term “essential function” should be used in the job description. The job description should explicitly state the manner in which an individual should perform the job.Job descriptions should be updated periodically to reflect the essential functions of altered positions or any other pertinent change (e.g. fewer employees to perform the duties, mechanisation, job sharing, etc.). All levels of management, from line supervisors to top management, and human resource should review job descriptions.

Job Analysis can be conducted by placement consultants who place people with disabilities. It can also be done by the line manager or a supervisor who knows each job under supervision and the skills needed to perform it. Human resource specialists who are responsible for initial screening of job applicants and mediating performance appraisal disputes must also understand the key components of the jobs in their organisation. They can follow the Job Analysis methodology to write an inclusive job description.You do not need any formal qualifications to do a Job Analysis. A person should have reasonable understanding of the industry, good awareness of disability issues, the needs of people with disability and knowledge of assistive technologies and adaptations.To do a Job Analysis, you just need the capacity to:• Conduct structured interviews• Ask relevant questions• Listen attentively• Observe carefully

Employers should develop job descriptions before advertising the job or interviewing applicants.

The benefits of doing a Job Analysis and Job Description are:• Supporting general recruitment and selection process• Supporting the job matching process• Appraising staff performance• Assisting in staff promotion exercises• Identifying training needs• Providing Reasonable accommodation to people with disabilities• Preventing & Resolving individual issues and problems that arise in the enterprise• Legal requirements• Organisational needs, particularly in restructuring exercises• Workplace labour – management issues

The Job Description Writer is an online tool to help employers and human resource specialists write job descriptions. Users begin by selecting an occupation and are prompted to include statements about common skills, knowledge, tasks, work activities and work context to include in a job description. Users have the option to customise and save their final job description to their own computer.

It is not mandated by law to have Job Descriptions. However, if and when a dispute arises, a written Job Description that was prepared before the job was advertised or candidates interviewed can be considered as evidence (in determining essential functions] along with other factors.

Once the Job Analysis is completed and a detail Job Description has been written for the position, one needs to assess a person to see if the candidate with disability can perform the ‘essential functions’ for the position. The person should be able to perform the function with accommodation or without accommodation, depending on the circumstances. This question may be answered at least partially through the Job Analysis process.Many people with disabilities may not require any accommodation. If an accommodation is required, some employees will already have a good idea of the type of accommodation that would enable them to perform each task, because of past work experience and/or based on assessments by rehabilitation professionals. Where the accommodation needs are not clear they can be determined by further discussion between the employees and their employer. At this point, it is important for the employer to understand workplace circumstances that may create barriers to performing job tasks. (Please note individuals who have same disability may have different limitations; it is crucial to understand each person’s unique situation.)

We see in this instance a well-meaning employer but his approach is not appropriate for the following reasons:Firstly, we are assuming that certain jobs cannot be done be people with certain disabilities, without giving a chance to the person to make the decision for herself/himself. If the job is described in detail, the person would herself/ himself decide whether she/he would meet the work requirements either with or without accommodations and accordingly decide whether to apply for the job or not.When we say people with certain disabilities can do this or that job, we are assuming that people with the same kind of disability have the same abilities. Each individual is unique in terms of interests, skills & abilities. It is crucial to understand each person’s unique situation. The emphasis on numbers at the face of it looks like a ‘quantitative goal’ or ‘business approach’. In reality such an approach does not focus on human resource development or aim at bringing about a qualitative, long-lasting change in society or in the company. When it becomes a race for numbers, many well-qualified and skilled disabled people can get left out in the process for want of even minor accommodations. You might lose an important talent pool. Aiming at hiring a person with an ‘easier disability’ is focusing on impairment and not on ability.We would like suggest that you follow the following approach, which will yield qualitative and quantitative results:• Do a Job Analysis for all the positions/vacant positions. (Give the Job Analysis process a try. It is not as complex as you might think!)• Share the details with the recruiters and make it available to candidates.Since it is the first time, you could involve a consultant or a specialised agency to put together a process for recruitment. They could also help you to recruit skilled people with disabilities.Disability management should be process driven. Systems and environment should be evolved to manage disability. This would help retain your new recruits and those who become disabled in your company. An integrated approach will not only yield quantitative results but also qualitative results. You will gain by increasing employee satisfaction, retention and in making the culture of your organisation more inclusive.

The very first step to start the recruitment process is to make a job description note. A job description note is a written statement, which defines the duties, relationships, and results expected of anyone in a job. It is an overview of what is to be done in a job. Job descriptions describe the job and not the individual who fills the job. Job descriptions are the result of job analysis conducted within an organisation and are essential in sourcing, selection and evaluation of employees.Chapter 9 has already discussed in some detail how job descriptions should be written. In addition, it would be useful, especially from a disability perspective, to ensure that job descriptions are inclusive and non- discriminatory. This could be done by following a few simple steps:• Job and person specifications must be drawn up in such a way that they should clearly indicate the essential skills and the marginal/desirable skills. Do not include unnecessary requirements.• A particular impairment should not automatically rule out an individual for a job. Do not make assumptions about what someone with a particular impairment can or cannot do. Similarly, even though you can stipulate essential health requirements, it may be necessary to justify doing so. In an individual case it may also be necessary to show that it would not be reasonable to waive them, for instance, you cannot waive the need of good vision for a person seeking to work as a driver. Similarly, a call- centre job requires that a person has the capacity to hear well over the phone.• Essential criteria should be scrutinised to determine that they are necessary requisites for a particular job. For example, a degree might be thought essential because it provides accredited assurance of a level of educational achievement. However, making it an absolute requirement for some positions might be discriminatory towards disabled people who have other qualifications that would allow them to do the same job. Therefore, make it a point to consider, where feasible, non-mainstream educational qualifications.• Use words that are inclusive of all potential candidates. A Job Profile should be stated in simple and clear language. Avoid jargon where possible.

Disabled people are a part of the same society and should not be viewed in isolation. They are a part of various talent pools that an organisation reaches out to. This means that a disabled person could be sourced from multiple sources, which include – campuses, job-portals, placement consultancies, walk-in interviews, internal and external referrals, NGOs and so on. It is wrong to assume that all disabled people belong to disability organisations. Companies that restrict themselves to hiring people with disabilities only from NGOs are not successful in terms of scale or even quality for the simple reason that their reach is quite limited. In fact, a lot of qualified disabled people have been educated in regular schools and colleges and have never been to an NGO!Companies could also have a proactive and targeted approach to increase the representation of disabled people in the workforce. Specialised Agencies or Consultants, NGOs and Vocational Rehabilitation Centers (VRCs) can be a vital source from which to hire disabled candidates.

The application process is where the actual recruitment process for any candidate begins. It is important for organisations to understand the various needs of people with different disabilities and provide necessary accommodations. Application processes and forms can act as strategic tools in the process of hiring persons with disabilities.An employer should ensure that applicants with disabilities are not discriminated against. The purpose of a job application is to gather information on the skills, abilities, training, credentials, and references of the applicant. Any questions related to these areas are permissible.Asking questions about disability in an Application Form• A job application should not contain disability-related questions, which are likely to elicit information about a disability, including enquiries about prior or current illnesses, medication, medical treatment, disabilities, injuries, or workers’ compensation claims.• Certain other questions could also be discriminating against people with certain disabilities. A question asking applicants whether they have a driving licence would be discriminatory unless the job necessarily involves the post holder to drive. If, for example, there is a need for an employee to be able to travel (but not necessarily to drive) then this requirement should be stated in the information sent to potential applicants. It is, therefore, unlikely that a person who cannot travel will apply.• Questions should be put to all candidates sensitively, for example: Ask candidates to describe what adjustments they need in order to be evaluated fairly (e.g. more time on tests where appropriate, a sign-language interpreter for interviews) and assure them they will not face discrimination as a result. (“Recruitment hints and tips: Non-discriminatory evaluation”)97• Employers should not ask about the nature or severity of a disability. (“A Guide to Application Forms and Interviews for Employers and Job Applicants”)98• The information pack should state why it is helpful to know about the individual needs of an applicant who might be called for interview. Any such statement should be based on an explicit commitment that disability would in no way prejudice the chance of employment and that adaptations to the workplace would be available.Making the Application Process inclusiveThe following points can be considered to make your application process inclusive:• Application forms can be confusing and are often badly designed. Try to make them as user friendly as possible.• When designing your application form, you should bear in mind that some disabled people have larger handwriting than average, so you’ll need to allow plenty of space to write in.• If you consider the needs of people with disabilities when designing an application form, you’ll find that the result will be more useful for everyone!• The application form should be made available in alternative formats i.e. large print, Braille or computer diskette. Provide telephone numbers and e-mail IDs for any queries.• When you invite people to apply for a job, make it clear that you particularly welcome applications from people with disabilities and that you are happy to adjust the arrangements for an interview in order to meet any particular needs they may have.• Incorporate statements in your correspondence which invites applicants to state any accommodation needs during interviews.Below is a sample statement:• It might also be helpful to offer to show people around the workplace and to talk to them about the job before they submit a formal application.• Ensure that any adaptations to testing procedures are available before the interview.(“Recruitment Process Guidelines and Checklist”99 and “Recruitment and retention of disabled people”100)Invitation for Assessment / InterviewWhen you invite applicants for interviews, send a detailed communication about the interview process and how to prepare for it.You could add the following statement in your correspondence: Our company is committed to providing access for all people with disabilities and will provide accommodations if notified within… (specify length of time). “The company is fully committed to the employment of disabled people and guarantees that all disabled applicants who meet the essential requirements of a post, taking into account reasonable adjustments, will be interviewed. If you need us to make any adjustments for your interview or have any concerns about the interview process, please bring this to our attention. There is provision for the application form in Braille, tape, large print and your response in these formats will be accepted. Please contact the Recruitment Team to obtain the suitable alternative versions. “

The company website could carry a statement about its Equal Opportunity Policy. Alternatively, place a link in the website detailing the company’s policy regarding equalising employment opportunities.The company’s main building and reception area could have boards saying that it is an Equal Opportunity Employer and probably carry a definition in bold of what EOP entails. Posters are a great idea for signposting your faith in equalising employment opportunities.Newsletters, job announcements and advertisements make efficient carriers of information. Use these forums to talk about your Equal Opportunity policy. Incorporate a logo that signifies that you are an EO employer in your advertisements, job announcements, newsletters, pamphlets, other public communication, mailers and preferably on all company stationery.

