DiM & DaM MANUAL
Understanding and Managing
Diversity & Disability
Vienna, February 2010
Created by Management Consultancy Tschare, Vienna, Austria
1
Table of Contents
1 PART I - DIVERSITY MANAGEMENT ..................................................................................... 3
1.1 DIVERSITY ..................................................................................................................................... 3
1.1.1 FOUR LAYERS OF DIVERSITY (SEE GARDENSWARTZ & ROWE) ................................................. 4
1.1.2 FOUR KINDS OF DIVERSITY (SEE ED HUBBARD) ......................................................................... 6
1.2 DIVERSITY MANAGEMENT ........................................................................................................... 6
1.2.1 ORGANISATION ............................................................................................................................ 6
1.3 DIVERSITY WITHIN ORGANISATIONS ........................................................................................ 10
1.3.1 CHANGE MANAGEMENT PROCESS ............................................................................................ 10
1.4 PRACTICAL EXAMPLE – THE DIVERSITY SCORE CARD (DSC) ............................................... 11
1.4.1 THE DIVERSITY SCORE CARD BY EDUARD E. HUBBARD .......................................................... 12
1.4.2 BUILDING A DIVERSITY SCORE CARD ....................................................................................... 13
1.4.3 EFFECT OF DIVERSITY MANAGEMENT IN ORGANISATIONS: EXAMPLES .................................. 15
2 LINKS AND LITERATURE ON DIVERSITY MANAGEMENT .......................................... 16
2.1 LINKS ........................................................................................................................................... 16
2.2 LITERATURE ................................................................................................................................ 16
3 PART II - DISABILITY MANAGEMENT (DAM) ................................................................... 17
3.1 FOREWORD PART II .................................................................................................................... 17
3.1.1 DISABILITY AND DIVERSITY...................................................................................................... 17
3.2 DEFINING DISABILITY ................................................................................................................ 18
3.2.1 SUMMARY OF DEFINITIONS ....................................................................................................... 19
3.3 DISABILITY MANAGEMENT WITHIN ORGANISATIONS ............................................................. 20
3.3.1 DEFINING THE TERM ‘DISABILITY MANAGEMENT’ .................................................................. 20
3.3.2 INTEGRATION, INCLUSION AND ACCESSIBILITY........................................................................ 22
3.3.3 IMPLEMENTING DISABILITY MANAGEMENT ............................................................................. 23
3.3.4 IMPLEMENTING ACCESSIBILITY AT THE ORGANISATION .......................................................... 25
3.3.5 ACCESSIBILITY CHECKLIST ....................................................................................................... 28
3.3.6 HIRING PEOPLE WITH DISABILITIES .......................................................................................... 31
4 LINKS AND LITERATURE DISABILITY MANAGEMENT ................................................ 32
4.1 LINK LIST .................................................................................................................................... 32
4.2 LITERATURE ................................................................................................................................ 33
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1 PART I - DIVERSITY MANAGEMENT
1.1 DIVERSITY
plurality
difference
unity
similarity individuality
Source: Nadja Schefzig
Diversity is the English expression for variety. But diversity has also become a special
terminology that is used within an organisational and economic concept called Diversity
Management.
The word “diversity” in this concept refers to the differences and similarities of people within
and around organisations: that are businesses, enterprises, small, medium or large units within
commercial or non-profit areas, institutions in the private and public sector, political parties,
unions or universities. So, diversity can be applied to all kinds of organisations where people
are employed, where clients and customers are offered products and services, or where people
are involved as stakeholders.
“Diversity can be defined as a collective mixture characterized by
differences and similarities that are applied in pursuit of organisational
objectives.” (Thomas, 1996, 1999)
3
Talking about diversity also means to talk about “everything”. Diversity is always there - it is
everywhere. So how can we capture diversity? How can we identify that kind of diversity,
which is relevant for the success of our business case, for our organisation or project? I
introduce to you now two attempts to structure diversity.
1.1.1 FOUR LAYERS OF DIVERSITY (SEE GARDENSWARTZ & ROWE )
Lee Gardenswartz and Anita Rowe, two well-known Diversity Management pioneers,
developed the below shown structure of Diversity. They identified four layers of diversity.
graphic: www.univie.ac.at/diversity
1. Personality
The very inner circle is called personality, because it means the non-interchangeable way an
individual person thinks and behaves. Personality is the result of a mixture of individuality
and personal history.
2. “Internal Dimension” or “Core Dimension”
This “dimension” describes personal characteristics or “group”-identities, which strongly
form an individual and it’s position in society and on the labour market and cannot easily be
changed. This “Core Dimension” comprises also those aspects of diversity that are very often
objectives of Diversity Measures and Diversity Trainings - dimensions, which are often
objectives of anti-discrimination laws, such as:

Gender
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





Nationality and Ethnicity
Social Class Background
Sexual Orientation
Age
Mental and Physical Capability
Religion / Worldview
3. External dimensions
These are characteristics that can be changed more easily or can even be (more or less) chosen
by an individual. For some of these characteristics it might not always be completely clear,
whether they belong to the internal or external layer, which sometimes depends on the
cultural or legal frame. For this reason, for example “religion” is mentioned in both
dimensions, depending on the cultural context where changing one’s religion in one country
might lead to heavy prosecution, while in another country it would not be more than
a bureaucratic act. Therefore, Gardenswartz and Rowes model of the four layers of diversity
is often adopted differently in different countries or continents. The external dimension
includes:










Geographic Location
Income
Personal Habits
Recreational Habits
Religion/ Worldview
Educational Background
Work Experience
Appearance
Parental Status
Marital Status
4. Organisational dimensions
The characteristics of this layer are defined by corporate or institutional affiliation, such as:







Functional Level / Classification
Work Content / Field
Research Interests / Field of Study
Faculty / Centre / Department / Branch of Study / Services and Facilities
Work Location / Study Location
Type of Employment
Duration of Employment / Duration of Study
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1.1.2 FOUR KINDS OF DIVERSITY (SEE ED HUBBARD)
On an organisational, level Eduard Hubbard suggests differing between four kinds of
diversity:
1. Workforce Diversity
is related to the employees of an organisation, i.e. gender, race, ethnicity, religion, sexual
orientation, physical ability, age, family status, economic background and status, geographical
background and status.
2. Behavioural Diversity
relates to individual behaviour, such as work-style, personal values, ways of communication,
attitudes or expectations.
3. Structural Diversity
relates to hierarchy and structures within the organisation, between its departments, branches,
its business partners or stakeholder-organisations. The need of more team- and project-based
organisations, to higher flexibility, less layered and more multi- and cross-functional
structures, means that principles of diversity shall absolutely be adopted in the structural setup of businesses.
4. Business and Global Diversity
relates to globalization of businesses, to the diversification of products and services, to rapid
changes in demographics or to new governmental frameworks like the enlargement of the
European Community that changed market conditions essentially. Commercial organisations
as well as public or non-profit organisations need to adopt to these various forms of global
market conditions by preparing their business for the challenges and chances of diversity.
1.2 DIVERSITY MANAGEMENT
1.2.1 ORGANISATION
Diversity Management is applied to enterprises and organisations. Diversity Management is a
structured, medium-term change management process within organisations. It shall create an
organisation that develops and profits from a diversity orientated organisational structure and
culture.
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1.2.1.1 Goals and Objectives of Diversity Management
 High performance organisation in which every individual can perform to his/her
potential
 To renew corporate culture
 To update an organisation‘s mission statement - and its vision
 To raise the overall benchmark for the workforce, and increase their team spirit and
productivity
 To optimize client and customer satisfaction
1.2.1.2 Benefits of Diversity Management 1
 Maintaining and increasing market share
 Reducing costs
 Increasing productivity
 Improving the quality of management
 Avoiding potential legal issues
 Easy entrance to a changing market situation
 Large scale business transformation
 High quality customer service
 To give power to work-force
 Alliances with suppliers and customers
 Uninterrupted learning process
Diversity is beneficial to both associates and employers. Although associates are
interdependent in the workplace, respecting individual differences can increase productivity.
Diversity in the workplace can reduce lawsuits and increase marketing opportunities,
recruitment, creativity, and business image (Esty, et al., 1995). In an era when flexibility and
creativity are keys to competitiveness, diversity is critical for an organisation's success. Also,
the consequences (loss of time and money) should not be overlooked2.
1.2.1.3 Challenges
These are some challenges that you might envision during the implementation process of
Diversity Management.





Little/No awareness of the necessity of Diversity Management
A lack of strategies for implementation
A lack of clear responsibilities and competencies
A lack of perceived/perceivable differences
Stereotypes/prejudices
1.2.1.4 Organisational Culture
Diversity Management is the sum of all measures that are to be taken in
order to put into practice a complete change of organisational cultures in
which „pluralism“ and „difference“ are recognized, appreciated and
used as a positive contribution to the success of an enterprise.
(Aretz/Hansen 2002)
1
2
http://www.indianmba.com/Faculty_Column/FC578/fc578.html
http://edis.ifas.ufl.edu/hr022
7
Diversity Management changes the organisation’s perspective into respectful and open
organisational cultures.
These organisations try to benefit from the plurality of their staff and clientele. Six coredimensions – or groups of people – are the focus of contemporary Diversity Management.
These are:






People with handicaps / people with (dis-)abilities / chronic diseases
People of different ages: especially older and younger people who often are
marginalized on the job-market
People of different gender: men, women, transgenders
People of different private life-styles, for example homo- or heterosexuals, people in
marriage, in a partnership or single people
People with diverse cultural or ethnical back-rounds: migrants or members of ethnical
minorities
People of diverse religious confessions and members of religious minorities
The basic concept of managing diversity accepts that the workforce
consists of a diverse population of people. The diversity consists of
visible and non-visible differences which will include factors such as age,
sex, background, race, disability, personality and work style. It is
founded on the premise that harnessing these differences will create a
productive environment in which everyone feels valued, where their
talents are being fully utilised and in which organisational (company)
goals are met.
(Kandola & Fullerton, 1998)
1.2.1.5 People
Diversity Management is based on the diversity of people. The management of the diversity
of workforce and behavioural diversity of people are therefore crucial topics for a successful
business case.
In all businesses and organisations you might find – if you look close enough – a “natural”
diversity of people and of their behaviour. But Diversity Management deals and manages
diversity in a structured process in order to gain advantages at the market place.
Also, Diversity Management is not an individual’s ethics and it is not a private set of values,
like it might be a religious confession or an individual ethical moral. Behavioural diversity is
always related, effected by and effecting the organisation’s structure and culture.
But of course Diversity Management is carried out by people, is of course also based on their
attitudes, values and convictions. So even though Diversity Management exceeds the
individual within the organisation, it must be accepted and integrated by people. Diversity
Management is about people. Therefore, the Diversity Management process is also a
conscious-raising and value-changing process that also takes advantage of in-house education
like diversity trainings. It is often discussed that Diversity Management is focussing too much
on diversity education but in the beginning of setting up a Diversity Management this is
important.
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1.2.1.6 Law & Politics
Diversity Management is not a political concept but an economical concept that has been
developed and is still developing within a political and legal framework. Diversity
Management was originally shaped in the US and Canadian context where it emerged out of
fierce discrimination laws that claimed high penalties from employers. In Europe, especially
within the socio-economic focus on the European Community (for example the Amsterdam
Treaty), guidelines were developed in order to support the integration of marginalized groups
and to protect their rights within the labour market.
It is important to understand that Diversity Management is not a social, legal or political
concept but that it is co-independent with progressive political, economical and social
societies.
1.2.1.7 History
Diversity Management originally has developed in the US and Canada. Forerunners of
Diversity Management were the civil rights movements in the 1960s, which also took place in
the European context. But in North America – especially because of legal changes in 1974
and 1975 – they led to anti-discrimination laws and affirmative action plans. Employers who
discriminated staff members for instance, regarding their race, ethnicity or gender had to pay
high penalties. Affirmative action plans installed quota-systems in order to establish a diverse
staff. Nevertheless, these systems still had not produced effective long-term solutions, neither
for businesses nor for minority staff members, since they had not been taken serious anymore.
It was argued that these persons were not employed because of their competences but of their
group identity. Human Resources departments were interested in installing competent,
competitive staff members. Soon it became clear that affirmative action plans and antidiscrimination laws did not constitute the best basis for approaching the management of the
prevailing diversity in (labour and customer) markets.
Additionally, in contemporary human resources concepts it became evident that social skills
and social plurality were crucial facts for the creation of innovative and effective teams.
Diversity Management had been implemented by human resources departments already in the
1960s by carrying out diversity trainings as part of personnel development.
Many organisations, communities, military sectors, and higher
education institutions have been conducting some form of diversity
education since the 1960s in the United States. Businesses used
diversity training in the late 1980s and throughout the 90s to
protect against and settle civil rights suits. Many organisations now
assume that diversity education can boost productivity and
innovation in an increasingly diverse work environment.3 (Billy
Vaughn, 2010)
But today’s Diversity Management exceeds the HR-approach by far. Diversity Management
has become a cross-section material and should affect and be integrated into all units of
companies and organisations. Yet, most of the time it is the HR department or the HR
Manager who starts Diversity Management.
Prof. R. Roosevelt Thomas jr. is considered as the founder of diversity management. The
concept of diversity was successfully launched by him in the early nineties. His work was
3
http://diversityofficermagazine.com
9
based on many years of research done by himself and other scientists, and on his experience
from consultancy work in fifteen companies.4
In Europe Diversity Management has already been discussed in the 1990s, at this time a
certain number of German books had already been published on this topic. But only in the
first decade of the Millenium, we can say that Diversity Management has became a relevant
management concept and a more popular wording for European companies and organisations.
There are two certain reasons responsible for the establishment of Diversity Management in
European organisations: first, the globalisation of businesses, and second, the legal framework of the European Community.
1.2.1.8 Relevant laws and guidelines from the European Community
The Charter of Fundamental Rights of the European Union (2007/C 303/01) as well as the
Treaty of Amsterdam, which was signed in 1997 and put into force in 1999, both provided the
legal grounds for European anti-discrimination rights. As a consequence, two important
Directives – the Council Directive 2000/43/EC of 29 June 2000 and the Council Directive
2000/78/EC of 27 November 2000 - were formulated. They implemented the principle that
the European Community “may take appropriate action to combat discrimination based on
sex, racial or ethnic origin, religion or belief, disability, age or sexual orientation.”
(Amsterdam Treaty). Until 2004 all members of the European Community were to integrate
the anti-discrimination rights into their national law.
1.3 DIVERSITY WITHIN ORGANISATIONS
Diversity Management is an instrument of corporate governance,
which compasses the sum of measures that make it possible that
plurality of and in an organisation is recognised, valued and used
as a positive contribution for business success. (Michael Stuber,
2004)
