Employing People

with Disabilities
A Handbook for Employers in Myanmar

This draft Handbook is open for comments until 9th February 2018
Please send comments to: hninwut.yee@myanmar-responsiblebusiness.org
Contents
Introduction ................................................................................................................................ 2
How many people have a disability in Myanmar? ....................................................................... 2
What is ‘disability’? ..................................................................................................................... 2
Types of Impairments ............................................................................................................. 3
Is an HIV-positive person a person with a disability? .............................................................. 3
Disability and the law in Myanmar .............................................................................................. 3
What is discrimination? .............................................................................................................. 4
Examples of discrimination against PWDs in the workplace: .................................................. 4
Discrimination – some personal experiences .......................................................................... 4
The Business Case for Hiring PWDs .......................................................................................... 6
Success Stories...................................................................................................................... 6
What do people with disabilities need to be successful in the workplace? .................................. 9
What are examples of ‘reasonable accommodations’? ........................................................... 9
How much does a reasonable accommodation cost? ............................................................. 9
What are appropriate tasks for different types of impairment? ................................................ 9
How can our company recruit and retain people with disabilities? .............................................10
Four steps towards successful employment of people with disabilities ..................................10
Plan ...................................................................................................................................10
Prepare ..............................................................................................................................10
Recruit ...............................................................................................................................11
Retain ................................................................................................................................11
How should we communicate about disability? .........................................................................13
Communication at recruitment and interview stage................................................................13
Using the right language ....................................................................................................14
Organizations in Myanmar working with people with disabilities ................................................15
Further reading .........................................................................................................................17
Disability in Myanmar ............................................................................................................17
Toolkits ..................................................................................................................................17
The Business Case ...............................................................................................................17

This Guide is a joint initiative by the Myanmar Centre for Responsible Business (MCRB)
and the Association for Aid and Relief - Japan (AAR Japan), and part of the Japanese
International Cooperation Agency (JICA) Partnership Program in Myanmar.

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Introduction
The aim of this guide is to help employers and others to promote the employment of persons with
disabilities (PWDs) in Myanmar so that PWDs can work on an equal basis with others. By
supporting PWDs to find and stay in employment, fewer will fall into, or stay in, poverty. This
means promoting accessible employment, opportunities for self-employment; making the
necessary adjustments and modifications (‘reasonable accommodations’) to allow PWDs to
participate on an equal basis in the workplace; supporting them to be more productive; and protect
them from any form of discrimination. The guide covers:

 demographic information about PWDs in Myanmar;

 examples of discrimination against PWDs in the workplace;
 the Myanmar legal framework protecting PWDs and promoting their participation in society
 terms, definitions, and communication about disability;
 success stories from people with disabilities;
 tips and advice for employers
 contacts and sources of more information.

How many people have a disability in Myanmar?

According to the 2014 Myanmar Census, out of a total of 50.3 million people, 2.3 million people
(4.6% of the population) are disabled, many of whom have little or no access to a job. The Census
shows that:

 2.3 million people have difficulties in one or more of the four functional domains (seeing,
hearing, walking, and remembering or concentrating)
 17% of males and 32% of females with a disability are illiterate.
 27% of males and 39% of females with a disability have no access to education.
 Less than 10% of PWDs have access to health care.
 Only 29% of males and 15% of females with moderate/severe walking disabilities are in the
labour force.
 Only 30% of males and 21% of females with moderate/severe disabilities relating to
remembering and concentrating are in the labour force.
These rates may be under-reported, as disability is a sensitive issue in Myanmar culture. The
World Health Organization (WHO) estimate Myanmar’s disability rate as 7%.

What is ‘disability’?
Disability is an evolving concept. The United Nations Convention on the Right of Persons with
Disabilities) says that:
“Persons with disabilities include those who have long-term physical, mental, intellectual, or
sensory impairments which, in interaction with various barriers, may hinder their full and effective
participation in society on an equal basis with others”. (Article 1, United Nations Convention on
the Right of Persons with Disabilities)
Impairment+ Barrier = Disability
[Image of wheelchair user who cannot access to a building that has steps in the entrance].

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Types of Impairments
In Myanmar, only four categories of disability are recognized: people with physical impairment,
people with a visual impairment, and people with a hearing impairment, and people with some
form of intellectual disability. The byelaw of the Law on the Rights of Persons with Disabilities,
which is currently being drafted and any subsequent categorization process may be changed to
reflect current use accepted by people with disabilities.