Send your clients, customers and vendors updates about the company’s EO policy via paper mailers or e-mails. This will highlight your support for other companies and organisations that adopt EO policies. Also update them aboutthe goals that were set and achieved in terms of recruitment of disabled persons and other goals related to the EO policy. Make your support of diversity visible!Disability awareness posters that inform people about disability rights, national disability policy, disability-related acts are very effective tools of conveying the company’s stand on equal employment opportunity. For instance, look up the ‘Disability Is Natural’ web page for great poster ideas that are fun and effective You could collaborate with other companies to universalise EO policy. This is a good way of motivating other companies to become EO employers. Invite other companies to participate in your awareness-day or awareness-week programmes. Invite them to panels and group- discussions that focus on EO policies; organise resources-sharing sessions to enhance EO policy compliance. You could form a consortium of companies on EO Policy.

Accessibility is generally understood today as an approach to creating environments that people of all ages and abilities are able to use to the largest extent possible. The approach could be applicable to health services, food, clothing, shelter, education, justice, employment, and to social, cultural and political spheres of life through transportation, buildings, modes of communication, information, products of daily use, machines and tools and so on. All people should be able to reach it, get it and use it. An accessible environment benefits everyone to some degree, for example, pregnant women, people with obesity, children, senior citizens and people with disabilities. To a large extent, accessibility can be achieved through inclusive design and assistive devices and technologies.

Access is not restricted to the built environment. To make an area truly accessible, it is important that there are inclusive building management policies in place, keeping in mind accommodations required by people with different kinds of disabilities. For example, information should be accessible to people with hearing impairment and with visual disabilities. This would require that material be adapted to different formats i.e. signs in Braille, audio signs, etc.It is also important that building administrators and facilities support staff are sensitive to and trained to assist people with different disabilities. It is also important to remember that people with different disabilities will have different needs. For example, not all people with hearing disability will have speech disability. Visual disabilities are also varied. People with blindness would have very different needs than people with low vision.By and large, access issues are related to:a. Equal Opportunity Policy and Management b. Physical Environmentc. Information and Communicationd. Safety and Emergency Evacuation

Making the office or shop area accessible is important not only because it will help comply with the law and building regulations but will also help the employer tap the pool of candidates with disabilities whom the company may be able to employ. Also, as a service provider, it enables the company to get a larger and recurring clientele. Accessibility will also benefit the aging workforce, pregnant women and people with health issues. Apart from this it is important to remember that an accessible environment is a safer environment and that accessibility benefits all employees and not just employees with disabilities.

related to accessibility?The law mandates accessibility in the workplace.The UN Convention on the Rights of Persons with Disabilities (CRPD) as well as the Persons with Disabilities Act, 1995 cover issues of accessibility in great detail. Access is covered in Articles 9 and 21 of the CRPD.Many Indian States have adopted accessibility as a component in theirBuilding By-Laws. This means that all new construction is now required a to provide accessibility on their premises to get a building permissionfrom the Municipal Corporation.The Energy and Resources Institute (TERI), India developed a rating system for rating ‘greenness of the building’ or its environmental performance. It includes ‘Accessibility of Persons with Disability’ as criteria. The rating system for buildings developed by TERI has been recognised by the Government of India and is now referred as ‘The National Rating System for Green Buildings

India has guidelines that were developed by the Central Public Works Department (CPWD), Ministry of Urban Affairs and Employment, entitled, “CPWD Guidelines and Space Standards for Barrier Free Built Environment for Disabled and Elderly Persons”68.Apart from this, the National Building Codes have annexed the issue of accessibility or disabled friendly design in the National Building Code.There are also international standards for designing barrier free buildings which are more comprehensive. It is called “Design Manual for Barrier Free Environment by Asia Pacific Regional Council”

An Access Audit of your work area will help you to identify access issues that can restrict full participation of employees with disabilities. An access audit will help identify barriers in physical environment, communication, transportation and other services and provide concrete suggestions for removing them.Access Audits today are conducted by several NGOs or disabled persons’ groups. They are able to give a good user perspective. While it is good to take into account user perspectives, you could also engage with a professional organisation which provides access audit services. Such organisations usually hire experts with appropriate qualifications in accessibility to do the job.The audit will consist of a team of persons with disabilities and/or experts, who would survey the premises, understand the services and systems, take photographs and then prepare a report identifying areas needing attention and providing suggestions for removing these. An access audit provides a good assessment of your preparedness for hiring disabled employees. It provides guidelines for what needs to be done.A sample checklist for an access audit is provided in Appendix 3. It provides, at a glance, basic requirements for making the work environment in a company accessible for all and especially those with different disabilities.

Hiring the best architect, civil engineer, contractor and designer for designing your building will not ensure that a building is accessible. It is important that you emphasise the need for accessibility in the design brief which you give to the architect. Additionally, it will be worthwhile to engage an access consultant to undertake an access appraisal of all the final drawings to ensure that accessibility has been incorporated. An access appraisal will also ensure that no added expenditure needs to be made at a later date for making modifications to make it accessible.

Making your building accessible at the design stage may not bring additional costs to the project. Retrofitting based on an access audit can have variable cost implications based on the extent of work involved. At the bare minimum, it is important to ensure access to:• Car parks• Footpaths and ramps• Kerb ramps• Stairs (including handrails)• Corridors, doorways and doors (including the main entrance)• Lifts• Toilet facilities• All public facilities and outlets• Public (reception) counters and desks• Surface finishes, e.g. non-slippery surfaces• Controls, e.g. door handles, light switches• Alerting devices, e.g. fire alarms• Visibility factors, e.g. lighting, information boards, signage• Places of assemblyIf the space does not allow for construction of a ramp due to unavailability of space, elevators or platform lifts could be installed. As a last option, a temporary removable ramp backed up by an efficient staff assistance policy to ensure that the ramp is placed as soon as a disabled person arrives, can be arranged.

Following accessibility standards would generally ensure cross compatibility and usability by persons with various kinds of disabilities. However, additional considerations may be given towards incorporating simplicity and consistency of building design and internal layout. Signage supported by pictograms is preferable. Internal and external landmarks such as fountains, statues, atriums etc. can be provided to employees with intellectual disabilities that can be used as location clues to memorise a route.

Universal design, which is related to “inclusive design” and “design for all,” is an approach to design products, services and environments so that they are usable by as many people as possible regardless of age, ability or circumstance. It ensures diversity of function to the largest extent possible. Universal design is a relatively new concept, which emerged from ideas such as “barrier-free” or “accessible design” and “assistive technology.” Barrier-free design and assistive technology provide a level of accessibility for people with disabilities but they also often result in separate and stigmatising solutions, for example, a ramp that leads to a different entry to a building than a main stairway.The main principles of universal design are:• Equitable use• Flexibility in use• Simple and intuitive• Perceptible information• Tolerance for error• Low physical effort• Size and space for approach and useUniversal Design is important because it guarantees equity of use for all by ensuring that facilities and products do not discriminate towards any specific disability. The internet may be a good source for beginners to collect more details about Universal Design.

a• Websites and applications- That people with disabilities can perceive, understand, navigate,and interact with• Web browsers and media players- That can be used effectively by people with disabilities- That work well with assistive technologies which some peoplewith disabilities use to access the Web• Web authoring tools, and evolving Web technologies ,- That support production of accessible Web content and Web sites- That can be used effectively by people with disabilities

There are several reasons why Web accessibility is important:• Use of the Web has spread into all areas of society• There are barriers on the Web for many types of disabilities• Web accessibility also has carry-over benefits for other users

Poorly designed websites can create unnecessary barriers for people with disabilities, just as poorly designed buildings prevent some from entering. Designers may not realise how simple features built into a web page will assist someone who, for instance, cannot see a computer monitor or use a mouse.One example of a barrier would be a photograph of a Minister on a website with no text identifying it. Because screen readers cannot interpret images unless there is text associated with it, a blind person would have no way of knowing whether the image is an unidentified photo or logo, artwork, a link to another page, or something else. Simply adding a line of hidden computer code to label the photograph “Photograph of Prime Minister Dr. Manmohan Singh” will allow the blind user to make sense of the image.People with different disabilities use “assistive technology” to enable them to use computers and access the Internet. Blind people who cannot see computer monitors may use screen readers – devices that speak the text that would normally appear on a monitor. People who have difficulty using a computer mouse can use voice recognition software to control their computers with verbal commands. People with other types of disabilities may use still other kinds of assistive technology. New and innovative assistive technologies are being introduced every day.Web accessibility includes:

The Web is an increasingly important resource in many aspects of life: education, employment, government, commerce, health care, recreation, and more. The Web is used for receiving information as well as providing information and interacting with society. Therefore, it is essential that the Web be accessible in order to provide equal access and equal opportunity to people with disabilities. An accessible Web also benefits others, including older people with changing abilities due to aging.1. Web Accessibility provides great benefits (including financial benefits)According to W3, following are the benefits of Web Accessibility:• A major benefit of Web accessibility is the potential for direct and indirect financial gains from increased Web site use. Web accessibility can make it easier for people to find a Web site, access it, and use it successfully, thus resulting in increased audience (more users) and increased effectiveness (more use).• Accessible sites can be used by more people — including people with disabilities, older people, people with low literacy, people who are not fluent in the language of the site, people with low bandwidth connections to the Internet, people with older technologies and new and infrequent Web users.• Accessibility techniques increase the findability of Web pages by exposing content to search engines, both internally (within a Web site) and externally (across the World Wide Web).• Accessible sites can be used in more situations. Web sites that can be used by people with disabilities can also be used more easily by people without disabilities who are limited by their situation, such as in a noisy environment and when using a small black-and-white display.• An organisation’s efforts in Web accessibility are a public relations opportunity to increase its positive image, which can increase Web site use.• Accessible sites expand the potential market share.2. Accessible web contributes to better design for all users:• Multi-modality (support for visual, auditory, tactile access) benefits users of:- Mobile phones with small display screens, Web-TV and kiosks.• Multi-modality increases usability of Web sites in differentsituations:- Low bandwidth (images are slow to download)- Noisy environments (difficult to hear the audio)- Screen-glare (difficult to see the screen)- Driving (eyes and hands are “busy”)• Redundant text/audio/video can support:- Different learning styles, low literacy levels and second-languageaccess.• Style sheets can support:- More efficient page transmission and site maintenance. • Captioning of audio files supports:- Better machine indexing of content; faster searching of content. 3. Web accessibility is mandated by the Law:As per CRPD, Information, communication and other services, including electronic services and emergency services should be made accessible to the general public.

Examples of design requirements for people with different kinds of disabilities include:Visual? described graphics or video? well marked-up tables or frames? keyboard support, screen reader compatibilityHearing? captioning for audio, supplemental illustration Physical, Speech? keyboard or single-switch support? alternatives for speech input on voice portalsCognitive, Neurological? consistent navigation, appropriate language level? illustration; no flickering designs Basic Tips for making Websites AccessibleAt least 20% of users are affected by conformance of web accessibility initiatives. Many more are affected by poor design.Some of the common barriers faced on the internet are as follows:• Inaccessible images• Misuse of structure elements• Audio and Video issues• Table issue• Sites with poor colour contrastSome of the essential components that help in ensuring web accessibilityare:• W3C (World Wide Web Consortium) recommended standards- Web Content Accessibility Guidelines- Authoring Tools Accessibility GuidelinesUser Agent Accessibility Guidelines- XML Accessibility Guidelines (in work)Following are some important steps in web accessibility design:• Images and Animation: Use an “alt” attribute to describe an image or animation.- Image Maps: Use an “alt” attribute on an image element and a “title” attribute on a link element.- Multimedia: Caption the audio portion of your multimedia presentation. Synchronise the captioning with the video. Include an audio description of the visual information. Make sure the audio has text transcripts available.- Hypertext Links: Create links so that the words make sense when they are read out loud.- Page Organisation: Use headings, bullet lists, and consistent structure – separate presentation with content using Cascading Style Sheets (CSS).- Graphs and Charts: Summarise these by using the “longdesc” attribute. Longdesc creates a link to another html document with descriptive text.- Scripts, Applets and Plug-ins: Provide alternative content in case features are inaccessible or unsupported.- Frames: Don’t use frames. Add meaningful titles to the frame elements to help with frame identification and navigation until you can convert.- Tables: Don’t use tables for layout purposes. Make headings and data flow.- Color: Make sure any information that uses color can be conveyed without the use of color.- Style Sheets: Don’t override client created style sheets. You may make your content unavailable to some users.- Screen Flickers: Don’t create animated gifs, java applets, or third- party plug-in applications which cause the screen to flicker at a high frequency. It could cause seizures.- Electronic Forms: Set tab order. Keep labels with form elements. Don’t separate them by using table data cells.Write Clearly and Concisely: Include accurate headings. Avoid complex structures.

There are a few organisations in India which assist companies in developing accessible websites like:• DEOC – Diversity and Equal Opportunity Centre – www.deoc.in• Barrierbreak – www.barrierbreak.com• Gonsalves Design – http://rahulgonsalves.com/Organisations can refer to global standards set by the World Wide Web Consortium (www.w3c.org). The Web Content Accessibility Guidelines (WCAG) documents explain how to make Web content accessible to people with disabilities. Web “content” generally refers to the information in a Web page or Web application, including text, images, forms, sounds, etc. (More specific definitions are available in the WCAG documents.). WCAG is part of a series of accessibility guidelines, including the Authoring Tool Accessibility Guidelines (ATAG) and the User Agent Accessibility Guidelines (UAAG).

Language is critical in shaping and reflecting our thoughts, beliefs, feelings and ideas. The kind of words we choose to label someone with disability can demoralise and degrade the individual. Most people with disabilities are faced with labels that are judgmental and condemning. Perhaps the most dangerous misuse of language in describing people with disability has been to dehumanise the individual by labeling as cripple, dumb, langda, loola, spastic, leper, insane, pagal, etc. At times words have represented disabled people as being helpless, useless and pitiable.The appropriate use of terminology puts the individual first, providing a positive portrayal. A positive portrayal of people with disabilities consists of representing them as individuals with different qualities.

Appropriate terminology helps to use words related to disabilities in the right perspective. With the growing disability rights movement and with disabled people voicing their views, there is a sense that disability is part of one’s identity. Appropriate terminology should be used with respect and in context. For instance, such terminology could be used in context to communicate with professionals while determining services for persons with disability.

The most widely accepted terms are ‘disabled person’ and ‘person with disability’.• Disabled Person – Social model terminology – Disability is seen as the result of the interaction between a person and her or his environment. Hence the term ‘disabled person’ is considered appropriate, as it signifies that the person is disabled by the barriers created by the environment, and not by the impairment.• Person with disability – Person first terminology – People with Disabilities are people first: mothers and fathers; sons and daughters; employees and employers; friends and neighbours; students and teachers; scientists, reporters, doctors, actors, presidents, and more.

There is a lot more to disability etiquette than using the right terminology. Though it forms the basis for positive communication there are other aspects that must be emphasised. Identifying and removing physical and social barriers can help persons with disabilities to become an integral part of the workforce.

Knowing and applying disability etiquette is one way of making people with disabilities feel welcomed. When supervisors and co-workers use disability etiquette, employees with disabilities feel more comfortable and work more productively.Many questions come to mind. For example, should I offer handshake to a person with a physical disability? Should I ask the person to repeat what he said because I do not understand? How can I involve them without hurting their sentiments? Co-workers might hesitate to take the initiative to communicate with people with disabilities. Tips about etiquette are likely to help ease the hesitation. Using these tips to interact with persons with disability will facilitate a comfortable conversation for both parties.

It is important to keep in mind that all people have to be treated respectfully. There are some general considerations while interacting with people with different kinds of disabilities.Treat each person as an individual with unique needs, talents and abilities. Just because a person has a kind of disability, does not mean her/his needs are the same as anyone else with that same disability.When talking or writing about a person with disability, emphasise the person, not the disability. People with disabilities are not conditions or diseases. They are individual human beings. For example, a person is not epileptic but rather a person with epilepsy.Do not assume anything. If you do not know, ask. If you have a question about what to do, how to do, what terminology to use, what assistance to offer, ask the person with the disability. That person is your first and best resource.Be patient and willing to learn. Be prepared to invest a little extra time and extra effort in understanding the needs of a person.Offer your assistance if it seems to be needed and wait for your offer to be accepted before acting.Make effective communication a priority. Social acceptance is the most important factor in job success and employee satisfaction.Remember that the greatest obstacle that people with disabilities face in life is often the negative attitude of others.Relax. A sincere commitment to including people with disabilities will compensate for most mistakes. A sense of humour should cover the rest.

Do not push, lean on, or hold onto a person’s wheelchair unless the person asks you to. The wheelchair is part of his or her personal space.- Try to put yourself at eye level when talking with someone in a wheelchair.- Rearrange furniture or objects to accommodate a wheelchair before the person arrives.- Offer to tell the person where accessible rest rooms, telephones, and water are located.- When giving directions to a person in a wheelchair, consider distance, weather conditions, and physical obstacles (curbs, stairs, steep hills, etc.).- Do not assume that a person on a wheelchair needs help. They would have been trained to use their wheelchair and know their limits.