Understanding diversity and Diversity Management by decision-makers and managers is a
crucial condition for the successful implementation of Diversity Management. Effective
managers are aware that certain skills are necessary for creating a successful, diverse
workforce.5 First, managers must understand discrimination and its consequences. Second,
managers must recognize their own cultural biases and prejudices (Koonce, 2001). Diversity
is not about differences among groups, but rather about differences among individuals. Each
individual is unique and does not represent or speak for a particular group. Finally, managers
must be willing to change the organisation if necessary (Koonce, 2001). Organisations need to
learn how to manage diversity in the workplace to be successful in the future (Flagg, 2002).
1.3.1 CHANGE MANAGEMENT PROCESS
Diversity Management is an elementary and long-term change of organisational culture. The
focus on certain aspects or the start with certain aspects that are connected with the corebusiness is recommended. But the complexity of diversity shall not be reduced otherwise the
benefit of Diversity Management would be wasted.
4
http://www.pro-diversity.net/documentation/An%20introduction%20to%20Diversity%20Management.pdf
5
http://edis.ifas.ufl.edu/hr022
10
It is very important that managing diversity is connected with the core-business. Therefore,
objectives and measures shall be planned carefully and embedded into the general objectives
and visions of the whole business and its surrounding. Only then, the business case will be
successful.
There exists a wide range of aspects of diversity, although not each aspect might be of the
same relevance. Implementation should focus on relevant aspects while, at the same time,
complexity of diversity shall not be reduced. A careful analysis will already give a good basis
for defining reasonable and realizable aims of Diversity, as well as practicable steps of
implementation.
Model of Diversity Management Implementation by Michael Stuber
Business Context
Understanding Diversity
Strategies of Implementation
Mainstreaming
Diversity
Aims
of
Analysis
Implementation
Diversity
Business Case
Source: Michael Stuber
1.4 PRACTICAL EXAMPLE – THE DIVERSITY SCORE CARD (DSC)
The Diversity Score Card is a strategic, process and data related management tool, which
helps an organisation to plan, measure, evaluate and contextualize the Diversity Management
process. In case a company decides to create a Diversity Score Card, it will probably become
the core-piece of planning and measuring the Diversity Management process. The general
strategy of the company, as well as the diversity strategy, its aims, targets, measures and data
are mirrored by the Diversity Score Card.
These are the main functions of the Diversity Score Card
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•
Structure : the DSC brings more structure into the planning and evaluation of the
Diversity Management process (reduced complexity makes it operationalisable and
manageable)
•
Embedding: the DSC links the Diversity Management process with the general aims,
visions and individual needs of the organisation
•
Communication and diversity awareness: the DSC can also become a
communication tool by communicating the steps, difficulties, and success of the
process along its results.
•
Transparency: the DSC allows the individual and organisational diversity process to
become more transparent
•
Evaluation: the DSC is last but not least an effective tool for evaluation. It measures
and controls costs and benefits and controls the implementation schedule.
1.4.1 THE DIVERSITY SCORE CARD BY EDUARD E. HUBBARD6
The “Diversity Score Card” is linked to the name of Ed Hubbard, who published a book on
the topic of the DSC in 2004. Ed Hubbards’ work is still a classic and necessary to read if you
want to set-up a Diversity Score Card yourself or implement it within your company.
Hubbard about the DSC:
The Diversity Score Card' is designed to provide step-by-step
instructions, worksheets and examples to help diversity executives and
managers analyze and track the impact of their diversity initiatives to
mobilize the organisation for strategic culture change.
The primary focus of Diversity Score Card is help the organisation to
highlight their diversity progress, calculate Diversity’s Return-onInvestment (DROI), and rates the overall diversity performance using
effective scorecard indices.
The best Diversity Score Cards will reflect the strategy of the
organisation and link the diversity change initiatives to it. A good test is
whether you can understand the organisation’s strategy and diversity’s
role by looking only at the scorecard. (Hubbard, 2004)
The Diversity Score Card is actually designed along the model of the “traditional” Balanced
Score Card but specified on the Diversity Management process. If your enterprise already
works with a Balanced Score Card it is also possible to integrate aims, measures and metrics
of the Diversity Management process into your already existing Balanced Score Card. Or the
other way round: you start with the Diversity Balanced Score Card focused on the DiMimplementation process in the first place. After the initial Diversity Management project has
been implemented, it is possible to transform the Diversity Score Card into a Balanced Score
Card, of course by keeping the DiM-process mirrored in your BSC.
If a company already uses management tools and has financial and other statistical data
available, it seems very reasonable to use it for the DiM-process and to construct a DSC. If an
6
Eduard E. Hubbard, The Diversity Scorecard, Evaluating the Impact of Diversity on Organisational
Performance, Burlington/USA, 2004
12
organisation does not use or has available any of these instruments, the DiM-process and the
construction of a DSC can become the impulse for strategic planning. In the following, you
will find some reasons for constructing a DSC, please add your reasons:
 Clarify and gain consensus about vision and strategy
 Set Structured, limited and clearly arranged objectives, targets and initiatives
 Build a management team
 Communicate the diversity strategy
 Link reward to achieving strategic objectives using diversity
 Align resources and strategic initiatives
 Contextualize Diversity Management within the company/organisation
 Sustain investment in intellectual and intangible assets
 Provide a foundation for strategic learning
1.4.2 BUILDING A DIVERSITY SCORE CARD
1.4.2.1 Steps & Structure
Unlike the Balanced Score Card designed by Kaplan & Norton, Hubbards’ Diversity Score
Card suggests to start with six perspectives:
 Diverse Customer / Community Partnership: To achieve our vision, how should we
deliver products and services to our diverse customers?
 Workforce Profile: To meet customer needs, what should our workforce reflect?
How will we retain them?
 Diversity Leadership Commitment: To achieve our vision, how will we sustain
leadership accountability for diversity?
 Financial Impact: To succeed financially, how should we appear to our shareholders?
 Workplace Climate / Culture: To motivate our workforce, how will we sustain a
productive, inclusive work climate?
 Learning & Growth: To achieve our vision, how will we sustain our ability to
change and improve?
But also Hubbard recommends that each DSC-Project must be individually designed along
the needs and possibilities of each company. The following graphic shows the DSC-Model by
Hubbard with the above mentioned perspectives and related “questions”:
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Source: The Hubbard & Hubbard, Inc., Http://www.hubbardnhubbardinc.com/diversity_scorecard.htm
