| Disability - The Red Flag!Disability - What Do We | | | | purpose is to highlight what you can do, without |
| Mean?The term "disability" is widely, and loosely used, | | | | seeding doubts about competence. Obviously it is |
| to cover a range of functional impairments, injuries or | | | | important that any assertions you make about your |
| loss of function. Some disabilities (such as | | | | abilities and experience are honest and can be |
| short-sightedness) are quite socially acceptable and | | | | supported by evidence.It is likely you will need to |
| provide no barriers to social interaction, services or | | | | discuss your disability related needs if selected for |
| employment. Other disabilities, such as mild hearing | | | | interview. This could be in the context of having |
| loss, are not apparent to others and can be managed | | | | access to, or bringing in specific equipment, physical |
| with a minimum of difficulty.Unfortunately the word | | | | access requirements or the format of the interview |
| disability suggests high dependence and a lack of | | | | itself. An open discussion with the employer is |
| competence in the minds of some. Underlying | | | | appropriate here, but remember to emphasise what |
| prejudice often focuses on the "difference", rather | | | | you can bring to the organisation. Make it clear that |
| than the abilities and capacities of those affected by | | | | the issue of disability is a secondary consideration. At |
| a disability. Employers reflect the range of beliefs and | | | | this stage you have already gained the advantage of |
| prejudices evident in the wider community.When it | | | | having been assessed at a preliminary level as a |
| comes to accessing services and work opportunities, | | | | potential candidate on the basis of your merits.The |
| perceptions about disability are as important as the | | | | employer will no doubt be interested at this stage in |
| disability itself.Legislative IssuesLegislation in many | | | | what "reasonable adjustments" will need to be made |
| jurisdictions seeks to prevent direct or indirect | | | | in an ongoing way if you were the successful |
| discrimination on the basis of disability, often with | | | | candidate. If these adjustments really are low level in |
| reference to a range of prescribed disabilities.For | | | | nature, take the opportunity to have the |
| example, Australia has a range of Commonwealth | | | | conversation at this point. Otherwise, you might |
| and State legislation that addresses discrimination on | | | | choose to respond with a statement such as "I'm |
| the basis of disability. Some of this legislation is | | | | really pleased to have this opportunity to attend an |
| framed as Equal Opportunity (EO) legislation which | | | | interview. I'd be happy to have a more detailed |
| identifies many kinds of discrimination, whilst other | | | | discussion about my specific needs at interview". |
| legislation is very specific to disability (e.g. | | | | Interviews are often conducted by a panel rather |
| Commonwealth Disability Discrimination Act 1992).The | | | | than an individual, and this approach allows you to |
| Disability Discrimination Act requires employers to | | | | have direct access to all those involved in making the |
| make "reasonable adjustments" for people with a | | | | selection decision. The interview will also give the |
| disability, who in all other respects are competent and | | | | employer or selection panel the chance to meet you |
| qualified to undertake the work. The definition of | | | | and deal with you as a person, rather than as a |
| "reasonable adjustments" is somewhat unclear, but | | | | name on paper.Managing Selection OutcomesIf |
| the intention is very clear that employers are required | | | | selected for the position, WELL DONE! |
| to recruit candidates on merit.Such legislation provides | | | | If not, seek feedback as to:- the reasons you were |
| a framework for the individual to assert their right to | | | | not selected, and- what you might do to address any |
| access services and employment, although the | | | | professional deficits dentified in the selection |
| practicalities of asserting these rights can make it a | | | | process.Ideally, feedback should be freely available to |
| major challenge.Disability and the | | | | any candidate.You may feel that the feedback |
| WorkplaceIncreasingly, organisations are recognising a | | | | provides adequate and appropriate explanation about |
| social and moral responsibility to remove | | | | the selection decision and use the feedback to |
| discriminatory practices with regard to a number of | | | | strengthen your career planning strategies.However, |
| issues. This is true of disability. There is a growing | | | | feedback may strongly suggest to you that your |
| recognition that a healthy work place is one that | | | | disability has unfairly influenced the outcome. You |
| encompasses diversity and capitalises on the ability of | | | | may have recourse to lodging a grievance with the |
| staff.Many organisations, and the people in them, are | | | | organisation itself (e.g. with Human Resources) or |
| committed to removing discriminatory practices. It is | | | | externally (an EO Commission or other authority with |
| more common to see themes such as "Celebrating | | | | delegation to arbitrate in these matters).There is a |
| Difference" or "Managing Diversity" being promoted | | | | natural reluctance to "stir the pot" and perhaps suffer |
| within organisations.For people living with a disability | | | | further exclusion as a result. However, it might be |
| these are encouraging signs that the door may not | | | | more useful to operate on the basis that you have |
| always be politely, but firmly slammed in their | | | | nothing to lose by confronting unfair decisions, and |
| faces.The Candidate's DilemmaYou have identified a | | | | hold organisations accountable for inappropriate |
| position of interest and intend to apply. When should | | | | decisions. If there is a Commission or relevant |
| you let the employer know of your disability?The | | | | authority in your jurisdiction, a confidential chat with |
| first question to ask is whether you have the | | | | an adviser may be helpful in determining your course |
| competence and qualifications to undertake the work. | | | | of action.Lewis Stratton has over 20 years |
| This is the starting point for any candidate. The main, | | | | experience in senior and executive management roles |
| and legitimate interest of an employer is whether a | | | | in both the community and government sector. With |
| candidate has the capacity to undertake the role | | | | extensive experience in a range of HR functions, |
| successfully.Typically, your next task is to prepare | | | | Lewis also owns Progress Enterprise ( which provides |
| your application, consisting of your Resume or | | | | a range of excellent resources for job seekers. |
| Curriculum Vitae (CV) accompanied by the covering | | | | These include "Write Yourself A Job!"an ebook |
| letter, and in many instances specific responses to | | | | showing how to develop an effective Resume or CV |
| the selection criteria provided by the employer. Your | | | | and a suite of highly professional Resume and CV |
| application package may not be the best way to | | | | templates. |
| share information about any specific disability. Its | | | | |