When greeting the person, identify yourself and introduce otherswho may be present.- Don’t leave the person without excusing yourself first.- To guide someone with a sight disability, do not push or pull the person. Allow him or her to take your arm, and then walk slightly ahead.- Make it a point to inform the person you are assisting regarding stairs, or curbs, as you approach them.- As you enter a room with the person, describe the layout and location of furniture, etc.- Do not grab or try to steer the cane of a person with visual impairment. Guide dogs/service animals are working animals and should not be treated as pets. They have to be allowed entry along with the person with disability. Do not give the dog instructions/ play/feed/touch her/him.- When you greet someone, identify yourself by name. When a person with visual impairment is meeting many people, introduce each by name.- Be specific when describing the location of objects. (Example: “There is a chair three feet from you, on your left.”)- Speak to them in a normal voice. Speak directly to them and not their companion.- If you are reading for a person with visual impairment, first describe the information to be read. Do not skip information unless requested to do so.- Do not assume, always ask, which format a person with visual impairment prefers to receive information in (Braille, large font, audiotape or CD).- Don’t worry about using everyday words and phrases like “look”, “see you”, etc.

Every individual in the work environment needs to know the etiquette, from the doorman to the CEO. You can ask organisations working with people with disabilities to conduct training programmes on Disability Etiquette.

Yes, they do. They should have the same status as any employee in the organisation. Consequently, the same guidelines for etiquette apply to everyone in the company. They need to be presentable as any other employee in the work place. They should be given all the briefs of the work ethics and what is expected from them.

The disability of a person is definitely not her/his weakness. There is a general assumption that people with disability are dissatisfied with their quality of life, thus seeking pity. People with disabilities need to be introduced as one would introduce any colleague. There may be situationswhere one may need to mention a person’s disability. For example, if there is a meeting and a person with visual impairment is expected to attend it, it would be important to mention to the presenter so that she/he can verbalise the power point presentations and other visuals and also provide information in alternate formats. While mentioning a person’s disability, keep the terminology and etiquette in mind.

It is understandable to be curious about someone’s disability and they may be willing to talk to you about it. However, it is a personal question and is best asked at an appropriate time, in privacy. It is important to connect with persons with disability, as people first.

Asking people with disabilities to go out for any social gathering is a good inclusive gesture. One can ask them directly what makes them feel comfortable. Of course, accessibility is an important issue.Do not assume that people with disabilities do not go to inaccessible places. Tell him/her about the access issues and let them decide. It would be good to keep in mind accessibility while planning social activities, especially, if you have a wheelchair user in your team. It would also be a good idea to involve her/him while deciding on the places you are going to.

The key to this is accessibility. To ensure their presence, make sure that they are informed about the meetings. You can circulate information or make an employee responsible for informing everyone. Make sure that the materials required for the meeting are made available in different accessible formats. Using both audio and visual aids is a good way of including everyone, usually. Always have reading material or power point presentations, which will be accessible to people with hearing disability. For people with visual disability, soft copies (electronic format) can be circulated in advance or Braille material or audio material can be made available. The room and furniture should be barrier free for wheelchair users.

Article 1(f) of the CRPD calls for measures at the domestic level to be taken to equalise opportunities for persons with disabilities. The Government of each country is required to implement policies, plans of action and programmes for the ratification to take full effect. Therefore, changes in statutes like the Persons with Disabilities Act, the Mental Health Act and other statutes have to be forward looking and implemented forcefully. Ratification has made such a course of action mandatory. India, having ratified the Convention, cannot now dilute its standards [this would be going against the provisions of the Convention and is not allowed by International Law.] In fact, India is bound to mainstream disabled people. In this context, a prospective employer should bear in mind that future laws or existing laws that are being amended, will have disabled friendly provisions. These laws will cover a broad spectrum of persons with disabilities and will necessarily cover the opening of avenues to disabled people, starting from accessibility to other core issues of who can be employed, where and how. Persons with disabilities would be able to demand the opening of hitherto closed avenues as a matter of an enforceable right and the employers have to discharge this as their statutory duty. The CRPD is based on the following principles of: • Respect for dignity • Non discrimination • Full and effective participation • Inclusion in society • Respect for difference • Acceptance of persons with disabilities as part of human diversity and humanity • Equality of opportunity and accessibility

A reasonable accommodation is any modification to a job or the workenvironment. It enables a qualified applicant or employee with adisability to participate in the application process or to perform ‘essentialjob functions’. Reasonable accommodation also includes adjustments toassure that a qualified individual with a disability has rights and155Reasonable Accommodations and Assistive Technologyprivileges in employment equal to those of employees without disabilities.

Unlawful discrimination is broadly defined as treating one person unfairly over another, according to factors unrelated to their ability or potential. According to the CRPD, “discrimination on the basis of disability” means any distinction, exclusion or restriction on the basis of disability which has the purpose or effect of impairing or nullifying the recognition, enjoyment or exercise, on an equal basis with others, of all human rights and fundamental freedoms in the political, economic, social, cultural, civil or any other field. It includes all forms of discrimination, including denial of reasonable accommodation. (“Appendix I – Convention on the Rights of Persons with Disabilities”)

The term affirmative action describes policies aimed at a historically and socio-politically non-dominant group (typically, minority men or women of all racial groups and people with disabilities) intended to promote access to education or employment. Motivation for affirmative action is a desire to redress the effects of past and current discrimination that is are regarded as unfair. Affirmative action is sometimes achieved through targeted training and recruitment programmes aimed at applicants from socio-politically disadvantaged groups. (“Affirmative Action Legislation”

Treaties must first be incorporated into domestic law before they may be invoked directly before the Courts. However, Courts in India have often relied upon unincorporated treaties to inform their decision-making, even when those have not been directly incorporated into domestic law. Despite the fact that several international conventions and treaties have not been enacted as municipal law, Indian courts have been very open to relying on the principles of international treaties, especially human rights treaties, to interpret domestic law. When there is a vacuum in domestic law, the Supreme Court of India has relied upon international law. For example, the Supreme Court of India relied on the Convention for Elimination of all forms of Discrimination Against Women (CEDAW) and gave effect to it in a most direct manner in Vishaka vs State of Rajasthan case and framed guidelines for the prevention of sexual harassment and abuse of women. In this case, the Court directed that even the private sector would be mandatorily required to comply with these guidelines and take steps to prevent sexual harassment at the workplace. It would therefore be strongly recommended that private companies should also follow the CRPD provisions relating to rights of persons with disability.

Diversity means variety of differences.Diversity, where a company is concerned, is a commitment to recognising and appreciating the variety of characteristics that make individuals unique in an atmosphere that promotes and celebrates individual and collective achievement.Diversity means difference, and people’s differences can be many and varied, based on their race, colour, culture, national origin, region, gender, sexual orientation or gender reassignment, age, marital status, religion, ethnicity, disability, socio-economic background, and so on

Yes! Disability is a diversity issue. People with disabilities are one of the nation’s largest minority groups. It is also the only group that any person can become a member of, at any time. It cuts across ethnic, gender-based, religious, educational and socioeconomic borders.Earlier, disability was viewed only as a medical issue requiring a diagnosis-cure approach. It was also considered the object of charity and pity. However, in the recent times, as a result of increased awareness, disability is increasingly being viewed as a civil rights minority group that requires the same policies, strategies and remedies for inclusion as other minority groups. It, therefore, requires protection of rights, non- discrimination and fair policies.It is a view that demands representation of persons with disabilities in a context of dignity and equality, not pity and patronisation. These are the basic tenets of disability as a diversity issue and must form the basis for accepting people with disabilities in the workplace.

An equal opportunity / inclusive workplace is one where:• Everyone is treated with dignity and respect• Everyone has equal access to jobs, opportunities and careers based on their knowledge, skills and abilities• Selection is based on merit, i.e. the best person for the job• Reasonable accommodation is provided• Diversity is valuedEqual opportunity is not:• Preferential treatment for one group over another• Just ‘tolerating’ people• Treating everyone the same

Workforce diversity is not about exclusion, it is about inclusion. It is not about what group someone is most comfortable with. In fact, true diversity, is not about groups at all – it is about individuals. It is about creating a world where all individuals, no matter their difference or uniqueness, have the opportunity to be welcomed for their talents and unrestricted by discrimination as they build futures for themselves and their loved ones.

It would be important to begin it right. Disability Employment is not just about recruitment. It is about creating an inclusive environment, where diversity is respected and valued.Disability Management Principles Disability Management Principles, which should form the basis of an employer’s Diversity / Equal Opportunity Programme, are listed below.Proactive approachTaking a proactive approach enables an employer to identify and realise the potential of the diverse knowledge, skills and background of the workforce.Integrated approachMany organisations have projects that relate to disability as part of Corporate Social Responsibility, Affirmative action, and so on. Over time, this piecemeal approach to diversity issues may not make an organisation inclusive. Organisations should adopt an integrated approach to dealing with a diverse workforce. This approach ensures that diversity is managed in an efficient way and that maximum benefit can be obtained both for the organisation and the individuals concerned.Equity approachInclusive approach recognises that employees coming from diverse backgrounds are entitled to equal rights and that organisations, as a part of society, have the responsibility to support social justice for all.‘Nothing about us without us’‘Nothing about us without us’ is the philosophy of the disability movement in many parts of the world. It would be important to keep this in mind while working out disability initiatives and programmes. Disabled people should be involved and consulted before making any decisions that concern them.Guidelines to make your company Disability FriendlyHere are some ways in which you can make your company disability friendly:• Educate yourself• Get your top management to make a commitment• Adopt an Equal Opportunity Policy. Include Disability in yourDiversity and Equal Opportunity Policy• Designate or hire an Equal Opportunity Officer or Consultant• Review and audit the existing policies, systems and facilities• Develop a Disability Strategy or Plan• Establish a Disability Committee, Council or Employee Resource Group.• Educate all staff about disability• Make your recruitment, training and succession plan inclusive• Ensure accommodation to people with disabilities• Create accessible facilities and services• Provide opportunities for Work Trial and Supported Employment Placement• Project a disability friendly image to attract candidates and customers with disabilities• Develop a Supplier Diversity Programme• Evaluate effectiveness

In many companies, it is the HR department that drives the initiative. In some large companies there is a separate team for Diversity and Equal Opportunity. Corporate Social Responsibility units take the lead in some companies to promote disability employment.Whichever department leads, it is important to approach disability in an appropriate manner, keeping disability management principles in mind. This could be done by hiring an informed person as part of the team or hiring a consultant for setting up the initiative and training a person within the company. Employing a person(s) within the company to lead the initiative will ensure that the focus is not lost and will lead to achieving greater results.For Equal Opportunity to succeed, it is important that it be recognised as an organisational mission with the relevant departments playing their role and assuming responsibility where needed. Line managers should provide leadership and drive the initiative in their department.