1.4.2.2 Value Chain / Strategy map
Hubbard also suggests creating “value chains” and “strategy maps” for diversity activities. A
value chain shows the impact of a diversity activity on the value added.
Example for a value-chain – from Diversity Initiative to Value-Added. Several of these valuechains might be created in the process of constructing a Diversity Score Card.
1.4.2.3 Phases & Steps of Implementation
Eight steps of implementation should be taken in roughly three phases:
Steps:
1.
2.
3.
4.
5.
6.
7.
8.
Defining a business strategy
Formulating a business case for diversity
Creating a value chain / strategic map
Conducting strategic data gathering interviews
Identifying diversity deliverables within the strategic map
Designing the strategic diversity measurement system
Implementing management by measurement
Developing an implementation plan
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1.4.3 EFFECT OF DIVERSITY MANAGEMENT IN ORGANISATIONS: EXAMPLES7
 Vought Aircraft Company – Increased output from 70% to 101% after several
minority replacements, a minority supervisor and some team building
 Ortho Pharmaceuticals – Calculated $500,000 savings from managing diversity due
to lower turnover among minorities
 Avon Corporation – Turned formerly unprofitable inner-city market into among the
most productive U.S. markets by giving Black and Hispanic managers substantial
authority over those markets
 Hoechst Celanese – Changed the polyester textile division from an 18-year money
loser to posting a substantial profit after recruiting an African American director and a
diverse business team
 Suquet Insurance Agency – Received Equitable agency award for overall
effectiveness and profitability with more than a dozen different nationalities
represented in its sales force.
 Toyota Dealership (miami): Integrated cultural awareness through respect, targeted
advertising, bilingual salespeople, and special events to break down barriers. Increased
sales by 400% over six years.
 Inland Steel: Moved people who brought different perspectives (women, age,
Hispanics, blacks) into key positions at Ryerson Coil Processing. Ryerson became
profitable for the first time in its history.
http://techsci.msun.edu/wilke/
BUS%20Courses/BUS%20405/Spring%2005%20Pages/Employment%20Relationship/Discrimination%20and%20Affirmative%20
Action/Diversity%20Management/Diversity%20Management.pdf
7
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2 LINKS AND LITERATURE ON DIVERSITY MANAGEMENT
2.1 LINKS
Biber EQUAL Project on Diversity & Disability Management:
http://www.equal-biber.de/themen/integration.html
Hubbard & Hubbard Inc.
http://www.hubbardnhubbardinc.com/diversity_scorecard.htm
Diversity Project of the University of Vienna
http://www.univie.ac.at/diversity/management.html
International Society for Diversity Management
http://www.idm-diversity.org/eng/dmanagement.html
Gardenswartz & Rowe
http://www.gardenswartzrowe.com/
European Community
www.stop-discrimination.info
2.2 LITERATURE
 Aretz, H.-J./Hansen, K. (2002): Diversity und Diversity Management im Unternehmen
– Eine Analyse aus systemtheoretischer Sicht. Münster.
 Becker, M./Seidel, A. (Hrsg.): Diversity Management: Unternehmens- und
Personalpolitik der Vielfalt, Stuttgart 2006.
 Bendl, R./Hanappi-Egger, E, Hofmann, R. (2006) (Hrsg.): Agenda Diversität: Genderund Diversitätsmanagement in Wissenschaft und Praxis. Hampp. München.
 Flagg, 2002
 Hubbard, E. Edward: The Diversity Score Card, Evaluating the Impact oöf Diversity
on Organisational Performance, Burlington/USA, 2004
 Kandola / Fullerton: Managing the Mosaic, London, 1998
 Kaplan / Norton, Balanced Scorecard: Translating Strategy into Action, Harvard
Business School Press, 1996
 Koonce, Richard: Redefining diversity, in T+D Journal, Vol. 55, page 22-33, 2001
 Flagg, Alex: Managing diverse workgroups successfully. United Behavioral Health
website (members only section), 2002
 Stuber, Michael : Diversity. Das Potenzial von Vielfalt nutzen - den Erfolg durch
Offenheit steigern. Luchterhand 2004. Neuwied
 Thomas, David and Ely, Robin “Making Differences Matter: A New Paradigm for
Managing Diversity”, Harvard Business Review, S. 9-10, (1996):
 Thomas, R. Roosevelt with Woodruff, Marjorie. (1999) Building a House for
Diversity: How a Fable about a Giraffe & an Elephant offers new strategies for
today’s work-force.New York, et.al.: American Management Association, 1999
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3 PART II - DISABILITY MANAGEMENT (DAM)
3.1 FOREWORD PART II
The second part of this reader shall give a general idea about disabilities and a hands-on
introduction to management principles supporting prevention of injuries and integration of
staff with disabilities.
People with disabilities today represent over 15% of the EU population8. Within the
mentioned plurality of people in organisations, people with disabilities still need special
attention from all stakeholders. If the employment of disabled people shall be successful and
result in mutual gain for all parties, an open mind-set and creative management methods can
help along the way.
This part of the manual shall answer questions like: What are disabilities? Why should
companies hire disabled people and how can it be done? What are challenges and advantages
of employing people with disabilities? It should describe economic, political and social
aspects of disabilities within organisations and leave the reader with some practical hints on
how to integrate people with disabilities into the workforce.
This reader addresses not only those already mentioned in the introduction of Part I (see page
4) but also employers hiring people with disabilities, as well as disabled people themselves.
3.1.1 DISABILITY AND DIVERSITY
Within the layers of diversity, capabilities (mental and physical) are part of the six internal
dimensions of personality. This is exactly the way on how this manual will look at
“disability”: as one out of several characteristics that make people unique.
PERSONALITY
MENTAL AND PHYSICAL
CAPABILITY
source: www.univie.ac.at/diversity
edited by Petra Plicka
8 http://ec.europa.eu/health-eu/my_health/people_with_disabilities/ms_se_en.htm
17
People with disabilities in all societies have the same demographic characteristics as people
without disabilities. They may be of any age, social background, nationality and ethnicity,
sexual orientation and gender.
The topic of equal rights for all people is first of all political. Within the European
Community there are strong efforts to create equal opportunities for disabled people. The
European Commission published the following text:
In technical terms, this is called "mainstreaming of disability issues". It means that
disability issues and interests should not be isolated and treated separately, but be
taken further into the 'mainstream', into general provisions, legislation and society
as a whole, so that it recognises the needs, as well as the contribution, of people
with disabilities.
Mainstreaming involves analysing the relevant policy areas from the disability
perspective, understanding the diverse needs of people with disabilities and taking
them into account when developing policy. Various instruments are used to
encourage fully integrated measures which meet the individual needs of people
with disabilities and those of people without disabilities in the same way.
The 2008-2009 DAP focuses on accessibility. The aim is to stimulate inclusive
participation of people with disabilities and to work towards full enjoyment of
fundamental rights. This is done through:

fostering accessibility of the labour market (through flexicurity, supported
employment and working with Public Employment Services);

boosting accessibility of goods, services and infrastructures;

consolidating the Commission's analytical capacity to support accessibility
(through studies, etc.);

facilitating the implementation of the UN Convention;

complementing the Community legislative framework of protection against
discrimination.
See also: http://ec.europa.eu/social/main.jsp?catId=430&langId=en, February 2010
This publication proves that public authorities consider the needs of people with disabilities as
diverse as those of people without disabilities. Disabled members of the community should
not only have access to the labour market but also to goods, services and infrastructure. Thus,
people with disabilities are equal members of society in terms of employees (or even
employers) and consumers. When writing about ‘managing disability’ in organisations, these
are the foci we have to look at.
3.2 DEFINING DISABILITY
There is no ‘one best way’ to define disability, as it is influenced by personal characteristics
as well as environmental factors and barriers. But there is a code of conduct, deriving from
important paradigm changes within the last decades: focusing on people’s capacities,
capabilities and strengths rather than their limitations and weaknesses. This shall be done on a
realistic and pragmatic level, as focusing on strengths does not mean to point disabled people
out as if they were heroes.
Out of the many definitions found in literature and internet, the following graph summarizes
definitions that seem to be most commonly accepted among the group of people with
disabilities:
18
1. Administrative Definitions
Medical Model of Disability
Social Model of Disability
WHO
Impairments
Activity Limitations
Participation
Restrictions
ICF
Body Functions and
Structure
Domains of Activity
and Participation
Environmental
Factors
2. Self-assessed Disability Prevalence
Is the extent to how far people believe that their activities of daily living are
– to some degree – influenced by their health situation.
© Petra Plicka
In terms of disability and workforce one can – first of all – differentiate between:
1.) Administrative definitions, and
2.) Self-assessed disability prevalence.
The latter identifies people’s believe that their activities of daily living are – to some degree –
influenced by their health situation. It includes people suffering from a long-lasting
complaint, illness or disability, which impede carrying out or obtaining a paid job.
Administrative definitions, on the other hand, are based on more or less objective assessment
procedures, focusing on medical elements. (OECD, 2008)
3.2.1 SUMMARY OF DEFINITIONS
An individual may qualify as disabled if he/she has had an impairment in the past
or is seen as disabled based on a personal or group standard or norm. Such
impairments may include physical, sensory, and cognitive or developmental
disabilities. Mental disorders, psychiatric or psychosocial disability and various
types of chronic disease may also be considered qualifying disabilities.
A disability may occur during a person's lifetime or may be present from birth. A
physical impairment is any disability which limits the physical function of limbs or
fine or gross motor ability.
http://en.wikipedia.org/wiki/Disability
After all these definitions, one must admit that – apart from the paradigm change that focuses
on people’s strengths – people living with impairments, activity limitations, and
participation restrictions face difficulties that are not universal. Even though disability
might happen to everyone, we must see that the hurdles and difficulties for those living
permanently with impairments are severe and it is up to societies / countries social
responsibility to detect and remove barriers and make work and life accessible to those being
19
excluded. The level of accessibility and inclusion within a society / country can serve an
indicator of a nation’s social responsibility.
3.3 DISABILITY MANAGEMENT WITHIN ORGANISATIONS
Many good reasons motivate organisations to pay special attention to disability management.
The reasons could be political, legal, social, financial, or ethical.
9
For once, people with disabilities always have been and
always will be part of the labour force (around 15 % of the
working age population reports moderate to severe disabilities).
Financially spoken, disability management can help to
decrease costs of short-term disabilities, long-term disabilities,
total permanent disability and workers' compensation costs, as
well as indirect costs like lost productivity, overtime pay,
temporary help, loss of know-how or loss of loyal employees and customers.
Ethical behaviour of organisations become more and more important in today’s societies.
New management concepts like corporate social responsibility (CSR10) are one prove for this
phenomenon. CSR supports companies to monitor and ensure their ethical standards as well
as adherence to law and following international standards. Corporations integrating this
management strategy clearly take responsibility for the impact of their activities on the
environment, consumers, employees, communities, stakeholders and all other members of the
public sphere. Socially responsible organisations proactively promote the public interest by
encouraging community growth and development, and voluntarily eliminate practices that
harm the public sphere, regardless of legality. This type of ethical behaviour includes taking
over responsibility for employees and customers with disabilities.
3.3.1 DEFINING THE TERM ‘DISABILITY MANAGEMENT’
The term ‘disability management’ derives from the Anglo-American area and has actually
become some kind of a standard. In Canada and the U.S., but also in Europe, people are
trained to become certified disability managers. Their job is to help organisations implement
strategies that affect prevention and remediation so as to reduce the costs of disabilities and
illnesses at work.11 But it is also a kind of management principle, based on an organisations
interest to improve competitiveness by watching out for the health, and thus productivity, of
the workforce. Today, integrated disability management programs are run in many large
organisations. To understand the concept it makes sense to look at disability management in
Canada, one of the countries where it was originally developed.
In Canada, disability management is a proactive, employer-centred process that
coordinates the activities of labour, management, insurance carriers, healthcare
providers and vocational rehabilitation professionals for the purpose of minimizing
the impact of injury, disability or disease on a worker's capacity to successfully
perform his or her job.
(Blake, 2000)
9
http://www.arbeiterkammer.at/online/beschaeftigungs-pflicht-22929.html
http://en.wikipedia.org/wiki/Corporate_social_responsibility
11
http://findarticles.com/p/articles/mi_m1TOS/is_1-2_7/ai_n25102496/
10
20
A good disability management program will limit employee absences, reduce costs and
maintain productivity. It will apply consistent principles and complementary processes to all
disability-related benefits. Combining integrated disability management with prevention
makes the program very effective, if strong organisational commitment is combined with
internal expert resources and supported by professional case management.
Anne Blake mentions several problems related with traditional diversity management
concepts. She states:
Generally, workplace disability management specialists (DMS) use a traditional
medical model based on a narrow definition of disability. There are several reasons
for this.
Insurance companies and workers' compensation boards use a legal or social
definition of disability as a determinant of benefit entitlement. They try to
determine the effect of the impairment on the employee's ability to work. […]. It is
based on the medical model of disability.
It is easiest for DMSs to follow suit. The theory driving this model states that
disease or injury results in a pathophysical problem, and that this problem is the
cause of the disability. Disability is seen as driven entirely by medical impairments.
If there is no severe medical impairment, the employee is not entitled to disability
benefits and should be able to return to work.
The medical model does not explain why two employees with the same diagnosis
and level of impairment could have different levels of disability, or perhaps no
disability at all. It is best used when the medical conditions (illness or injury) are
straightforward. But it can lead to an adversarial approach to disability
management that results in an atmosphere of mutual distrust.
(Blake, 2000)
We believe that managing disabilities should help organisations to employ people who are
disabled, whether they became injured or ill during the job or were hired with impairment in
the first place. If managing disability on a professional level has not yet been part of the
company policy, DMS should serve as a structured, middle- to long-term change management
process within organisations. It shall create organisations that profit from a socially
responsible structure and culture.
This manual clearly focuses on those who were born with or acquired disabilities some time
throughout their lifetime. Even though prevention of accidents and health-related problems of
staff is clearly very important for the productivity of organisations, within this manual we
want to give ideas and instructions to those who want to keep / bring people with longstanding health problems or disability (back) into work.
Definition of Disability Management within this Manual:
Disability Management is a management tool that supports bringing people with longstanding health problems or disability into the work force of a company and or to keep staff
members who have severe health problems that last longer than 6 months.
21
3.3.2 INTEGRATION, INCLUSION AND ACCESSIBILITY
Before we start, let’s take a quick look at three important terms often used in regards of
disability: integration, inclusion and accessibility.
Integration implies that there is someone standing outside the community / organisation that
must be taken in by special effort.
© Petra Plicka
Inclusion believes that variety and diversity are part of the well structured community and
serve everyone. Following the concept of inclusion enlarges the ‘circle of participation’ and
reduces barriers and discrimination in people’s mindset and helps to increase quality of work
and life.
© Petra Plicka
Accessibility means, that there are no barriers at all. Everyone can participate in public, social
and private life. No-one is excluded or locked out.
© Petra Plicka
22
3.3.3 IMPLEMENTING DISABILITY MANAGEMENT
Looking at the figures we now know, about 15 % of an inclusive work force would report a
long standing health problem or disability, like the overall working age population. We also
know that this number might increase in the next decades due to demographic changes taking
place (ageing of the population).
3.3.3.1 Analysis of the Workforce
When it comes to disability management, the first step should be an analysis of the employee
structure, as suggested in the Diversity Score Card.
Facts about the number of people with disabilities within the workforce can be gained on two
levels:
1.) Administrative definitions
The HRM (human resources management) department should usually have a clear picture of
employees with disabilities on the payroll.
 Figures can easily be gathered out of employees’ files without jeopardising anonymity.
 These staff members are usually eligible for social benefits and public funding (depending
on the country’s policies and funding system)