 Physical impairment: Unable to function normally due to bodily defect or loss of any body parts
resulting in the inability to fully perform basic activities such as personal care and mobility.
 Seeing impairment: Unable to see or having limited vision in one or both eyes with or without
using visual aids such as spectacles or contact lenses.
 Hearing impairment: Unable to hear clearly in both ears with or without assistance of hearing
aids.
 Intellectual impairment – having significant limitations in intellectual functioning (reasoning,
learning, problem solving) and in adaptive behavior, which covers a range of everyday social
and practical skills.

Is an HIV-positive person a person with a disability?

The Convention on the Rights of Persons with Disabilities does not explicitly refer to HIV or AIDS
in the definition of disability. However, governments are required to recognize that where persons
living with HIV (asymptomatic or symptomatic) have impairments which, in interaction with the
environment, results in stigma, discrimination or other barriers to their participation, they can fall
under the protection of the Convention, and to ensure that national legislation complies with this
understanding of disability. Some countries, such as the USA, have accorded protection to people
living with HIV under national disability legislation. Other countries have adopted separate
antidiscrimination laws. In Myanmar the National AIDS Programme of the Ministry of Health
and Sport is currently leading the drafting of a law protecting people with HIV from
discrimination.

Disability and the law in Myanmar

In December 2011 Myanmar ratified the United Nations Convention on the Rights of Persons with
Disabilities (UNCRPD). In 2015, the Government enacted the Law on the Rights of Persons with
Disabilities, the legal framework for compliance with the UN Convention. Chapter 10 covers
“access to employment for people with disabilities” and sets out obligations for employers. Draft
by-laws/regulations of the Law are currently being discussed.
The Law provides for the possible introduction of a requirement for companies to employ a quota
(percentage) of PWDs. Failure to meet quotas could result in fines, to be used for a fund for
protecting the rights of PWDs. The Law also provides for the possibility of tax incentives if an
employer employs more than the set quota of PWDs. A set quota for employment of PWDs has
not yet been established.

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What is discrimination?
"Any distinction, exclusion or preference which has the effect of nullifying or impairing the
opportunity of equal treatment in employment or occupation and is made on the basis of race,
colour, sex, religion, political opinion, national extraction, social origin or disability."
Principle 6 of the United Nations Global Compact

Discrimination can be direct or indirect:

 Direct discrimination occurs when one person is treated less favourably because of disability
than another in a comparable situation.
 Indirect discrimination occurs when laws, policies, or practices which appear neutral at face
value have a disproportionate negative impact on some individuals. For example, requiring a
birth certificate for school enrolment may discriminate against ethnic minorities who do not
possess, or have been denied, such certificates.

Discrimination is the cause of the challenges that PWDs in Myanmar face concerning employment
such as:

 access to, and poor quality of education;

 lack of capacity and confidence to look for a job;
 lack of information, technical assistance and transportation;
 negative attitudes of employers or co-workers;
 lack of accessible workplaces; and
 lack of training facilities or capacity-building programs.
The majority of difficulties faced by disabled people are caused by other people’s
misunderstanding of their capabilities.

Examples of discrimination against PWDs in the workplace:

 Places or buildings that do not have assistive features such as ramps, handrails, banisters or
elevators.
 Prejudice based on the preconceived idea that PWDs cannot work.
 Employment policies that exclude PWDs from jobs that they are able to perform.
 Lack of assistance for people with a hearing impairment such as a translator or someone who
can understand sign language at a meeting.
Improving access means removing barriers. But removing barriers is not just about structural
alterations. It also involves adjusting policies, procedures and outdated assumptions regarding
disabled people. Some of these changes cost money, but some cost nothing at all.

Discrimination – some personal experiences

Pa Pa’s story (female, 23)
“I was infected with polio when I was 8 months old. It left me with a disability in my right leg. I can
walk without assistance but it is difficult to run and walk for long periods of time. Although I was
sometimes teased about my disability by my classmates, I never gave up trying to achieve my
goal of being independent. My parents supported by goal, and because of them, I could continue
my education and graduated from university with B.A in English.

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I wanted to work as a salesperson, for example in a supermarket or a shopping mall. But most of
the shops require an applicant to be able-bodied, so they exclude people with disabilities when
they recruit. I applied many times for sales staff positions at different companies, but was never
selected”.
Ko Htet Htet’s story (male, 30)
“My right leg has a disability due to polio. I use a crutch. I have difficulties in walking for long
distances and carrying heavy items.
I applied for a job as an administrative assistant at a company. I was appointed when my direct
supervisor was out of the office on a business trip. I was really happy and tried my best during
the probation period. I completed all the assigned duties and followed office rules and other
instructions.
My direct supervisor then came back after a few weeks. I was called by the Human Resources
Manager and told that my employment agreement was cancelled. The Human Resource Manager
said that my direct supervisor did not want to hire PWDs because he assumed that PWDs could
not perform some duties such as delivery of items or visits to other companies and shops. I was
shocked. I realised I had lost my job due to stereotypes about disability”.