In the private sector, there is no quota. However, many companies have a long-term aim to ensure that the composition of their workforce reflects that of the community. They have targets to increase the representation of underrepresented groups and communities in their workforce. As a result some companies have voluntarily taken up a target of 5% reservation of jobs for people with disabilities in the workforce (this reflects the approximate percentage of people with disabilities in the country).

Yes, there is one logo in India, which has been designed by National Centre for Promotion of Employment for Disabled People (NCPEDP) called “Disabled Friendly Corporate Logo”. This logo, conceived in 1999, symbolises partnerships between responsible corporate citizens and talented people with disabilities. It is awarded by NCPEDP to disabled friendly companies for their use.The handshake represents equality. Corporate citizens, on their part, need to develop hiring policies that are not discriminatory towards disabled people, providing a work environment that is accessible, and recognising the abilities of persons who have a disability. On the other hand, persons with disabilities bring to the partnership talent, high work ethics and inner strength. Blue and yellow are the international colours representing disability.The corporate bearing this logo would be easily identifiable as having evolved an established degree of accessibility, inclusion or employment (direct and indirect) in any sphere of its activities. More information can be gathered from NCPEDP website53.

Yes, there are54. The following are some of the prestigious awards given to companies to recognise their contribution in promoting employment of disabled people:• NCPEDP-Shell Helen Keller Awards: Instituted in 1999, the NCPEDP-Shell Helen Keller awards symbolise an equal playing field for people with disabilities. Every year, 10 awards are given away, in three Categories, to those who have been doing exemplary work to promote equality and dignity in the workplace.Category A: Disabled persons from within and outside the disability sector, who have been active as ambassadors of the cause of employment for disabled people and are a positive role model for others (3 Awards).Category B: Role Model Supporter of Increased Employment Opportunities for Disabled People: Individuals from within the disability sector and outside who have contributed substantially to the cause of promoting employment opportunities for disabled people over an extended period of time (3 Awards).Category C: Companies/organisations/institutions, who, through their policies and practices, demonstrate their belief in equal rights and gainful employment for persons with disabilities (4 Awards)55.• National AwardsIn 1969, the Government of India approved a Scheme for giving National Awards to outstanding employers of disabled people as well as the most outstanding employees.Awards are given to the government sector including municipalities, local bodies, public sector undertakings and private enterprises for creating barrier free environments for disabled people.Following awards are presented on December 3, the World Disability Day:- Best Employees (Including Self-employed) with Disabilities- Best Employers and Placement Officer/Agency for Placement of Persons with Disabilities (Government Sector, Public Sector Undertakings and Private Sector)- Best Individual and Institution for the Cause of Persons with Disabilities- Best Technological Innovation for the Cause of Disabled and Adaptability of Innovation to provide Cost-Effective Technology- Outstanding Creative Individual with Disabilities- Outstanding Work in the Creation of Barrier-Free Environmentfor the People with Disabilities- Role Model Award- Best District in Providing Rehabilitation Services• FICCI Awards:The FICCI Awards were instituted in 1967, to promote individual, corporate and institutional initiative in economic, social and scientific areas.Companies and organisations that are recognised are those that work voluntarily towards the development of society (scope of work could be in areas like environmental preservation, education, literacy, family welfare, promotion of arts, crafts and culture, rural development, community development, empowerment of vulnerable groups including women, children and disabled persons).The award for empowerment of physically disabled people is given in recognition of their services in following areas:- Providing training and rehabilitation for disabled people- Suggesting workable schemes which assist disabled people- Placement/employment of disabled people- Providing technical and vocational training/education for disabled peopleFor more information about the awards, log on to:http://www.ficci.com/ficci/general/ficci-awards/ficci-awards.pdf• CavinKare Ability AwardsThe award aims to recognise disabled people who have achievedexcellence in any field or have rendered exemplary service.- CavinKare Ability Award for EminenceThis is a single award comprising a citation, a trophy and a cash prize of Rs. 1,00,000/-. It is awarded to a pathfinder, a person who has been of service to others. The category recognises exemplary achievement and service of disabled people.- CavinKare Ability Mastery AwardsThere are two awards in this category, comprising a citation, a memento and a cash prize of Rs. 50,000/-. These awards recognise disabled persons who have set a high standard and gone on to achieve it. They have been a source of inspiration to others, although they have not necessarily been directly involved in service to others.

• As you have adopted the EO Policy recently, it would be a good idea to organise an Awareness Campaign to inform all employees about the policy.• You could circulate emails or circulars, detailing the policy and the company’s faith in the EO Policy. Senior leaders of the company can do town halls on this and launch this policy. This would also project the commitment of the company to the Policy.• Your communication could include different kinds of information about disabled people or the disability policy in India in general. In addition, definitions used in the EO Policy and the importance of this policy for the company can be shared.• You could design a poster and other communication materials, which could be displayed on the notice boards.• Disability sensitisation programmes are good strategies to inform as well as train employees about different aspects of your Equal Opportunity policy.• Disability Awareness Days are good platforms for informing all employees about your company’s Equal Opportunity Policy. The intranet is a useful tool to communicate information about the Equal Opportunity Policy that your company has adopted.• Employee handbooks/induction kits would also work as good resources for employees who want to know more about the company’s disability policy.• The company’s website could carry information about the Equal Opportunity Policy with a link to the same on the home page.• Involve people with disabilities in strategising for communication. As key beneficiaries of the Equal Opportunity Policy, persons with disabilities will be good advisors about communicating the policy internally.• Make the communication accessible to persons with different kinds of disabilities by making it available in different formats i.e. large print, soft copies on CD’s, in Braille and other formats that can be read by reading software.• Company newsletters could carry information about the Equal Opportunity Policy and information about Disability Awareness.• Communication should be an ongoing process and companies should include information on EO Policy in their regular induction process. It should also be part of various training / certification programmes.• Use appropriate terminologies and language for all communication regarding employees with disabilities. Use words that primarily focus on the person and not on his or her disability. These have been discussed in the chapter on ‘Appropriate Etiquette and Terminologies’.

To dispel negative attitudesThe objective of a sensitisation/awareness programme is to dispel negative stereotypes from our thoughts and actions when addressing or working with persons with disability.There may be a tendency in our society to think of disabled persons as objects of pity or charity; or they may be thought of as people with illnesses or diseases who need to be cured medically. There could be anxiety that they are not productive, they are aggressive or they would get hurt in a work environment. All these attitudes come in the way of disabled people’s access to employment opportunities. A sensitisation programme will dispel the fears, misconceptions and myths about the abilities of co-workers with disabilities. To adhere to basic tenets and spirit of EO PolicyIncreasingly, at a global level, government and corporate policies have changed their framework to recognise and respect diversity of gender, race, religion, caste, creed, colour, language, ethnicity, political orientation, sexual preference, class, social status and disability. The aim of an Equal Opportunity Policy is to provide equal access to employment without discrimination based on any of the identity factors listed above. In keeping with the policy, all employees will have to adhere to the basic tenets and spirit of the policy. Sensitisation programmes will help in the fruitful implementation of the terms of an Equal Opportunity Policy.To learn Disability EtiquettesSensitisation programmes are not intended at making employees feel like they are insensitive and require training to be sensitive persons. The programme focuses on some intrinsic aspects of employees’ attitudes that may be insensitive particularly to disabled persons. For instance, it would be inappropriate to hold the hand of a person with visual disability because you are assuming that they need assistance. This may feel like a charitable gesture to the person with the disability if they have not asked for any assistance. Your gesture shows that you are taking it for granted that the visually disabled person requires your help to manage everyday situations.To create awareness about Disability BarriersSensitisation programmes also make employers and employees aware that inaccessible building architecture can be very restricting for persons with disabilities. Those who use the stairs may not think of it as a barrier, but for employees with mobility disabilities the stairs can be a definite barrier.

