Human Resource Management Report on Employing Disabled People

This report delves into the critical aspects of human resource management concerning the employment of individuals with disabilities. It begins by defining disability and tracing the historical discrimination faced by disabled people, highlighting the negative attitudes prevalent in workplaces and the resulting employment disparities. The report then examines the recruitment process, emphasizing the importance of interview accommodations, job advertisement redesign, and inclusive selection criteria. It further explores training and development strategies tailored for disabled employees, including the use of assistive technologies and flexible work arrangements. The report concludes by underscoring the benefits of employing disabled individuals, such as creating an inclusive workplace and improving employee morale, while also addressing the legal aspects and the avoidance of discrimination claims. The report provides insights into the roles of HRM such as recruitment, training and development of the people living with a disability, and the challenges faced by the HR department in addressing diversity issues.

Running Head: Managing Diverse Group
Human Resource Management
Name:
Academic Affiliation:
Date:

EMPLOYING DISABLE PEOPLE 2
Introduction
Every business is organized into different departments such as marketing, production,
financial and human resource department. These departments are tasked differently to enable the
growth of the company. Human resource department provides organizations with basic ability to
accomplish the objectives through the use of efficient human resources (Hastings, 2012). The
department is responsible for doing recruiting, training and developing employees, design
compensations and benefits to employees, designing organization’s labor laws and job safety. In
most cases, the human resource department has been faced with difficulties in addressing diverse
issues such as recruitment of young workers, people living with a disability, people living with
HIV/AID and many other minority groups, as a result of the unconstructive structure of
management of such groups in those companies (Bualar, 2015). The paper, therefore, explores
the management of diversity group with an emphasis on the people living with a disability. The
paper looks at different roles of human resource management such as the recruitment training
and development of the people living with a disability.
Definition of Disability
Disability refers to any mental or physical impairment that substantially hinders one from
undertaking major life activities(Nota et al.,2014). People living with disability are characterized
by musculoskeletal problems leading to dysfunctions of the bone joints, poor senses such as
vision and hearing loss, respiratory illness such as cystic fibrosis and cardiovascular disease
(Kaminer, 2016). However, for this paper, disability will major on that kind of people with
vision impairment, mental health conditions, intellectual and physical disability.

EMPLOYING DISABLE PEOPLE 3
Discrimination History of Disable People
In the past decades disable people have faced discriminations in most of the private and
public sectors that have led them to have little command on the basic needs. The negative
notions about the disable dates back in history in the 16 the century, for example in the bible, it is
denoted that disability is as a result of sinful nature of ancestors or either possessed with evil
spirits and this made people disassociate with such kind of people(Winter et al.,2016). In Greek,
disabling automatically allocated an individual as inferior that is capable of nothing constructive.
The works are done by socialist such as Darwinism stated that the preservation of the disabled
affects the natural selection process hence interfere with the selection process of the “survival of
the fittest.” It is also noted that some societies in the past banished the disabled people and
accorded mysterious names (Shapiro, 2013). These injustice practices manifested themselves
into the 21 century despite the fact that public awareness and acceptations have been on the
forefront to be accepted and embraced.
The negative public attitude towards disabled people has been common in workplaces
with the common notion that all disabled people are the same and are unable to perform simple
tasks, hence having them in business organizations is a liability that no enterprise wants to
sustain(Golabek-Goldman, 2017). For example in the united states of America, the percentage of
disability by 2016 was 12.8% with an unemployment rate of 54%(Broersen et al., 2011). In the
global context, the unemployment rate of disabled people is about 10.5%. These few data shows
the employment disparity in much organization that result from the negative public attitude
towards the disabled. However, with the development of human rights, most of the
organizations strive towards reducing the unemployment ratio of the disabled people.

EMPLOYING DISABLE PEOPLE 4
Recruitment Process of Disable Employees
Recruitment is the core agenda of the human resource department of every organization.
The department is responsible for selecting the workforce needed to foster the achievement of
the organization’s goals. Therefore, skills, workforce, experience, knowledge are always the
major factors considered during the selection process. In most cases, the employee turnover,
about 80 percent is as a result of the decisions made during the selection process, thus makes it a
critical aspect of organization development (Cudd,Keijer & Breding ,2012). The globalization
and need for fairness created by Equal Employment Law have provided opportunities to the
disabled people to be selected in some industries and organizations; the department has always
found it difficulty has the disabled people among the workforce with fear of being unproductive.
Interview Accommodations for the Disabilities Applicants
It is the sole role of the employers to construct a reasonable accommodation to facilitate
the applicants that are appearing for the interview session (Perez et al, 2018). Accommodation
for the interviews includes a location that is accessible for all people with difficulty in
movement, a conspicuous sign language for the interpreter for those with difficulty in hearing
and person to offer direction to those that are visually impaired. The accommodation is divided
into different categories, these are: No-Tech and High-Tech.
No-Tech Accommodation
No-Tech accommodation tends to have either no or low cost for an organization as the
employer offers extra time, flexibility, time and innovative thinking. For example, one may take

