Creating a process that was across the company, rather ‘standard’ than on cases’. ‘exceptional Ensuring that approach to budgeting was consistent across the organisation with clear financial responsibility. Significantly reducing the number of processes and steps involved in obtaining access to the services, tools, and solutions needed for an employee with an impairment. Ensuring that proper services, tools and solutions were available for employees with impairments. Clearly delineating the role of the Health Department, HR and line management in terms of when they needed to be involved, if at all. Defining a single, self-service entry point in the form of an accessible online portal with a global catalogue of all services, tools and solutions available for an employee with impairment. Communicating and advertising information about the Workplace Accessibility capability to all Shell employees. Establishing key criteria and pre-approved services, tools and solutions to avoid subjectivity and ease the flow of providing access. Keeping the process impartial and private by having it processed by Accessibility Care Centre specialists rather than individual line managers. Additionally, the working group streamlined the approval process for funding services, tools and solutions by giving the Accessibility Care Centre specialists a list of items that they could sign off independently ‘pre-approved’ from the finance team. Pilot launch From October 2016 a pilot of the Workplace Accessibility capability was launched in the Netherlands and Canada. The pilot introduced 142 out of 150 updates through the roll-out of the new capability and is already seen to be delivering dramatic improvements in service and efficiency: Waiting times for adjustments have been reduced from two to 19 months to as little as five days. There are now two processes for obtaining a reasonable adjustment, compared to seven before: a single, self-help approach via the online portal and a Workplace Accessibility Care Centre, with a team of Care Specialists to help guide an employee with a disability to the proper services, tools and solutions they require. These advisors were trained by BDF on disability awareness, etiquette and the framework for making recommendations on adjustments. Staff time spent on processing reasonable adjustments has been reduced from 50 hours to 10 hours per case.
Creating a process that was ‘standard’ across the company, rather than on ‘exceptional cases’. Ensuring that approach to budgeting was consistent across the organisation with clear financial responsibility. Significantly reducing the number of processes and steps involved in obtaining access to the services, tools, and solutions needed for an employee with an impairment. Ensuring that proper services, tools and solutions were available for employees with impairments. Clearly delineating the role of the Health Department, HR and line management in terms of when they needed to be involved, if at all. Defining a single, self-service entry point in the form of an accessible online portal with a global catalogue of all services, tools and solutions available for an employee with impairment. Communicating and advertising information about the Workplace Accessibility capability to all Shell employees. Establishing key criteria and pre-approved services, tools and solutions to avoid subjectivity and ease the flow of providing access. Keeping the process impartial and private by having it processed by Accessibility Care Centre specialists rather than individual line managers. Additionally, the working group streamlined the approval process for funding services, tools and solutions by giving the Accessibility Care Centre specialists a list of ‘pre-approved’ items that they could sign off independently from the finance team. Pilot launch From October 2016 a pilot of the Workplace Accessibility capability was launched in the Netherlands and Canada. The pilot introduced 142 out of 150 updates through the roll-out of the new capability and is already seen to be delivering dramatic improvements in service and efficiency: Waiting times for adjustments have been reduced from two to 19 months to as little as five days. There are now two processes for obtaining a reasonable adjustment, compared to seven before: a single, self-help approach via the online portal and a Workplace Accessibility Care Centre, with a team of Care Specialists to help guide an employee with a disability to the proper services, tools and solutions they require. These advisors were trained by BDF on disability awareness, etiquette and the framework for making recommendations on adjustments. Staff time spent on processing reasonable adjustments has been reduced from 50 hours to 10 hours per case.
Case%20study%20Shell%20F2.docx