Special Needs Accommodations in the Workplace
HRM -315 Phase 1 Task 2 Discussion Board
Abstract
Although, it has only been two short months since I joined the Human Resource Team at National Lewis and Clark Corporation (NL&C) I have faced many challenges. As a Director of Human Resource Department (HRD) a few of my many roles is to assist the current employees and serve as a liaison between worker and department head. Yet most importantly, NL&C hired me to examine current HRD diversity development and redesign diversity strategy plans where needed to ensure alignment with the Equal Employment Opportunity Commission (EEOC) and American with Disabilities Act of 1990 (ADA) rules and regulations are in compliance within the organization. (CTUonline , 2010)
Diversity Constraints NL&C has several disabled employees of which I arranged meeting with them individually. Over the course of the meeting, I uncovered that many of the disabled workers felt treated unfairly due to their physical in capabilities. Although, I did not have all the facts to address their claims I reassured them that the human resource department would work diligently to get to the matter. None-the-less, I have to admit that this present situation is very new to me; therefore, I had to research the topic further to explore the positive benchmarking techniques and discussions that have rendered affirmative results from other companies and their employees.
Case Study
(not sure what to do about this first sentence)It was brought to my attention of exploratory finding that have yield positive result for diversity strategic planning; was a business faced with similar diversity adversities sited in an article called the “1996 Follow-up Report of Sears, Roebuck And Company” by Peter David Blanck. The report document timeline range from 1978 to 1995 of the company diversity evolution processes to where now the diversity strategy plan is the key to upholding the company mission and principle among the operation and extend as far as their consumers. The article states that in 1994 the company’s secret ingredient to having an effective diversity plan is to acknowledge the impact of ADA rules and regulations as well as understanding present employer’s responsibility of policy guidelines and continuous updates; universal fulfillment aims to create all persons with or without disabilities to coexist within the company. Lastly, to provide adequate ADA education starting with management that extends to everyone inside the organization. Measureable results have shown that with implementation specific practices, Sears managed to hire the most qualified persons despite one disability, increase the probability of promotions relevant employee pool, and boost employee morale. The overall fulfillments of the business goals increased business revenue that enhanced the company value significantly. (Blanck, 1996)
NL&C Human Resource Department Recommendations
Once solution resources were collected to effectively take the task of disability unfairness claims, I then met with my supervisor to let her know the nature of employees concerns. At that time, I expressed my concerns and the urgent need to minimize company risk from negative consequences as well as asking her for feedback. Examples of strategies from prior case studies that have developed ways to accommodate workers with disabilities were given such as; restroom stalls widened, toilets raised and hand rails installed, providing wheel chair ramps, lowered sinks and dispensers, increased amount of handicap parking places as well as special desk and computer setups needed to operate comfortably at a nominal cost. (Parise, 2010)
NL&C has a legal responsibility to accommodations under Title I of the ADA to provide everyone the same access and opportunity for employment, in addition to giving reasonable accommodations to those with disabilities to be successful in job roles. (Course Builder Content, 2010) My recommendations to handle situations at NL&C disabled employees discrimination claims is as follows; supervise all management decisions to guarantee that there isn’t supporting data of unfair practice and treatment or unequal gestures that can be deemed as inappropriate behavior. Of which, if in the event such data is found of inconsistency we will then determine whether or not the causes are appropriate for the business and/or job task. Please take into consideration that if actions do not support business or job related tasks then we must eliminate all unequal practices at once and all parties of which were involved will be reprimanded. (CTUonline , 2010)
References
Blanck, P. D. (1996). Communicating the Americans with Disabilities Act. Retrieved from Transcending
Compliance: 1996 Follow-up Report on Sears, Roebuck and Co.: http://disability.law.uiowa.edu/lhpdc/publications/documents/blanckdocs/annen_follow_up_96_sears.pdf
Course Builder Content. (2010). Retrieved from FAQ: Equal Employment Opportunity Commission: http://coursebuildercontent.careeredonline.com/Assets/30000/28283.pdf CTUonline . (2010). Retrieved from HRM315-1002A-10 : Managing Human Resources: https://campus.ctuonline.edu/classroom/multimediacoursetext.aspx?classid=219007&tid=117&uid=137854&HeaderText=Course Materials: HRM315-1002A-10 : Managing Human Resources
Parise, P. (2010, April 11). Live chat PowerPoint .