The aim of sensitisation programmes is to draw positive attention to disability as a diversity issue. Disabled persons’ inclusion in the company, according to its Equal Opportunity Policy, requires to be recognised as a significant aspect of the company’s efforts to provide equal opportunity without discrimination. Sensitisation programmes are a good platform to inform all the employees about the company’s policy. Disability has often been ignored and it is important to recognise it as part of the diversity initiative by way of according disabled employees equal status in the company.A sensitisation programme will draw attention to the unhealthy disability stereotypes in conversation, attitude and actions that are commonly used, and then move towards seeing disability in the right perspective

The United Nations Convention on the Rights of Persons with Disabilities (CRPD) lists ‘Awareness-raising’ as an important undertaking in a section on ‘Rights and Dignity of Persons with Disabilities’. Promotion of awareness training programmes is prescribed by the Convention as a measure:• To raise awareness throughout society, including at the family level, regarding persons with disabilities, and to foster respect for the rights and dignity of persons with disabilities.• To combat stereotypes, prejudices and harmful practices relating to persons with disabilities, including those based on sex and age, in all areas of life.• To promote awareness on the capabilities and contributions of persons with disabilities (“Convention on the Rights of Persons with Disabilities”)58The International Labour Office extends a Code of Practice59 that can be applied in accordance with national law and practice though not legally enforceable on its own. Communication and awareness-raising are identified by the Code as useful modalities to make a company’s disability management strategy known to all the employees

Training Programmes & Sensitisation ActivitiesSensitisation training programmes could be of different kinds. The programme could consist of short Power Point Presentations (PPT) or extended workshops consisting of presentations and exercises.For instance here is an outline of a short training module:Fifteen-minute PPT modules could consist of:• A list of instances that portray negative attitudes.• Potential scenarios with inappropriate and appropriate attitudesportrayed in them.• Information about the EO Policy and the country’s laws that mandate provision of equal opportunity to people of diverse backgrounds.• An outline of discriminatory language followed by a brief overview of preferred language.The module could also include activities as long as we are careful not to give the wrong message by using simulations.Demonstrate how to relate and communicate with people with disabilities.Listing stereotypical instances to identify negative or inappropriate attitudes is a powerful exercise and makes lasting impressions on people. Disabled persons’ reactions to some of these popular but discouraging attitudes could also be presented to strengthen the impact of the exercise. Facilitate discussion around the benefits of proper disability etiquette and appropriate terminology.You can add activities for participants that make them realise that environmental barriers make people disabled.For instance, the facilitator of the training programme could begin the programme by speaking very softly, almost inaudible to people beyond the first row of participants or those seated closest to the facilitator. Participants seated farther will undoubtedly ask the facilitator to speak louder and probably say “we can’t hear you”. The facilitator can make use of this artificially created moment to say that the problem is not with the hearers but with how softly the words were spoken. In case of a large hall or room, the facilitator could begin speaking in his or her ordinary voice and then use a microphone. In this way attention can be drawn to workspace conditions that are disabling factors.Half-day workshops during the weekend either at the workplace or at a resort may work well.Such a workshop will provide an informal environment that will help employees focus on disability without the stress of work. Disability sensitisation could also be a segment of a longer workshop conducted by the HR department of the company or an outside consultant or consultant group as part of diversity initiatives.Screening MoviesMovies work well as motivators for attitudinal change. An introductory session could precede the film screening where the facilitator could present a brief overview of the company’s EO policy and talk about global change towards identifying diversity as a key factor to any establishment’s success. A discussion after the film has been screened would be useful to talk about concerns that employees raise about the film as well as contextualising these concerns and questions to workplace scenarios. Sensitisation ActivitiesDisability awareness campaignsDisability awareness campaigns (either by observing Disability Awareness Days at regular intervals, or a Disability Awareness Week or Disability Awareness Month in the working year) would be useful ways of sensitising employees. These campaigns are best undertaken with disabled employees playing the roles of key decision makers in designing the campaign. It is also advisable to have theme-related disability awareness campaigns. For instance, a disability-awareness week, during one working year, could only focus on access issues – display of posters, discussion sessions, drop-boxes, expert panels in half-day seminars that discuss advancement in accessible technology, workshops and stalls that provide information on low-cost accessibility options for the home and workplace. Face to Face interaction with people with disabilitiesDirect, face-to-face interaction is the most powerful way to break down attitudinal barriers. This contact will do a lot to overcome any uncertainty, discomfort and misinformation that your employees are harbouring.Ideas for face to face interactionsYou can invite a guest speaker with disability. You can also invite eminent people with disabilities for your various other programmes. Example, Infosys BPO invited an eminent sportsperson with disability as the Chief Guest for their Annual Sports Day.You could partner with a local NGO and your staff could be involved in various ways. They can share information about the industry to job seekers. They can all be part of mock interviews and other activities set up to hone the skills of disabled people. Such a relationship with an NGO would be a win-win situation, as on the one hand you are enabling people with disabilities to gain marketable skills and on the other, you are providing opportunity for your employees to directly interact with people with disabilities thereby increasing their disability acumen.You could use occasions like Job Fairs and Recruitment Drives for job seekers with disabilities as a great opportunity for staff development. Instead of staffing your booth with two or three employees for the whole day, you can have shifts every hour – giving over a dozen employees the opportunity to interact with job seekers, and to see the related exhibits on accommodations and access technologies.

Not necessarily since, it might induce charity-oriented reactions. It is likely that while participating in such simulation activities, non-disabled persons may become sympathetic rather than empathetic. However, simulation exercises might be used to identify barriers and related accessibility issues. For instance, if persons without visual impairment have to distinguish the difference between accessible websites with screen- reading software and inaccessible websites, it would then be useful to have non-disabled persons blindfolded while they sit at a computer and visit these websites. Another instance of an effective simulation exercise would be to ask them to do an access audit, thereby directing their focus on the audit rather than the experience of being disabled.

A company should ideally begin conducting sensitisation programmes from the time it adopts an Equal Opportunity Policy. The programmes should be mandatory and conducted at regular intervals so that all employees are trained.Even though the company has been employing disabled persons long before adopting an Equal Opportunity Policy officially or conducting sensitisation programmes, it is never late to conduct sensitisation programmes.It is important to sensitise the HR staff and management about disability before the company hires disabled persons. The sensitisation programme will be useful to company personnel in the processes of recruiting and hiring.

Diversity is of different kinds. Discrimination is or has been an experience common to persons belonging to different diversity groups, for instance, women, persons coming from minority religious background or race and so on. Sensitisation programmes can be designed to address the downside of all kinds of discrimination and so become an imperative learning situation for all employees.All employees should attend the programmes. The sensitisation programmes are conducted with the aim of facilitating better communication and interaction between disabled employees and non- disabled employees. Whether your company has been hiring disabled persons long before it started conducting sensitisation programmes or not, the programmes are important platforms where concerns of both disabled and non-disabled persons can be raised and discussed. When activities are conducted in the course of the programme, disabled employees’ participation provides insights that are more valuable than mere simulation exercises.One cannot assume that all disabled persons are sensitive about disability issues. There are times when a person with one kind of disability does not realise or is ignorant of the concerns of a person with another kind of disability. A person with a visual impairment may have learnt the same negative stereotypes of physically disabled persons as other non-disabled persons may have learnt. Information imparted at these programmes is important for everyone to be sensitive to diversity.

Yes, it might be necessary. Some people in the company, by virtue of the positions they hold, may require protracted sessions that deal with more aspects of communicating with disabled persons or sensitising employees about disability.Employers have to be equipped with knowledge about the different aspects that constitute hiring disabled persons as company employees.For instance, employers must be trained to be aware of enabling candidates with disabilities to participate and perform in interviews on an equal basis with non-disabled candidates. They should keep in mind that disability accommodations (sign-language interpretation, large-fonts, accessible physical environments, etc.) have to be made available to candidates who so require them in order to participate equally in pre- recruitment tests, interviews and group discussions.Senior Management’s involvement is very crucial for driving diversity initiatives because of the magnitude of the effort. Disability Strategy has succeeded where senior leadership have articulated the importance of equal opportunity on various occasions and been supportive in creating a system and culture that is inclusive. Many times, it is the HR Head who drives the initiative. However, training of all the senior managers would be important to make it an organisational mission.Recruiters require in-depth training programmes as many of them go to campuses of colleges and universities to recruit candidates. They might be faced with situations where they are not equipped to distinguish between the ’essential functions’ of a job and its marginal requirement.Interviewers have to be specifically trained to identify candidates who are qualified to perform the job according to its ‘essential functions’. They should also know disability etiquettes, questions that can be asked and those, which should be avoided, and the accommodations entitled to be provided to people with certain disabilities.Managers and Supervisors require intensive training programmes in disability sensitisation, as they will engage with those aspects of an employee that other co-staff will not. They will need to be informed about popular myths about employees with disabilities and be trained so that they do not engage with disabled persons with prejudice and negative stereotypes in mind. If, for example, employees with disabilities have lower job performance or employees with disabilities have a higher absentee rate than non-disabled employees.HR personnel must be aware of all aspects of employing and retaining persons with different kinds of disabilities including reasonable accommodations in the work place and accessibility options. They must also be trained to enquire into the specific needs and accommodations required by a person with disability and keep in mind their requirements while adapting the work environment to suit employees with disabilities.All employees should ideally undergo sensitisation training, to ensure an inclusive environment that respects and values diversity.

It is very important to sensitise support staff to the needs of disabled persons as it is in spaces like elevators, cafeterias and restrooms that disabled people may experience difficulties, as the environments may not be completely disabled friendly. There is the likelihood of some staff providing assistance without being asked for. A training session could equip support staff with appropriate etiquette while assisting persons with disabilities in everyday activities.

There are disability employment and accessibility organisations, a few of which are mentioned below,, who conduct disability awareness programmes:• Diversity and Equal Opportunity Centre (www.deoc.in)• AccessAbility (http://www.accessability.co.in/Services)• Enable India (http://www.enable-india.org/employers_central.html)You could also enquire from a local organisation working in the area of disability regarding these trainings. Details are in the Annexure 9.

