others about the individual. Social mediating factors could include culture, religious beliefs, discrimination, accessibility, opportunity structures. Environmental mediators include outcome expectations and world-view generalizations Work Environmental factors These are characteristics of past, present and potential – work environments that could influence individual career decisions or hiring practices (e.g., organizational culture, accessibility, accommodations, work task requirements, salary and benefits). They are important considerations for level of congruence between an individual and his or her job, as well as preventing physical and mental health problems. These are indicators of success or signals for intervention (e.g. level Outcome factors – of congruence between the person and work environment, job satisfaction, individual and organizational productivity, individual physical and mental health). The above factors provide a basis by which to identify barriers to recruitment and engagement of people with disabilities, as well as opportunities for accommodation. It is also useful to categorize accommodations themselves into broad categories. This provides insights into the qualities of supports provided. The following list is compiled from Scroggins (2007) and Deloitte Canada (2010): Organizational processes e.g., processes or policies such as hiring practices; – Attitudinal changes– e.g., eliminating stigma, discrimination, and social/cultural barriers through sensitivity training; e.g., giving praise, encouragement, allowing communication with Emotional support – natural supports, providing organizational advocate; Information and communications support e.g., providing information in accessible – formats such as large print text; Physical work environment changes e.g., controlling temperature, building room – dividers, individual work areas, providing natural light; Technological supports e.g., computers and assistive technologies such as screen – reader software, work station peripherals; Flexibility in working conditions e.g., flexible work hours, work from home options, – allowing exchange of work duties with other employees; Supervision e.g., assisting in development of daily/weekly goals, providing structured – time schedule, routine time for one-to-one interactions; and e.g., health insurance coverage, sick leave, child care compensation, Compensation – transportation compensation. Implementing workplace accommodations is a process, requiring several steps that organizations must take to ensure that workers are accommodated appropriately and effectively. Langton et al. (2001) suggest the following ordered procedure: Needs identification; Technological assessment; Job/task analysis; Problem solving;
others about the individual. Social mediating factors could include culture, religious beliefs, discrimination, accessibility, opportunity structures. Environmental mediators include outcome expectations and world-view generalizations Work Environmental factors – These are characteristics of past, present and potential work environments that could influence individual career decisions or hiring practices (e.g., organizational culture, accessibility, accommodations, work task requirements, salary and benefits). They are important considerations for level of congruence between an individual and his or her job, as well as preventing physical and mental health problems. Outcome factors – These are indicators of success or signals for intervention (e.g. level of congruence between the person and work environment, job satisfaction, individual and organizational productivity, individual physical and mental health). The above factors provide a basis by which to identify barriers to recruitment and engagement of people with disabilities, as well as opportunities for accommodation. It is also useful to categorize accommodations themselves into broad categories. This provides insights into the qualities of supports provided. The following list is compiled from Scroggins (2007) and Deloitte Canada (2010): Organizational processes – e.g., processes or policies such as hiring practices; Attitudinal changes– e.g., eliminating stigma, discrimination, and social/cultural barriers through sensitivity training; Emotional support – e.g., giving praise, encouragement, allowing communication with natural supports, providing organizational advocate; Information and communications support – e.g., providing information in accessible formats such as large print text; Physical work environment changes – e.g., controlling temperature, building room dividers, individual work areas, providing natural light; Technological supports – e.g., computers and assistive technologies such as screen reader software, work station peripherals; Flexibility in working conditions – e.g., flexible work hours, work from home options, allowing exchange of work duties with other employees; Supervision – e.g., assisting in development of daily/weekly goals, providing structured time schedule, routine time for one-to-one interactions; and Compensation – e.g., health insurance coverage, sick leave, child care compensation, transportation compensation. Implementing workplace accommodations is a process, requiring several steps that organizations must take to ensure that workers are accommodated appropriately and effectively. Langton et al. (2001) suggest the following ordered procedure: Needs identification; Technological assessment; Job/task analysis; Problem solving;