| Disability - The Red Flag!Disability - What | | | | information about any specific disability. |
| Do We Mean?The term "disability" is widely, | | | | Its purpose is to highlight what you can do, |
| and loosely used, to cover a range of | | | | without seeding doubts about competence. |
| functional impairments, injuries or loss of | | | | Obviously it is important that any assertions |
| function. Some disabilities (such as | | | | you make about your abilities and experience |
| short-sightedness) are quite socially | | | | are honest and can be supported by |
| acceptable and provide no barriers to social | | | | evidence.It is likely you will need to |
| interaction, services or employment. Other | | | | discuss your disability related needs if |
| disabilities, such as mild hearing loss, are | | | | selected for interview. This could be in the |
| not apparent to others and can be managed | | | | context of having access to, or bringing in |
| with a minimum of difficulty.Unfortunately | | | | specific equipment, physical access |
| the word disability suggests high dependence | | | | requirements or the format of the interview |
| and a lack of competence in the minds of | | | | itself. An open discussion with the employer |
| some. Underlying prejudice often focuses on | | | | is appropriate here, but remember to |
| the "difference", rather than the abilities | | | | emphasise what you can bring to the |
| and capacities of those affected by a | | | | organisation. Make it clear that the issue of |
| disability. Employers reflect the range of | | | | disability is a secondary consideration. At |
| beliefs and prejudices evident in the wider | | | | this stage you have already gained the |
| community.When it comes to accessing services | | | | advantage of having been assessed at a |
| and work opportunities, perceptions about | | | | preliminary level as a potential candidate on |
| disability are as important as the disability | | | | the basis of your merits.The employer will no |
| itself.Legislative IssuesLegislation in many | | | | doubt be interested at this stage in what |
| jurisdictions seeks to prevent direct or | | | | "reasonable adjustments" will need to be made |
| indirect discrimination on the basis of | | | | in an ongoing way if you were the successful |
| disability, often with reference to a range | | | | candidate. If these adjustments really are |
| of prescribed disabilities.For example, | | | | low level in nature, take the opportunity to |
| Australia has a range of Commonwealth and | | | | have the conversation at this point. |
| State legislation that addresses | | | | Otherwise, you might choose to respond with a |
| discrimination on the basis of disability. | | | | statement such as "I'm really pleased to have |
| Some of this legislation is framed as Equal | | | | this opportunity to attend an interview. I'd |
| Opportunity (EO) legislation which identifies | | | | be happy to have a more detailed discussion |
| many kinds of discrimination, whilst other | | | | about my specific needs at interview". |
| legislation is very specific to disability | | | | Interviews are often conducted by a panel |
| (e.g. Commonwealth Disability Discrimination | | | | rather than an individual, and this approach |
| Act 1992).The Disability Discrimination Act | | | | allows you to have direct access to all those |
| requires employers to make "reasonable | | | | involved in making the selection decision. |
| adjustments" for people with a disability, | | | | The interview will also give the employer or |
| who in all other respects are competent and | | | | selection panel the chance to meet you and |
| qualified to undertake the work. The | | | | deal with you as a person, rather than as a |
| definition of "reasonable adjustments" is | | | | name on paper.Managing Selection OutcomesIf |
| somewhat unclear, but the intention is very | | | | selected for the position, WELL DONE! |
| clear that employers are required to recruit | | | | |
| candidates on merit.Such legislation provides | | | | If not, seek feedback as to:- the reasons |
| a framework for the individual to assert | | | | you were not selected, and- what you might do |
| their right to access services and | | | | to address any professional deficits |
| employment, although the practicalities of | | | | dentified in the selection process.Ideally, |
| asserting these rights can make it a major | | | | feedback should be freely available to any |
| challenge.Disability and the | | | | candidate.You may feel that the feedback |
| WorkplaceIncreasingly, organisations are | | | | provides adequate and appropriate explanation |
| recognising a social and moral responsibility | | | | about the selection decision and use the |
| to remove discriminatory practices with | | | | feedback to strengthen your career planning |
| regard to a number of issues. This is true of | | | | strategies.However, feedback may strongly |
| disability. There is a growing recognition | | | | suggest to you that your disability has |
| that a healthy work place is one that | | | | unfairly influenced the outcome. You may have |
| encompasses diversity and capitalises on the | | | | recourse to lodging a grievance with the |
| ability of staff.Many organisations, and the | | | | organisation itself (e.g. with Human |
| people in them, are committed to removing | | | | Resources) or externally (an EO Commission or |
| discriminatory practices. It is more common | | | | other authority with delegation to arbitrate |
| to see themes such as "Celebrating | | | | in these matters).There is a natural |
| Difference" or "Managing Diversity" being | | | | reluctance to "stir the pot" and perhaps |
| promoted within organisations.For people | | | | suffer further exclusion as a result. |
| living with a disability these are | | | | However, it might be more useful to operate |
| encouraging signs that the door may not | | | | on the basis that you have nothing to lose by |
| always be politely, but firmly slammed in | | | | confronting unfair decisions, and hold |
| their faces.The Candidate's DilemmaYou have | | | | organisations accountable for inappropriate |
| identified a position of interest and intend | | | | decisions. If there is a Commission or |
| to apply. When should you let the employer | | | | relevant authority in your jurisdiction, a |
| know of your disability?The first question to | | | | confidential chat with an adviser may be |
| ask is whether you have the competence and | | | | helpful in determining your course of |
| qualifications to undertake the work. This is | | | | action.Lewis Stratton has over 20 years |
| the starting point for any candidate. The | | | | experience in senior and executive management |
| main, and legitimate interest of an employer | | | | roles in both the community and government |
| is whether a candidate has the capacity to | | | | sector. With extensive experience in a range |
| undertake the role successfully.Typically, | | | | of HR functions, Lewis also owns Progress |
| your next task is to prepare your | | | | Enterprise ( which provides a range of |
| application, consisting of your Resume or | | | | excellent resources for job seekers. These |
| Curriculum Vitae (CV) accompanied by the | | | | include "Write Yourself A Job!"an ebook |
| covering letter, and in many instances | | | | showing how to develop an effective Resume or |
| specific responses to the selection criteria | | | | CV and a suite of highly professional Resume |
| provided by the employer. Your application | | | | and CV templates. |
| package may not be the best way to share | | | | |