A disabled person or a non disabled person could conduct the training programme. It is not necessary that the trainer fits a particular profile. However, it is important to make sure that the programme, if conducted by the company, be designed with inputs from disabled persons employed in the company.If the programme is intended to initiate the process of recruiting disabled persons into the company, then it is highly recommended that the company’s management or HR department consult with experts in the area of disability employment while designing the programme.The point of the training programme should be to enable fair communication and interaction among employees who are disabled and not disabled. Some companies experienced that, when conducted by disabled persons who are experts in the area of employment and disability awareness, the impact of the programme on the employees has been greater.

The duration could vary from a tight 20-minute training module to a weekend workshop. There is no prescribed duration for sensitisation training programmes. Activity-oriented trainings are intrinsically motivating as they get employees to get out of their work routines and move around!However, web-courses are also efficient ways of conducting training programmes. They could be made mandatory and include a test at the end. Employees can thereby be evaluated on their learning and a record maintained of their progress in subsequent disability sensitivity web- courses. Web-courses are also convenient as they are in accessible format and can be taken at a time convenient to each employee.Here are a few web resources:• “Awareness/Etiquette. Stereotypes/Attitudes. Basic Etiquette61.” • “National Learning Network Limited

Equal Opportunity Policy is a policy that the company as a unit has chosen to comply with. It is therefore necessary that all employees of the company are informed about and trained to comply with the requirements of the policy. Consider making the training mandatory and part of the employee’s induction training programme. It can subsequently be done at regular intervals.

According to the ILO, “3rd December is observed annually as the United Nations International Day of Disabled Persons (IDDP) since 1992. It provides opportunities for Governments, organisations of disabled persons and society as a whole to focus upon and take stock of the gains to be made from the inclusion of persons with disabilities in every aspect of political, social, economic and cultural life.” (“Campaigns”)63.When we celebrate women’s day, father’s day, etc. we do so in order to recognise and respect a category of people or an event. The day reminds us to pay attention to one identity. Similarly by celebrating World Disability Day we have the chance to recognise disability as an identity characteristic of some people. We celebrate diversity by doing so.Remember that you are celebrating World Disability Day with the following aims, keeping in mind your Equal Opportunity Policy:• To celebrate diversity and nourish it• To dispel negative stereotypes about disability.• To discuss concerns and questions about disability rights, employment of disabled persons, accessibility, and so on.Diversity and Equal Opportunity Centre (DEOC) had announced the first week of December as the Disability Awareness Week last year. Many corporates observed the week based on the common theme. Infosys BPO, MphasiS, Reuters, ITC are some companies that have made Disability Week a part of their annual calendar.

It is advisable to have programmes at different points in the year. A predetermined Disability Awareness Month or Week might cause inertia in those who are indifferent, thus defeating the purpose of inclusion. Disability sensitisation must be adopted by the company as a continuous process. However, a month long or week long schedule offers a consolidated period of time to think about disability and clarify questions that come up about disability for employees.Weeklong programmes organised two times in a year would allow the company to focus on different aspects during each week. Let’s say the theme for one such is ‘Access’. During this week you could focus on different aspects of access. This could include a small fair that showcases accessible software and new research that is developing advances in accessible technology. The second awareness week could focus on diversity in general with theatre productions that include stage plays, street plays and skits; movie screenings; dance performances that concern socio- cultural features of different kinds of diversity. Consider silent plays and wheelchair dances as part of the week.

It would be a good idea to incorporate disability sensitisation programmes into other events and programmes. One of the ways of doing that is by encouraging people with disabilities to participate in various events of the company. Any barriers preventing their participation in these activities should be removed.It is also recommended that you conduct very specific programmes about disability.Disability has been overlooked or sidelined the world over for a long time now. The present moment requires that we re-focus on disability as an empowering diversity identity. Having separate training modules and awareness campaigns for disability sensitisation will positively reinforce the company’s equal opportunity mission. Disability has not been recognised as a positive identity characteristic till recently. Therefore, it is important to have specific training modules with the express purpose of making employees sensitive to disability issues.

The goals you have set for your management team, recruiters and HR personnel work are efficient tools of appraisal. Depending on the extent to which each team meets its goals, you can decide the success of your sensitisation programmes and gauge the sensitivity levels of your employees.• Follow up the sensitisation programmes with feedback routines i.e. provide feedback forms at the end of sensitisation training sessions.• Email feedback forms to employees and invite anonymous questions via a multi-user email address.• Create an email group chiefly for company employees where disability awareness concerns are voiced and responded to by subscribers. These kinds of follow-up platforms allow you to measure employees’ learning curves when it comes to disability sensitivity and disability awareness.

Companies may prefer to hire experts in the area of disability rights, disability employment and on disability awareness as part of their HR personnel. This will allow them to respond appropriately in cases of discrimination that might occur.In any case, it is important to take complaints about a colleague’s insensitivity to disability very seriously. An insensitive remark about disability is a grave offence. It qualifies as harassment under several international disability employment policies. It is your prerogative to protect all your employees from harassment and discrimination. As an employer, you have to be conscious that an employee who faces discrimination has the right to revert to the employer to enforce a harassment-free environment.Upon receiving such a complaint, take action immediately. Analyse the factors involved. For instance, find out what was said or done, how the complainant feels and the context in which it occurred. Talk to the person who made such a remark. Let him or her know that their remark goes against company policy and qualifies as harassment of a co-worker. It is important to let the person know that their action is objectionable, unacceptable and punishable under certain laws. His or her actions not only affect their reputation but also the company’s reputation. Further action can be taken as per the company’s policy.Insensitivity or harassment, as described in Disability Discrimination Act in UK64 and equally applicable to a company promoting safe and equal opportunity at workplace, can be in the following forms:• Physical harassment• Verbal abuse, whether face to face or written, including notes, e-mailor graffiti• Threats• Intentionally demeaning comments or behaviour• intentional exclusion from work related activities

This is the first question that comes to the mind of any employer. Disability, as a category, is an overlooked and untapped segment. Hardly any human resource professional, in India, is taught in her/his study programmes to look at diversity from the point of view of disability. One should hire persons with disabilities not because of their disability but primarily because: • They are human beings first and foremost • They are part of a diverse workforce • They are educated, skilled and talented • They add to the diversity of the organisation • Diversity and inclusion makes good business sense • Persons with disability can impact the company’s bottom line in a very positive manner • It is now mandated by law to prohibit discrimination in the workplace

According to a resource guide on disability for employers developed by International Labour Organisation:1 • People with disabilities make good, dependable employees. Employers of disabled workers consistently report that, as a group, people with disabilities perform on par or better than their non disabled peers on measures such as productivity, safety, and attendance. • People with disabilities are more likely to stay on the job. The costs of job turnover, such as lost productivity and expenses related to recruitment and training, are well known to most employers. • Hiring people with disabilities increases workforce morale. Many employers report that teamwork and morale improves when disabled workers become part of the staff. • People with disabilities are an untapped resource of skill and talent. People with disabilities have skills that businesses need i.e. both technical job skills and transferable problem-solving skills developed in daily life. • People with disabilities represent an overlooked multibillion-dollar market segment. That market consists of disabled persons and their families and friends. • People with disabilities represent an overlooked multibillion-dollar market segment. That market consists of disabled persons and their families and friends. In the Indian context, if one looks at the market size of the disabled population, it includes not only the 70 million people with disabilities but their families who impact the consumer market in a significant way. Ignoring this market may mean losing not only the disabled consumer but his or her family and friends too. It makes sense to have employees who know first-hand about the product and service needs of this consumer segment.

One does not have to pay a higher salary to employees with disabilities. However, it is important to set aside some budget for providing accommodation to employees with disabilities to retain and support them so that they perform on par with employees without disabilities. In fact, it makes business sense to hire people with disabilities as one can, indeed, save some money by claiming financial incentives provided by the Government

There are immediate, short-term and long-term returns of hiring a person with a disability. The immediate return comes in the form of having recruited a talented person. The immediate financial return comes from saving money on the Provident Fund and Employee State Insurance (ESI) contribution for three years. The short-term return is seen in the form of diversity that the person brings to the team. The long-term return is that the employees and teams become creative, the infrastructure improves, attitudes change and persons with disabilities are likely to become ambassadors for the company, bring goodwill and a better brand name to the company.

Making businesses accessible makes perfect business sense. If the productsand services are disabled friendly, a company sells more products and tapsinto a bigger market for its services, which means direct returns andprofits in the business. To quote an example, according to a researchreport in BBC News Magazine, in UK, “TV subtitles, which wereprimarily meant for deaf people or those who are hard of hearing, are usedby six million people who have no hearing impairment. And this hashelped increase viewership and ratings of TV channels”. (Duffy)7One can say this about ZEE Studio channel as well, which has become themost popular English movie channel in India, owing to the subtitlesprovided for the movies screened. It was reported that “Zee Studio is alsothe first English movie channel in India to bring English movies withsubtitles, a move that has proved to be highly popular across all segmentsof viewers.”

