Also read: people with disabilities, cultural competency, Things Not to Say, buying power, disability, accessibilityBackground
The authors of this piece are from the Institute for Community Inclusion (ICI) at the University of Massachusetts Boston (http://communityinclusion.org/). For over 40 years ICI has offered training, clinical, and employment services, conducted research, and provided assistance to organizations to promote inclusion of people with disabilities in school, work, and community activities. This product was developed through our extensive experience in workplace support strategies for individuals with disabilities, as well as several research opportunities exploring the application of these strategies to other diverse populations.
Introduction
Employers undeniably face a more diverse work force than ever before, both among those that they currently employ and those that they will look to employ in the future. Between age, ethnicity, language, and disability, employers must consider how the face of the American worker is changing:
- It is graying. While many Baby Boomers are approaching retirement-age, not all can or will consider retirement, especially in light of today's economy. Sixty-nine percent of workers over 45 plan to continue working past age 65 . Even those who anticipate retirement may change their plans as the recession marches on and retirement savings dwindle.
- It is becoming more culturally and linguistically diverse. By the middle of this century, over half of the working population will be minorities.
- It is becoming more diverse in terms of disability. Estimates suggest that up to 20% of working age Americans have a disability. And this figure will increase as the working-age population extends beyond age 65 and workers develop age-related health conditions.
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While diversity programs have brought awareness and education into the workplace, diversity managers and administrators are challenged by ensuring their diverse work forces are fully inclusive.
What is inclusion?
- Inclusion is the process of involving and valuing all people in an environment regardless of their differences. Inclusion requires a proactive strategy that reflects a conscious decision to respect individuals by affording them the opportunity to become a valued part of the organization.
- In order for inclusion to occur, the environment that is created must reflect these values and those that promote cohesion, as well as equal physical and social access.
Universal design creates a more accessible work force for all that takes into account the changing needs and preferences of the American worker. Originally developed for architectural access for people with disabilities, universal design now includes access to technology, education, and services for all. Universal design is based on the premise that design that is flexible and adaptable will serve the needs of all users rather than specific populations. Common examples of universal design include closed caption video--originally developed for people who are deaf, now used in bars, restaurants, and gyms--and curb cuts for wheelchair users, now enjoyed by parents with strollers, cyclists, and skateboarders alike. Universal design in the workplace extends this concept to ensure that policies and practices meet the needs of all. It helps everyone--regardless of ethnicity, age, disability, language, or literacy levels--get their work done better and more efficiently.
Through consideration of the following universally-designed solutions, diversity managers and administrators can make sure diversity and inclusion go hand-in-hand. The following solutions are offered across five key workplace components:
Workplace area #1: Organizational culture
Definition: The organizational culture is pervasive throughout all elements of the workplace and frequently drives the decision making process. Culture can be formal in the mission and vision of the organization or informal, shaped by the personalities and expectations understood within the organization. It is necessary to ensure your culture aligns with your organization's goals, creating long-term sustainability.
Solutions for creating a universally designed organizational culture:
- Design recruitment strategies that demonstrate organizational values, including commitment to diversity and inclusion.
- Afford supervisors flexibility in customizing job responsibilities to meet their department and supervisee's needs.
- Focus leadership development on supporting the growth of existing employees by emphasizing hiring and promoting internal staff.
- Establish a clear process of leadership development that all employees understand and have an opportunity to be involved in.
- Create a culture that includes "soft" employee benefits that may involve opportunities for socialization, sponsored recreational events outside of work, morning coffee service, etc.
Workplace area #2: Flexible policies and practices
Definition: A flexible workplace allows your organization to respond to employee needs and changing work environments, without sacrificing efficiency or profitability. Flexibility can cover a broad range of areas including scheduling, work assignments, work space, benefits options and strategic flexibility to respond to a quickly changing market.
Solutions for creating a universally designed, flexible workplace
- Offer flexible holidays or earned time that allow individuals to take time off for holidays/ religious events that are important to their culture and beliefs.
