Section 5: Case Study
In this section we:
- practice applying what we've learned on a "life-like" scenario.
I. Process
We will work in the same small teams of 6-8 people that we have been working
with in previous exercises.
After reading the assigned case study, small groups will discuss the case.
The purpose of the discussion in the small groups is to outline the first few
steps you would take to address this situation, if you were faced with it. The
plan may need to take into account the different needs of:
- the person needing accommodation;
- the manager;
- the co-workers who will be affected by changes;
- the union;
- the human resource or other experts that may be involved.
Also think about who you would involve at each step, and what key things
you'd to pay the most attention to in this scenario.
After 20 minutes of small group work, we'll ask one of your group to report
briefly on the conclusions of your discussion and what led you to these
conclusions.
Reports must be limited to a maximum of 2 minutes.
Case Study #1: For General Audiences: Peter
Your Accommodation Advisory Team has been asked to give direction to the
manager in this scenario.
In the last two years there have been many changes in the work unit. The
Directorate has been restructured and this has changed the job functions from
pre-planned "in person" meetings and written communications with
colleagues and clients to a reliance on telephone and verbal communications.
There have been three managers in the last two years, the newest manager
arriving four months ago and having a clear priority of productivity. Due to the
rapid changes going on, the newest manager relies on quick staff meetings to
discuss the immediate priorities and work assignments.
One of the employees, Peter, is very intelligent and creative and has been
part of the unit for 10 years. Peter has a learning disability that causes him
difficulty in processing what he hears. He cannot understand and remember
lengthy or complex verbal instructions. Peter has never disclosed his disability
or unique needs, fearing that he would be treated differently and may have fewer
opportunities if the managers and co-workers knew. Instead, he has found ways of
compensating for his disability, such as being very attentive to non-verbal
signals and ensuring written follow-ups on all interactions. His performance has
been good until just recently. Lately Peter is not completing his assignments,
as if he does not understand what decisions were discussed and agreed upon and
what his responsibilities are.
This has caused some problems. He has given out confusing and conflicting
information to the clients, resulting in client calls to the manager and other
employees for clarification. Peter isn't getting his projects done on time, and
co-workers who are relying on Peter's work to be done before they can complete
their own, are getting behind. As well, his productivity has gone down, causing
the manager to ask other employees to help out on Peter's workload to keep up
the unit productivity, even if it means overtime.
Peter's co-workers didn't seem to mind helping out for a while, but it has
persisted for almost three months and a few are beginning to talk about unfair
workloads and that "not everyone is pulling their weight". One
employee even complained to the manager, and when nothing changed, he brought up
the issue of workloads to their union rep.
Team instructions are on the previous page in your Manual.
Case Study #2: For HR Audiences: Selection Process
Due to imminent retirements in the management level of your Department, the
Director is planning for a large closed competition to identify suitable
candidates for the management positions amongst current federal employees in
your Region. She has asked your team to assist the Selection Committee by giving
advice to ensure that all candidates who need accommodation for disabilities are
accommodated throughout the process.
- What must the Selection Committee do or not do to meet the new policy
requirements on accommodation?
- What are the areas or steps in the process that need the most attention?
Optional (time permitting):
- What gets overlooked most easily or is most likely to occur as a surprise?
- What signals will tell you the surprise is happening? How might these be
handled?
- Who else needs to be involved to make this work well, and when and how
would you involve them?
Manager's Handbook CHAPTER
FIVE: EMPLOYMENT EQUITY; and the Personnel Psychology Centre (PPC) of the
PSC "Guidelines for Assessing Persons with Disabilities," for details
and additional ideas on the accommodation process http://www.psc-cfp.gc.ca/ppc/disability/chap_1_e.htm
Also see CHRC Publications, A Place For All - A Guide to Creating an
Inclusive Workplace; and A Guide to Screening and Selection in Employment http://www.chrc-ccdp.ca/discrimination/place_for_all-en.asp
Case Study #3: For IT Audiences: Adaptive Technologies
The Deputy Head is planning to upgrade the IT system in order to support
modernization of government initiatives.
Your team has been assembled to ensure that all technology and services
purchased by the organization are accessible to people with visual impairments,
or can be made accessible through the use of some adaptive technology within
reasonable expense.
- What criteria, requirements or prerequisites need to be added to
contracting documents to ensure that the purchases will be maximally
accessible?
- What questions need to be asked of a supplier to ensure the mainstream
products you are buying off the shelf will be useable by employees with
disabilities?
- What steps in the systems development and testing process need particular
attention?
- Who needs to be involved in this process, and how and when would you
involve them?
For more information, see web sites for Assistive Devices Industry Office,
Industry Canada http://www.at-links.gc.ca/as/
;
Environment Canada Adaptive Computer Technology (ACT) Centre www.ec.gc.ca/act-tia/;
The Canadian Council on Rehabilitation and Work http://www.workink.com
; and The Job Accommodation Service 1-800-664-0925. Email: jasinfo@ccrw.org
Case Study #4: For Materiel Management Audiences:
You are an advisory team to your Director on Workplace Accommodation.
An employee in the Directorate, Deborah, has had a recent injury. This has
resulted in a physical disability that now causes her to use a wheelchair for
mobility. Her work requires frequent photocopying of documents, usually ranging
between 3-25 pages.
The photocopier for the office is kept in a small room at the other end of
the office from Deborah's desk. The room is not accessible to a wheelchair. It
is frequently used by all employees.
How would you go about assessing the workplace environment in this situation?
What key questions do you need answers to?
Who would you involve, and when, and how?
What would determine if this accommodation is for Deborah alone or one that
would be for the entire unit?
For more information, see web sites for Assistive Devices Industry Office,
Industry Canada http://www.at-links.gc.ca/as/
;
The Canadian Council on Rehabilitation and Work http://www.workink.com
; and
The Job Accommodation Service 1-800-664-0925. Email: jasinfo@ccrw.orgAlso
see Adaptive Environments (USA) http://www.adaptenv.org/
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