A bodily impairment (e.g., loss of a leg) may restrict a person from performing certain activities (e.g., climbing stairs). This restriction posed by the environment (staircase) makes the person disabled. In other words, “Disability is the functional consequence of an impairment or change in body or human functioning. The extent to which disability affects a person’s life depends very much upon the environment in which a person lives — social, cultural, psychological and physical.” According to the UN Convention on the Rights of Persons with Disabilities (CRPD), ratified by India in 2008, “Persons with disabilities include those who have long-term physical, mental, intellectual or sensory impairments which, in interaction with various barriers, may hinder their full and effective participation in society on an equal basis with others”. (“Convention on the Rights of Persons with Disabilities”)10 This means disability is caused by physical and attitudinal barriers that exist in the society, which prevents people with impairments from participating fully in the community. For instance, a person in a wheelchair is unable to buy a shirt, not because he uses a wheelchair but because there is no ramp or elevator to reach the shop.

A person is ‘disabled’ because of infrastructural, administrative, technological, social, and attitudinal barriers, which constitute a ‘disabling environment’. The following examples show how environments can be handicapping: • A wheelchair user is greatly restrained in a society that has staircases and narrow doors. She may have virtually no handicap in a building with swing doors, ramps and elevators. • A visually impaired person will be very dysfunctional as a computer operator in most offices in our country. However, if the office is equipped with computer applications using speech recognition software and all the accessible tools are voice enabled, the same person can be as competent as his or her sighted colleague. • A person with mental illness feels excluded in an office where his or her colleagues are insensitive. For example, if he smacks his lips every few minutes as the medicine he takes makes his mouth dry; other employees do not interact with him as they think he is a ‘weirdo’. This hostile work environment prevents him from working efficiently. (Interview with Dr. Achal Bhagat)

Unfortunately, yes! All over the world and in all religious beliefs, disability has traditionally been viewed as a problem of the individual focussing only on impairments and therefore needing medical treatment and cure. This forms the basis of the ‘medical model’ of disability, which ignores the social aspects completely. It is only in recent years that disabled peoples’ movements have brought a change in the scenario. Today, the understanding of the ‘social model’ has brought about a more respectable view of disabled people. In other words, the shift in focus is to look at disabled people’s knowledge and skills rather than looking for problems. Thus, the social model of disability has helped bring about a positive change in the way disability is viewed and understood.

Before we start, let us keep in mind that people with disabilities are people first. They are members of families and communities and citizens of the country and of the world. Different terms are now used in describing disabled people: Wheelchair user, deaf person, blind person, differently abled, people with special needs, handicapped person, and so on. While people with disabilities themselves differ on what or how they should be addressed, the important point here is that there is a human being behind the disability. This understanding is crucial in developing a positive attitude and appreciating their needs better.

Imagine you lose a leg in an accident. Will you become different? Will your desire for friends, your ambitions, your interests, change overnight? Every human being is different from the other and yet, the larger human needs are similar. So also for disabled people. All the core human needs are the same. People with disabilities go to school, get married, work, have families, laugh, cry, and dream like everyone else. Here again, it is a myth that persons with disabilities are different or react to situations differently.

Ideally call him by his name! Well, the issue of labelling has varyingviewpoints. Some people feel that they should not be identified by theirUnderstanding Disabilitydisability. Some others feel that they should be identified only by theirdisability and are proud of the fact. Whatever the case, it is important tonot use language that demeans a person. For example, using the word‘dumb’ can be demeaning as it also means ‘stupid’.

Have you heard of the phrase, ‘pity oppresses, opportunity liberates’? Well, most disabled people will tell you that what is pitiful is not the fact that they cannot see or hear, but the fact that society discriminates against them because they cannot do so. That is why the current emphasis is more on addressing quality of life issues, and less on changing the condition itself. Hopefully, over the years, with more visibility, they will be seen as more ‘capable’ and less ‘pitiful’.

People with disabilities are often excluded from education, training,tourism, entertainment, and even health services. The reasons for this arevaried.• There are various myths surrounding disability. There arestereotypes regarding what disabled people can and cannot do as agroup. Media, especially cinema, often ridicules disability andreinforces stereotypes.• The inaccessibility of market places, cinema halls, restaurants,schools, colleges, training institutions, work places and the transportsystem is ubiquitous.• Appropriate aids and assistive devices are either of very poor qualityor prohibitively expensive.Persons with Disabilities- A Large Untapped Human Resource Pool• Lack of information is pervasive, and disability related informationis inaccessible.• People with disabilities are ignored not just as persons, but also as avote bank. This results in not having a voice that can be heard aswell as indifference from decision makers. Their rights are not takeninto consideration.• There are also various disabilities that are not evident when youmeet a person, that is, they are invisible to the eye.• With many barriers and an unfriendly environment, most disabledpeople remain either confined inside their homes or associated onlywith disability institutions/ organisations.

According to the Fact Sheet on the UN Website, 80 – 90% of persons with disability in the working age are unemployed (UN enable website)20 According to the 2005 figures featuring in the Annual Report of the Ministry of Labour and Employment21 (2007-2008), there are more than 687,632 disabled people on the live register of 81 Employment Exchanges and Special Cells of the country, waiting to avail government jobs. Apart from these there are thousands others, who are either underemployed, or do not have information about these employment exchanges, or find them unapproachable in terms of access, language, attitudes, and so on. Many others are registered with private placement agencies. However, information about their placement rates, their role and so on remains largely unavailable.

It is widespread knowledge that disabled employees are often paid lesser than their colleagues. When given, jobs seldom fit their qualifications. They get jobs lower than their qualification, experience and skill. Many times, they are given lesser responsibility and denied promotions. Just to give an example, the India Centre for Human Rights and Law (ICHRL) conducted a survey of 315 blind hawkers and 49 blind beggars at railway stations in Greater Mumbai in 2003.

The literacy rates are low among children of all categories of disability,and more so for children with visual, multiple and intellectual disabilities.Across all persons with disability, illiteracy is 52 percent, versus only 35percent in the general population (The World Bank, 2007)23. As with thegeneral population, there are strong gender differences in educationalattainment among people with disabilities, with disabled female illiteracyrate pegged at 64 percent against disabled male illiteracy of 43 percent.On the brighter side, a large number of disabled children, especially fromthe rural areas, go to ‘regular’ schools for their education. Many childrenare able to complete Class X and XII from the Open School System,which provides an option to study and appear for examinations at one’sown pace. From primary education to higher education, children andyoung adults with disabilities are getting more opportunities foreducation, creating a huge pool of human resource waiting to be tapped inthe job market.

People with different disabilities have different abilities, skills and qualifications. The assumption that only certain people with disabilities can work, or that people with certain disabilities can only work in a sheltered workplace are stereotypes. Other stereotypes include the belief that people with a certain disability can only be good singers, or that people with another disability are best suited to be safe at home. However, given the right training, opportunity and accommodation, almost all persons with disabilities can be productive members of the economy in the country. People with Dyslexia, Autism, Cerebral Palsy, various syndromes, deteriorating conditions, dystrophies, atrophies, critical health conditions, intellectual disabilities, mental illness, leprosy cured, Hemophilia, spinal injuries, Thalassemia, and so on are all employable. Personal motivation, work environment created by colleagues, infrastructure and the accommodations made by the employer can help disabled employees work on an equal footing with others. Though there is a long way to go in accepting disabled people within the workforce, there are many examples across the world that break these stereotypes and has transformed the attitudes of employers and colleagues.

Yes, they can. The modern day technology and enhancements in the field of computer science has enabled persons with visual impairment including low vision and blindness to work on computers. Activities like writing documents, using spreadsheets, making presentations, browsing internet, composing mails are very conveniently performed by people with visual impairment using assistive technologies25, which are easily available in the market. Technological products like screen readers, screen magnifiers, OCR readers, and refreshable Braille displays have empowered persons with visual impairment to be as competent and skilled as their non-disabled counterparts in the workforce.

Yes. By providing the right opportunity, environment and support, matching the skills of people with different disabilities, everyone can be employed. Here are some examples Zamir N Dhale works as Advocacy Officer with Sense International, India office (Delhi). He is a person with deafblindness. He is also the President of UDAAN, a support network for deafblind and multi sensory impaired persons in India. Krishna Narayanan has done graduation in Electrical Engineering and Mathematics at MIT, US. He uses a computer to communicate. He has authored two best selling books, one on Autism and the other being a romantic novel. He is a person with Autism. G J Siddharth is an officer with ABN Amro Bank, Chennai. He is MA in Economics and has cleared the Banks Certified Documentary Credit Specialist Examination. He has Cerebral Palsy. Achyutanal Guha has Diplomas in TV repairing & electrical wiring and Multimedia applications. He looks after Accounts & Administration at Action for Autism. He has Autism. Sharmila Divatia is Programme Manager Software Quality with Essar Technology Limited. She has Masters Degrees in Mathematics and Business Administration. She has Cerebral Palsy.

Prior to the enactment of the laws for disabled people, persons with disabilities could access the constitutional guarantees provided by the Constitution of India, though it did not directly address persons with disability as a category. It is important to remember that the provisions of the Constitution of India apply uniformly to persons with disability as well as to persons without disability.

India has passed four laws that specifically address persons with disabilities. • The Persons with Disabilities (Equal Opportunities, Protection of Rights and Full Participation) Act, 1995 • The National Trust for the Welfare of Persons with Autism, Cerebral Palsy, Mental Retardation and Multiple Disabilities Act, 1999 • The Mental Health Act, 1987 • The Rehabilitation Council of India Act, 1992 The Persons with Disabilities Act, 1995, specifically mentions employment of disabled people in its chapter on Employment, Sections 32 to 41. Section 41 mentions the incentives to employers in public and private sectors. Section 47 speaks of non-discrimination in Government employment.