Humane Work Environments Part 2

Part one of this series introduced the concept of creating a culture of honor. The second recommendation is often overlooked. Nurture abilities of those with special needs. This is not limited to the American Disabilities Act. There are many needs employers may consider regarding roles, managing work flow, and assigning work stations or offices. In a culture of honor, an employer builds on an employee’s strengths. How this is accomplished may vary widely. A person who is easily distracted may function better with lower stimulation. Many people with learning disabilities have areas of giftedness. They can make major contributions if their job description comes from a strengths perspective. Consider an employee with tinnitus. This employee may need to play a radio to block out the noise which may in turn create distress for others. With regard to accommodations under the American Disability Act, offer those with disabilities the opportunity to conduct a monthly assessment and recommend improvements. Those who are affected are in the best position to advise management. People matter. It is not honorable to ignore the talents and abilities of persons who may work differently than othes. It may lead to isolation, low productivity, missed promotions, and low morale. It is honorable to elevate all employees to achieve their best, have the opportunity to become role models and to be recognized for their contributions.

Case Study: Humane work environments is not limited to employees. Customers also must overcome barriers in the work place. Recently someone we know conducted a brief review of  accessiblity in West Linn, Oregon and found proprieters were in tune with his needs. They moved any obstacles in his path as he traveled from place to place. He found parts of Portland dangerous for those using scooters and reports being forced to drive his scooter onto a major street with high traffic three times due to obstructions in his path.

Yesterday a member of our team observed a lady in a local chain store. She requested an item from the bakery. The glass case was about neck height, but she was using a motorized shopping cart. She was unable to reach her grocery item from the employee behind the glass case without assistance from another customer. A brief interview with the employee revealed that he has observed this problem on several occasions. After obtaining permission to use his name, a request was made of the management team to conduct a disability assessment and make changes.

Part three of this series will be on succession planning. If you or someone you know has ever had to do the work of three people due to layoffs or attrition (not replacing employees that leave), you won't want to miss it.