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Managing staff with a disability

Employee resources Manager and supervisor resources Managing staff with a disability

Reasonable adjustment

Reasonable adjustments refers to changes or accommodations that can be made to enable a staff member to perform the inherent requirements of the role.

When an employee discloses a disability, supervisors must maintain confidentiality and provide meaningful support. Assistance is available from Equal Opportunity Contact Officers and Manager Equal Opportunity and Diversity. 

An employee with a disability is NOT obliged to disclose their disability (including mental health issues) to anyone, however it is necessary to disclose information of a disability to a supervisor, where reasonable adjustments are sought. When an employee discloses a disability, supervisors must maintain confidentiality and provide meaningful support. 

 

Assistance for supervisors

Training:

  • Recognising job strain or coworker interpersonal conflict
  • Difficult conversations e.g. discuss with the employee a process of disclosure to coworkers and ensure their support (as coworkers do not always respond positively or appropriately when supervisors make reasonable adjustments for an employee with a mental health issue, if they are impacted or view the adjustment as privilege).
  • Training managers in workplace mental health has good outcomes.
  • Workplace antistigma interventions

Communication:

  • weekly meetings between supervisor and employee to help deal with problems before they become serious
  • provide clarity around the employee’s role, outputs and outcomes
  • encourage and enable extra training or one-on-one assistance
  • encourage and enable assistance through Employee Assistance Program as well as treatment and a strategy to respond to a ‘crisis’
  • increased checking, talking and encouraging professional help
  • keep in touch at least every two weeks, when employees are on sick leave
  • work with doctors and make sure you are giving out the same messages of reassurance and expectation of recovery
  • being flexible through encouraging a phased return, for example, if that is necessary
  • being understanding that an employee might need to leave a room occasionally
  • enabling an employee to arrive early for meetings so that they can choose a seat where they feel comfortable, for example
  • identify a safe space where the employee can be on their own
  • ensure your procedures are correct and your behavior fair
  • provide positive feedback
  • check with the employee on what works for them, possibly including a discussion around trigs and things that will help
Assistance for the staff member

Training:

  • training in recognising stressors and developing coping strategies
  • time management skill development
  • training in cooperative problem and conflict solving
  • modified job instruction
  • extended training on the job.

Flexibility:

  • providing more flexible working schedules (e.g. flexible hours, flexible start times, enabling break-taking)
  • change to a different job
  • reduced work hours for more breaks or rest periods
  • change from full-time work to part-time shifts
  • quieter work place
  • extra time to learn
  • exchanging minor tasks with other employees
  • work at home
  • slowed work pace
  • modified job duties
  • job coach
  • flexible/scheduling,
  • reduced hours,
  • modified training,
  • modified supervision
  • modified duties or job descriptions
  • time off.

Related links

     Disability and Access Committee  Disability Policy  Supported Salary Rate for a Staff Member with a Disability Policy  Information for staff with a disability  Workers with a mental illness: a practical guide for managers

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Sturt Rd, Bedford Park
South Australia 5042

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Last Updated: 31 Jan 2022
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