EMPLOYING DISABLE PEOPLE 5
considerable time to paint a color-code as a filing system with the recruits in case they have eye
problems.
High-Tech Accommodation
High-Tech of the type of accommodation entails the accessibility of specialized devices
such as screen reading program that is capable of synthesizing voice. This type of
accommodation tends to require some issues to be addressed before training begins and always
help the employees in saving time and money.
Job Opportunity Advertisement to Disable People
The employment process begins with the job advertisement process. In most occasions,
the job advertisements fail to capture the availability of the disabled people in the society. People
that are visionary impaired fail to get job adverts done in most cases. The advertisement should
be redesigned such as some requirements should not put compulsory for the disabled people. For
example in a job advertisement for a marketing officer, under normal circumstance, the ability to
drive is always a requirement, but then there might be a good marketer that is capable of
outdoing the organization’s goal but fails to either apply or picked in the interview on the basis
of inability to drive.
Therefore the advert should contain an indication that the driving ability is not
compulsory for the physically disabled person, and contain brief information on how the selected
disabled persons will be associated with accomplishing the tasks. Hence this will help in
motivating such applicants to make attempts. Apart from making attempts, such adverts that cut
across create the sense of belongingness in such organizations, making the qualified disabled not
to feel the opportunity as sympathy rather an equal opportunity to all.

EMPLOYING DISABLE PEOPLE 6
Applicants Selection and Interview
During selection, all the applicants should be screened to include rather than exclude
candidates to ensure no applicant is left out of the list accidentally. All the qualifications should
be considered expanded to enhance diversity.
The interview process is always the process of penetration of an applicant to the board of
interviewers, and several methods are always used to determine the abilities of the applicants.
The common interview tools include questionnaires, face-to-face conversation, practical test and
many others depending on the job (Totsika et al., 2010). These tools should be redefined to take
care of the disabled people, for example, a driving job; the organization should remodify the
vehicle in a a way that will accommodate the physically disabled employee(Ragehr 2016). The
questionnaires or the oral interview also must be transformed in such a way that fit the visually
impaired employees.
The interviewing team should include people that are respectful to the physically
challenged individual, and the team must have diverse outlooks. Such team tends to recognize
the potential among the people living with disability and bring them into the light (Famum &
Wiener, 2016)). Before the interview session, the team should prepare very well constructed
questions that are not sensitive to the disabilities, rather should be able to cover the kind of
qualifications that are needed to accomplish the task anticipated with minimal supervision or
training (Shapiro, 2013). The interview team should avoid making assumptions on the applicants
that are leaving with a disability, and therefore the most promising candidate should be the one
to be picked there should be effective communication with an equal opportunity for all
candidates and those with a disability should be given more attention.

EMPLOYING DISABLE PEOPLE 7
Training and Development of the Disabled Persons
Every employee whether disabled or not disabled, has a weakness. Therefore it is the
role of the HRM to ensure that all the selected employees acquire the organization culture and
the required skills for the task assigned. Training has great benefits to both the employee and the
organization in the following context: training keeps the organization in contact with continuous
technological and social changes, helps the organizations stay ahead of the potential competitors
(Doogan & Playford, 2014). Helps in maintaining the knowledge and skills, increase job
satisfaction and provide internal job promotions.
The training session should also entail different software and other media for Learning
Enhancement. Tools such as screen sharing and specialized videos and applications assisting
disable employees in building a team (Shapiro, 2013). Such applications enable the organization
to keep in touch with the employees. There are different kinds of gadgets and gear can be used to
address such problems, these include:
Braille or raised print on gear and manuals, Raised work areas for representatives who
utilize wheelchairs, Calculators that have the capability of conversing with the visually impaired.
computers that "converse with" the client -Clipboards, versatile light switches, headsets and
speaker telephones, and gadgets with versatile hand and foot controls for representatives with
physical incapacities
Bit by bit is Switching and Introducing New Functions -After some time, you can switch
works that your representative can't perform with different obligations for which they have
transferable experience. These sorts of trades adjust everybody's workload (Charlton, 2011).

