March 2011 JTPR Workplace Connection 1

Supervising People with DisabilitiesHint – It Really Isn’t Very Different than Anyone Else

Supervising people with disabilities reallyisn’t very different from supervising some-one who is not disabled. The basic idea is

to treat people with disabilities the same as thosewho do not have an impairment.

Like any new employee, people with disabilitiesshould be made to feel a part of the company.Managers, supervisors, and/or co-workers may needto be made aware of disabilities if they have not hadany experience in working with this population.

For example, the manager or supervisor mayneed to obtain – or provide – training on betterunderstanding disabilities. This could include, forinstance, training on dealing with seizures if anemployee with epilepsy is hired, or learning howto best communicate with an employee who ishearing impaired.

Strategies for Supervision

Explain beginning expectations. Tell theemployee what will be expected of him/her.Reassure the person that everyone has some appre-hension about starting a new job, and that you areready to make accommodations when necessary.However, while it’s important to take an interest inthe person with a disability (which is hopefully thecase with all workers), remind the person thathe/she is there to work. Be patient and encourag-ing, but do not become “overly friendly” or “over-ly helpful” just because the person has a disability.

Arrange regular meeting times. Explain thatthis time is set aside to give both of you theopportunity to plan together and to practice anywork skills that need reinforcing. Successes andany necessary modifications in tasks and behav-iors can be discussed. These types of meetingsoffer a less-threatening atmosphere for evaluationthan conferences called when problems arise.

Welcoming Techniques when Starting a Job

People with disabilities often suffer from lowself-esteem, which may make them feel unsure ofthemselves on the job. The following techniquescan help a person with a disability get past thisinitial apprehension, which is also not uncommonin the general population.

Welcome the new employee by introducinghim or her in a company news bulletin.

Introduce the new employee to staff, employ-ees, clients or others in the work environment.

Give the new hire a list of names of otheremployees, clients, or others with whom he orshe will be working.

Meet the individual’s basic needs: designatea place to put personal belongings; point outrestroom and eating facilities; and include him orher in lunch with other staff whenever possible.

Explain workplace rules, and clarify proce-dures for absence, tardiness, and emergencies.Provide a written list as well.

Post any pertinent routines or schedules. Give the new employee a list of specific

job responsibilities. Post the list in a place thatis easily accessible.

Take the new employee on a tour, makingsure to point out the location of supplies that theperson may be required to use on the job.

Ongoing Supervisory Techniques

Limit directions until you see evidence thatthe person can function with greater autonomy.Have the individual repeat directions to be surethat he or she understands.

Encourage the individual to ask questionsto clarify tasks or for other information.

Urge the person to tell you when a job is

WORKPLACEConnection This insert is designedto share with employersto educate them aboutemployment for workerswith disabilities.

2 JTPR Workplace Connection March 2011

Readiness to be flexible about expectationsand job tasks; and

Ability to respect others for their strengthsand weaknesses.

Management Tips in Supporting the Supervisor

Interpret the needs specific to the particulartrainee or employee.

Identify the new hire’s strengths andweaknesses.

Help set realistic goals. Give specific information about techniques

that work in specific situations. Set up regular meetings or phone contact

with the supervisor to discuss progress andstrategies for helping the employee.

Be available for feedback so that you canget perspective from both supervisor andemployee when issues arise.

Establish times for observing the worker onthe job.

Schedule three-way meetings in which thereis self-evaluation from the employee as well asfeedback from the manager and supervisor.

SummaryKeep in mind that disabilities have varying

degrees of severity. Many individuals with cog-nitive disabilities live in their own apartmentsand drive their own cars. Many people withphysical disabilities may use a wheelchair formobility reasons, but are perfectly able to hear,speak, and think. Treat each person with a dis-ability as an individual. Let the person know thatyou respect his/her privacy, but you need tounderstand his/her needs in order to help him/herbecome a productive employee.

Finally, people with disabilities should have thesame opportunities as co-workers who are not dis-abled when it comes to promotions, awards,assignments, and participation in special programs.Remember, disability does NOT equal inability.

Sources: Equal Employment Opportunity Commission;“Guidelines for Supervising Employees with LearningDisabilities, a Manual for Employers,” Lesley University;and Paul Selby, Magic Wand Solutions.

difficult, when he or she is uncomfortable about ajob expectation, and/or when there is a problemwith co-workers.

As with any employee, give immediate feed-back as problems arise. Avoid letting minorissues escalate into major problems. Try to startwith a positive statement first.

Remember to praise improvements in per-formance or behavior.

Keep expectations realistic. Periodicallyremind yourself to re-assess expectations. Becareful about underestimating – as well as over-estimating abilities.

Do some “detective work” to determine thecause of a problem. Was it a behavior generallyattributed to someone with this specific disability?Were expectations too high – or too low? Haveyou, as a supervisor, lost patience or perspective?

Be patient. People with disabilities oftenneed repetition and time to process information.

Whenever possible, anticipate and preparethe person for changes likely to occur in routinesor schedules.

Include individuals with learning disabili-ties in meetings even if you think that they maynot comprehend everything being said. Similarly,invite them to social events so that they feel likea part of the organization.

Show an interest in the individual’s person-al life, but be cautious about getting tooinvolved. A friendly interest is enough. Manypeople with disabilities are “hungry” for personalrelationships and are not aware of appropriateboundaries. You may have to set limits.

Set a tone of respect by modeling behaviortoward all employees that clearly sends the mes-sage of the value you place on each person in theorganization. Make it clear that unkind behavioris not acceptable.

Traits of Supervisors Successful at Workingwith Employees with Disabilities

Willingness to invest extra time, patience,and energy to understand and respond to theneeds of the individual;

Desire to learn techniques that will help theemployee function more effectively;

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