This assessment does not include invisible disabilities.
2.) Self-assessment
Self-assessment will give a more precise and clear picture of the actual situation and include
invisible disabilities. To do so, anonymous research (using questionnaires) is ideal.
Example questions to be integrated in the Diversity Score Card research (based on EU):
Do you have any chronic physical or mental health problem, illness or disability?
If Yes ->
Are you hampered in your daily activities by this chronic physical or mental health
problem, illness or disability?
 Yes, severely
 Yes, to some extent
 No
If Yes ->
What kind of illness or disability limits your daily activities? (multiple answers
possible)
 physical health -> I have a problem with
 mobility (other motoric functions)
 vision
 hearing
 other: ___________________
 chronic disease
 ___________________ (e.g. diabetes)
 mental health problem
 ________________________ (e.g. burn-out, depression)
23
Do you need any kind of support by the company?
 no
 yes
Please explain / give recommendations:
Once the situation of the workforce was assessed, organisations can start to take steps towards
disability management. If one of the results referred to the need for better accessibility, an
accessibility check should be conducted.
3.3.3.2 Accessibility of the Organisation
Accessibility is one of the most important aspects of the inclusion of people with disabilities.
A barrier free environment is the best step towards fulfilling the rights of people with
disabilities to participate in all areas of community life and thus in the workforce.
Accessibility is a very broad term covering all aspects of assuring that disabled people can
participate and have the same choices as non-disabled community members. This includes:
access to transportation; election access; access to water supply and sanitation; technology
access; appropriate sources of communication and media to ensure information; and an
infrastructure that breaks down all physical barriers preventing equal access for disabled
persons as the members of a community. National and European law implies accessibility to
be mandatory, for organisations. For further explanation, accessibility will focus to
1.) Architecture and Design
2.) Information
1.) Architecture and Design
There are laws and regulations defining exactly how (new) buildings must be constructed in
order to assure access for everyone. If organisations want to get a full review of the
accessibility of their buildings, it is essential to bring in national specialists on accessibility, as
this job requires very high competence in personal, legal and technical aspects to do a reliable
accessibility check.
Removing barriers in architecture and design mainly focuses on people with physical
disabilities, especially those with mobility limitations (using wheel chairs or walking-aids) or
sensory impairments (blind and deaf people). A building will be accessible for everyone if the
specific needs of these target groups are fulfilled.
Target groups for accessible architecture and design:
2.) Information
Accessible information is a lot more complex and needs differentiation between the singular
target groups of people with disabilities. Providing accessible information may not open the
organisation to a broader group but will assure the possibility of participation of all members
of society.
24
Examples of accessible information:
Training material for blind employees will will either have to be verbal information
(e.g. personal training, handing out audio CDs, etc.) or written in braille.
New technologies allow people using hearing aids to receive audio information
directly into their hearing aid by a function called ‘induction coil’ or ‘t-coil’. When
employing a person using hearing aids, it is important to use – e.g. – telephone
systems equipped with optical support and / or t-coil technology.
12
The native language of deaf and hard of hearing people is sign language. Audio
information can not be understood by this target group. In most of the cases, it is not
very helpful to replace spoken by the more complex written information, as reading
capacities of sign language users are somehow limited (sign language follows a different
grammar). When hiring deaf people it is important to provide a lot of visual aids and make
sure that hearing people with sign language competence are around (e.g. hiring an interpreter,
providing sign language videos, teaching other staff sign language).
People with intellectual disabilities, low educational background or language
problems (e.g. deaf people, migrants) will need easy-to-read (ETR) information.
This term has become standardized among the people-first-movement and means to
provide text that has been analysed and worked through by a group of specialists
(people with intellectual disabilities) as many times as necessary in order to make them
understandable for everyone. ETR information will also contain a lot of pictures.
For further information see the platform ‘Inclusion Europe’ http://www.inclusion-europe.org/
Target groups for accessible information:
3.3.4 IMPLEMENTING ACCESSIBILITY AT THE ORGANISATION
Implementing accessibility at an organisation requires 12 steps.
12
http://www.hoergeraete-isma.de/isma/produkte/zubehoer/zub_Tel.php
25
communicate
make
investments 11.
12.
1.
create a
master plan 10.
awareness
2.
commitment
make accessibility part of the
integrated (quality) management
concept and your mission
statement
12 Steps
train
employees
implementing
accessibility
9.
assign
the ‘person of trust’
3.
networking
4. get going
8.
5.
7.
create a ‚welcoming atmosphere‘
6.
focus on strengths
do first things first
based on „Das barrierefreie Museum“ 2007 – p 45
© Petra Plicka
1. Awareness
There has to be awareness about the need for accessibility among owners and / or managers of
an organisation. This awareness could come up after the assessment of the situation within the
work force. It must become clear, that removing barriers is not only a ‘need to have’ but
something that will make (access to) work easier for everyone in the company.
2. Commitment
Accessibility should not be an add-on to company practices but should be fully integrated into
daily routines. Therefore, owners and / or managers have to make accessibility part of an
integrated (quality) management concept and must include the whish for accessibility into the
common mission statement.
3. Networking
Before actually starting the project, it is important to network with disability groups in the
surrounding, helping managers to include those affected by disabilities into the project from
the beginning. This will help to prevent mistakes from the first place and saves a lot of time
and money.
4. Get Going
Don’t worry about problems that have occurred or still might occur in terms of accessibility.
The most important thing you can do is: just get started. Set a clear milestone (e.g. workshop
on management level, presentation to the staff, etc.) that shows “We are now ready to look at
accessibility of our premises”. This is an important signal not only to your employees but also
to the public.
26
5. Focus on Strengths
Mark areas of success. Point out things you already do in terms of accessibility (e.g. ramps at
the back entry that can – for the mean time – be used by wheel chair users, until a better
solution can be found; elevators; clear signs and postings at the hallways; etc.).
6. Do First Things First
Identify areas of change and do things that can be done immediately and with little effort first.
This will show your willingness to implement accessibility.
7. Creating a ‘Welcoming Atmosphere’
Even if you cannot make every area accessible from the first place: make sure, people with
disabilities feel welcome and are being taken care of. The biggest barriers are in the minds of
people.
Practically, the best way to remove barriers in the heads of non-disabled colleagues would be
to implement supportive action, meaning: teach employees on how they can be supportive to
colleagues and customers with certain disabilities. Trainings can usually be held by national
expert groups.
8. Assigning a ‘Person of Trust’
Within the organisation you should have one person representing the suit of disabled
employees and customers. Ideally this should be a person with disabilities.
9. Training Employees
Before starting the big change process (reconstruction work), hold at least one presentation in
front of employees and middle-management, explaining why changes are necessary and how
everyone can contribute.
10. Creating a Master Plan
Only after thoroughly preparing the project, start setting up a master plan on necessary
investments. Determine the areas of reconstruction and / or installation of appliances, collect
comparative offers from suppliers, get information on public funding possibilities and set up a
time frame for reconstruction.
11. Making Investments
Go ahead and make the changes.
12. Communicating
Internal communication: After every implementation of a certain activity (e.g. installing light
signals complimenting sounds – like the door bell – for deaf people) employee training should
take place. The training should not only teach people on why and how to use the newest
installation but should also explain those, not affected by the related impairment important
aspects on working together (e.g. with deaf people). For this purpose we recommend to invite
national specialists.
External communication: Once accessibility has become part of the organisation’s daily
routine, set up a communication strategy following the motto: ‘Do good and talk about it.’
When doing so, make sure to present accessibility being self-evident rather than something
special. If you go public, be aware that you will have disability rights groups and experts
assessing your program. If your activities were not approved by experts in the first place, this
might lead to negative publicity.
27
Another important factor is to keep individual stories of employees with disabilities
confidential, even though it might seem tempting to tell such stories (as they usually sell
better), and even if the employees agree upon publication. Accessibility and inclusion is not
about individual heroes. Not on the side of organisations and not from the part of the
individuals. If you still go public: keep data anonymous.
A very good way of external communication would be to participate at CSR rankings or apply
for (and hopefully win) diversity, CSR, or other prices.
3.3.5 ACCESSIBILITY CHECKLIST
The following shall give an overview on the areas of attention for different types of
disabilities. Please note, that this list is not complete. Detailed checklists on accessibility are
available at the internet but should actually only be used in combination with experts from the
different target groups (who usually have checklists themselves). Therefore, accessibility
checks should always be done together with experts (people with disabilities).
28
DiM & DaM Manual
Type of
Disability
Mobility
13
Architecture and Design
Information
Supportive Action
 one-level-entrance to the premises
 elevators
 no single stairs or steps within the building; if
 For people using wheel chairs: are signs and
 Teach other employees on how to assist