EMPLOYING DISABLE PEOPLE 8
Examine this arrangement before preparing to realize what to present amid sessions. You may do
preparing for independent sessions, beginning with a particular arrangement of assignments first
and gradually presenting others.
At one point the employees should listen to the people with disability and understand the
task that is comfortably and those that have difficulty in performing. Through this, the employees
have the capability of finding their best workstation hence reducing the psychological torture that
might arise from the failure of underperforming.
Reasons for Training Disable Employees
There are several reasons that an organization benefits from training employees such
improved skills, performance, and retention of knowledge. Subsequently, training the disable
employees too has advantages such as Creation of a workplace that is inclusive (Wylonis,
Wilonis & Sadoff, 2017). The training tends to remove the major negative stereotypes about the
ability of workers, less intelligence and many others. These help such employees to improve
productivity. Training improve morale of the disabled employees boost their morale as they
acquire the knowledge and skills about a particular task, eventually leads to improved
performance. Secondly, training avoids claims of discrimination against disable people help the
company to avoid the major claims of bias that might be spread resulting in the loss of the
reputation.
Conclusion
Disability is the human nature of being unable to perform the daily human life task as a
result of physical and mental impairment. During the past decades, disability was treated as an

EMPLOYING DISABLE PEOPLE 9
awful condition that led to discrimination, exposing the disables to poor living standard. The
discriminations were transferred from generation to generation even into the 21st century.
Many organizations policy are unable to accommodate disabled employees, despite the
fact that globalization and the rights of human rights. The recruitment and training should be
different from the normal process that is capable of accommodating all the disabled people. The
employees should also be provided with tools that will ease their work such as computers with
audios, leveled working places that are satisfactory to the disable people.

EMPLOYING DISABLE PEOPLE 10
References
Broersen, J. J., Mulders, H. G., Schellart, A. M., & van der Beek, A. J. (2011). The dimensional
structure of the functional abilities in cases of long-term sickness absence. BMC Public
Health, 11(1), 99-112. doi:10.1186/1471-2458-11-99
Bualar, T. (2015). Employer dilemma over disability employment policy in Thailand. Journal Of
Public Affairs (14723891), 15(3), 231-236. doi:10.1002/pa.1508
Charlton, J. (2011). Recommended rearrangement. Occupational Health, 63(12), 14-15.
Cudd, P. A., Keijer, U., & Breding, J. (2012). Work life, new technology and employment of
disabled people: A twenty year programme. Technology & Disability, 24(3), 211-218.
Doogan, C., & Playford, E. D. (2014). Supporting work for people with multiple
sclerosis. Multiple Sclerosis Journal, 20(6), 646-650. doi:10.1177/1352458514523499
Farnum, K. S., & Wiener, R. L. (2016). Stereotype Content Model, Causal Models, and
Allegations of Age Discrimination: Should the Law Change?. Analyses Of Social Issues
& Public Policy, 16(1), 100-124. doi:10.1111/asap.12112
Golabek-Goldman, S. (2017). Ban the Address: Combating Employment Discrimination Against
the Homeless. Yale Law Journal, 126(6), 1788-1868.
Hastings, K.(2012). Administrative Human Resources Department: HR and Institutional
Performance. ASHE Higher Education Report, 38(1), 29-44.

EMPLOYING DISABLE PEOPLE 11
Kaminer, D. N. (2016). MENTALLY III EMPLOYEES IN THE WORKPLACE: DOES THE
ADA AMENDMENTS ACT PROVIDE ADEQUATE PROTECTION?. Health Matrix:
Journal Of Law-Medicine, 26205-253.
Nota, L., Santilli, S., Ginevra, M. C., & Soresi, S. (2014). Employer Attitudes Towards the Work
Inclusion of People With Disability. Journal Of Applied Research In Intellectual
Disabilities, 27(6), 511-520. doi:10.1111/jar.12081
Perez, F. J., Romeo, M., & Yepes-Baldó, M. (2018). The corporate social responsibility policies
for the inclusion of people with disabilities as predictors of employees' identification,
commitment and absenteeism. Anales De Psicología, 34(1), 101-107.
doi:10.6018/analesps.34.1.237231
Regehr, J. (2016). Disabilisability management in the Manitoban construction industry for
injured workers returning to the workplace with a disability. Canadian Journal Of Civil
Engineering, 43(2), 109-117. doi:10.1139/cjce-2015-0114
Shapiro, M. A. (2013). Labor Goals and Antidiscrimination Norms: Employer Discretion,
Reasonable Accommodation, and the Costs of Individualized Treatment. Yale Law &
Policy Review, 32(1), 1-55.
Totsika, V., Toogood, S., Hastings, R. P., & McCarthy, J. (2010). The Effect of Active Support
Interactive Training on the Daily Lives of Adults with an Intellectual Disability. Journal
Of Applied Research In Intellectual Disabilities, 23(2), 112-121. doi:10.1111/j.1468-
3148.2009.00510.x

EMPLOYING DISABLE PEOPLE 12
Winter, J., Issa, M., Quaigrain, R., Dick, K., & Regehr, J. (2016). Evaluating disability
management in the Manitoban construction industry for injured workers returning to the
workplace with a disability. Canadian Journal Of Civil Engineering, 43(2), 109-117.
doi:10.1139/cjce-2015-0114
Wylonis, L., Wylonis, N. T., & Sadoff, R. (2017). Navigating the Rolling Hills of Justice:
Mental Disabilities, Employment and the Evolving Jurisprudence of the Americans with
Disabilities Act. Behavioral Sciences & The Law, 35(2), 178-185. doi:10.1002/bsl.2282