- Adjust employee work schedules based on personal needs (telecommuting, compressed schedules, job-sharing and seasonal employment).
- Adapt employee responsibilities (modified job functions or roles or retrained into new positions) to reflect changing needs and preferences.
- Support employees to identify mentors outside of their immediate work area to help support their professional development.
Workplace area #3: Supervision and management
Definition: Supervision and management is the manner in which employees interact with and receive feedback from senior leaders within the organization. Supervision and management strategies address issues such as employment coaching, managing diverse work styles, effective performance reviews, and training and instruction.
Solutions for creating a universally designed supervision and management structure
- Match new employee with a seasoned peer to help acclimation to the workplace and invest current staff in the process of work force development.
- Support employees to request workplace situations consistent with their individual work styles, (i.e. physical proximity to others with same position.)
- Negotiate job descriptions, function or roles as a regular process in supervision and annual reviews.
- Train supervisors on coaching strategies to encourage the development of their employee.
Workplace area #4: The environment
Definition: Your organization has a broad range of employees and requires a welcoming and accessible environment where individual needs related to comfort, safety and ease of work can be accommodated. This ensures all members of your organization can work at their optimum potential.
Solutions for a universally designed environment
- Develop a company website that conveys an image of universality, diversity, inclusiveness, and flexibility through the use of employee testimonials and/or company photos.
- Design an office layout that takes into consideration each worker's unique needs while promoting maximum efficiency for all workers with a diversity of work styles.
- Provide clear signage to make it easier for staff and customers to navigate the space.
- Establish a clear system and/or a designated person to respond to employee accommodation requests.
- Conduct performance reviews that consider any technology needs a person might have and/or environmental accommodations that might be need to maximize performance.
- Use different training modalities such as classroom-based learning, role playing, on-the-job training, and small team-based learning.
Workplace area #5: Communication mechanisms
Definition: The format in which information is shared throughout the organization is becoming increasingly important.
Communication occurs throughout all levels of the organization and includes peer-to-peer, front-line workers, and leaders.
Solutions for creating universally designed communication
- Clearly communicate expectations and responsibilities to new employees through detailed job descriptions, orientation meetings with managers, and ongoing discussions during supervision meetings.
- Instill employees with a sense of value and importance within the organization and understand the relationship between the individual successes of workers and the overall success of the organization.
- Foster mutual respect and openness to learning from supervisors, subordinates and/or co-workers.
- Routinely and systematically recognize employee achievements.
- Allow employees the opportunity to identify the types of rewards and recognition that best serves as incentives to them.
The benefits of a universally designed workplace
Workplace area | Benefits |
Organizational culture | - Staff consistently understands the mission, values and goals of the organization.
- Employees have a vested interest in developing resolutions to company challenges.
|
Flexible policies and practices | - Flexibility reduces the disruption of events such as child's illness or an employee's health concern.
- Flexible staff hours can result in being available to customers outside of non- traditional hours and ultimately greater customer satisfaction.
|
Supervision and management | - Supervisors are empowered to manage their staff and/or teams in the most effective manner.
- Empowering staff to make certain decisions without needing prior approval can result in greater organizational efficiency and customer service.
|
The environment | - Properly structured workplaces result in reductions in stress-related health issues.
- Ergonomics and proactive accommodations such as "lift teams" reduce physical injuries and workmen's compensation claims.
|
Communication | - Increased efficiency when communications are clear and communication is valued.
- Problems are dealt with before they disrupt production, and everyone understands expectations.
|
Conclusion
As the work force evolves, employers need to be innovative and proactive in recruiting and retaining a quality work force. The development of universally designed workplaces in terms of physical space, operational policies and practices has the potential for increased productivity and efficiency, greater morale, and improved access to employment for all.
For more information, please contact Sheila Fesko, PhD at 617.287.4365 (voice); 617.287.4350 (TTY) or e-mail at Sheila.fesko@umb.edu.
AARP research report, "Staying Ahead of the Curve," Sept. 23, 2002
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