signals at the correct height?
they exist -> ramps must be installed
colleagues with mobility impairments in their
daily life. Example: how to help someone using
a wheel chair to overcome one or two steps;
For all groups of disabled employees:
correct door widths
 Employee training of non-disabled staff together
with employees with disabilities
door-openers
 Person of trust for employees with disabilities
 Mentoring program
 Use external support programs (working
accessible bathrooms
light switches at the correct height
assistance, job coaching, etc.)
Hearing
 Induction System (T-Coil) within the building
for users of hearing devices.
 Visual aids like blinking telephone (hearing
devices) or alarm systems.
 Sufficient lighting of the building, especially at
working areas of the employees.

13
 Written text and pictures wherever possible.
 Deaf and hard of hearing: In the internet, use
graphic supported programs like flash players
and include pictures and videos for
demonstration.
 For the deaf: hire sign language interpreters,
offer sign language courses to hearing
colleagues, provide sign language videos
wherever possible (e.g. in the internet).
 For the deaf: use sign language wherever
possible.
http://icons.anatom5.de/
29
DiM & DaM Manual
Vision
 Big writing and acoustic support wherever
necessary
 Especially for blind people guidelines for
accessible web design come into practice. In
order to design and programme a website that
shall be accessible to blind people it needs a lot
of expertise. Make use of experts
 Use guiding systems wherever possible
 Make space for guiding dogs
 Train colleagues on how to assist blind
employees
 Keep the workplace tidy and everything in place
(don’t move furniture without notification of the
blind people)
14
 Provide latest computer technology for blind
employees (e.g. computer with Braille display)
15
Learning
In terms of architecture and design there are
commonly no special requirements for people with
cognitive disabilities.
Never the less it seems important to provide a
working environment suitable for the target group,
where ‘suitability’ will have to be defined by the
person him- or herself.
14
Picture source: http://nullbarriere.de/
15
Picture source: http://www.freiraum-europa.org
 The biggest challenge for people with learning
impairments / cognitive disabilities is to provide
understandable information (spoken and
written).
 Easy language should be used wherever
 Communication assistance
 Team supervision
 Support by experts (such as psychologists or
similar)
possible: e.g. information folders, internet,
intranet, training material, etc.
30
DiM & DaM Manual
3.3.6 HIRING PEOPLE WITH DISABILITIES
Experience gathered in consulting small and medium enterprises showed that in many cases,
hiring people with disabilities can fill a gap. Often, employers are looking for workers doing
their job with high motivation and loyalty and find them within the group of people with
disabilities. Sometimes people are very skilled and highly qualified for a certain job, in other
cases they take over jobs that require little qualification but high commitment. Ken Wilkinson
states in his article:
Hiring people with disabilities can help you overcome the challenge of finding
skilled workers. By hiring people with disabilities, you can tap a unique group of
non-traditional employees who are often unrecognized. A large variety of very
talented workers within all sectors who have very strong skills and abilities are
often undiscovered because of an unbalanced focus on their barriers to
employment. Many employers do not recognize their skills and abilities and see
their challenges as an overwhelming burden. […]
People with a wide range of disabilities work on a daily basis to develop life skills
to successfully deal with their challenges and achieve independence. Employers
can help people adapt their unique coping skills these people use for daily living to
allow them to be just as efficient as any other workers. 16
16
http://www.bcjobs.ca/re/hr-resources/human-resource-advice/recruitment-strategies/hiring-people-with-disabilities-a-large-group-of-
workers-with-special-creative-skills
31
DiM & DaM Manual
4 LINKS AND LITERATURE DISABILITY MANAGEMENT
4.1 LINK LIST
International Labour Office
http://www.ilo.org/global/lang--en/index.htm
CSR Europe - The European business network for corporate social responsibility
http://www.csreurope.org/
European Agency for Safety and Health at Work
Web feature, that aims to provide links to practical information, on the sites of other
organisations, regarding workplace safety and health issues relating to the integration and
retention of people with disabilities in employment. It includes guidelines, advice, practical
case studies from the workplace level, details of programmes and strategies in this area as
well as policy discussion documents.
http://osha.europa.eu/en/priority_groups/disability/intro.php
EUROSTAT
http://epp.eurostat.ec.europa.eu
European Agency for Safety and Health at Work
http://osha.europa.eu/en
Employers' Forum on Disability
Employers' organisation focused on disability as it affects business.
http://www.efd.org.uk/
Health EU – The public health portal of the European Union
http://ec.europa.eu/health-eu/my_health/people_with_disabilities/index_en.htm
Report on Disability and Social Participation in Europe – by EUROSTAT
http://epp.eurostat.ec.europa.eu/cache/ITY_OFFPUB/KS-AW-01-001/EN/KS-AW-01-001EN.PDF
European Commission – EUROSTAT search page
http://epp.eurostat.ec.europa.eu/portal/page/portal/product_results/search_results?mo=contain
sall&ms=disabilities&saa=&p_action=SUBMIT&l=us&co=equal&ci=,&po=equal&pi=,
Disability – be more able
A website containing information about and for people with disabilities in the United States.
http://www.about-disability.com/americans-with-disabilities-act/
wikiHow – The editable How To Manual in the internet
http://www.wikihow.com/Implement-a-Disability-Management-Program
International Disability Management Standards Council
32
DiM & DaM Manual
In 2003, the International Disability Management Standards Council (IDMSC) was
established by senior representatives of business, labour, government, and other stakeholder
groups from around the world.
The goal of the IDMSC is to reduce the human, social and economic costs of disability in the
workplace. To achieve this end, it promotes standards that are international, professional and
based on consensus.
http://www.idmsc.org/pages/index.html
Institute for Work and Health - Canada
http://www.iwh.on.ca/
JISC TechDis
A service aiming to be the leading educational advisory service, working across the UK, in
the fields of accessibility and inclusion.
http://www.techdis.ac.uk/seven/papers/dyslexia.html#startcontent
World Bank
The mission of the Social Protection & Labor Sector is to assist World Bank country clients to
alleviate poverty and promote equitable and sustainable growth through:



Expanding Opportunities: Helping the creation of good jobs through better labor
market regulations, active and passive labor market policies, and wage setting
processes;
Providing Security: Assisting in better managing risks to reduce vulnerability,
securing an asset-base and being able to engage in higher risk/higher return activities;
Enhancing Equity: Providing minimum levels of subsistence and helping to correct
market-based distributive outcomes.
http://web.worldbank.org/sp
4.2 LITERATURE
Blake, Anna 2000: A new approach to disability management; Rogers Media.
http://www.benefitscanada.com/content/legacy/Content/2000/03-00/ben.html
The article first appeared in the March 2000 edition of BENEFITS CANADA magazine.
European Community 2001: Disability and Social Participation in Europe, Office for official
publications of the European Communities, Luxembourg
OECD 2008: Sickness, Disability and Work: Breaking the Barriers – Vol. 3: Denmark, Finland,
Ireland and the Netherlands
33