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The Business Case for Hiring PWDs
Employing people with disabilities can make good business sense. It can contribute to the bottom
line in a number of ways:

 Independent studies provide evidence that people with disability have a very positive work
attitude and work ethos. Employers see employees who have a positive attitude in the
workplace as being valuable to their business
 Employees with disabilities can be just as productive as their peers, or even more so,
providing they are appropriately matched to jobs, and their needs accommodated to enable
them to work productively.
 Candidates with disability generally have very good problem-solving skills, as they have been
challenged to find creative ways to perform tasks others may take for granted
 Employees with disabilities have greater retention and higher attendance rates and better
safety records than those without a disability. This reduces the costs of absenteeism and staff
turnover, such as recruitment, hiring, and training
 Employees with disabilities contribute to a more diverse workforce with increased morale and
teamwork among all staff, who find working with people with disability rewarding, which in turn
improves the general work environment and productivity.
 Companies that hire employees with disabilities can strengthen their reputation and brand
with their own staff, customers and the community. A 2006 study in the USA showed that 92%
of consumers felt more favorably toward companies that hire employees with disabilities, and
87% said they would prefer to give their business to such companies
 An employee with disability can help a business to develop marketing strategies to reach this
growth sector of the market (and one which will grow faster if more people with disabilities
access jobs). One in five people have some type of disability and the rate of disability is
increasing as the population ages. That is also one in five potential customers.

Case Studies of Successful Employment of PWDs

Myint Htun Oo’s story with Blue Ocean
Myint Htun Oo, is Customer Service Representative Staff at 1875 Call Centre, Blue Ocean
Operating Management Co. He is 23 years old and of short stature. He has worked in this position
for nine months. His main duties are to answer inquiries from customers by phone; ascertain
problems or reasons for the call; and search and provide appropriate information from a database.
"I am happy in my workplace because my colleagues are warm and friendly to me. I have been
teased about my disability by my friends but I have never been discriminated against at this
workplace. My colleagues help me if I face difficulties in completing my work. For example, when
I receive questions from a customer that are difficult to answer, colleagues nearby always give
me advice so I can reply correctly. The company also accommodates my disability. All of my
colleagues and I need to use a fingerprint attendance system. However, I cannot reach the
fingerprint reader on the wall as I am shorter than my colleagues. My manager adjusted the height
of the fingerprint reader for me, which impressed me. I always try to work hard to answer questions
from customers well. During the past nine months, my skills in communication and computers
have also improved. I love my job and my colleagues, and will try my best at work.

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Myint Htun Oo's Supervisor, Sony Than notes that “Myint Htun Oo is willing to work hard and take
on responsibilities. He is a one of our better performing members of staff. He is respectful and
has good communication skills with colleagues in his department."
Blue Ocean is committed to creating job opportunities for employees with disabilities, since its
Call Centre jobs can be performed by many people with disabilities.
Khin Nilar Win’s story with KBZ Bank
Khin Nilar Win is a Junior Assistant in Administration Department at Kanbawza Bank Limited,
Kamayut Branch. She is 28 years old and has weak leg muscles due to polio. She has worked
in this position for a year and a half. Her main duties are sorting incoming letters and arranging to
send outgoing letters; and answering the phone to take messages or redirecting calls to her
colleague.
"I like my work. I feel like I am accepted just like any other colleague. Kanbawza Bank includes
disability awareness in their staff development program, and since they now understand people
with disabilities, none of the staff discriminates against me. The company holds events such as
donation ceremonies and staff parties. Although I sometimes hesitate to participate due to my
disability, my colleagues encourage me to attend. Our supervisors and managers in the
department have also encouraged me to pursue my education. I did not pass the 10th grade
examinations, and they advised me that it is a good idea to get a high school diploma, as it will
help my career in the company. They are encouraging me to take the examination and then
pursue a university degree through distance education, which would only require me to attend the
university for about two months each year. I am determined to study hard because of my
managers’ advice and continual encouragement. I also would like to improve my English skills as
I sometimes receive phone calls from foreign customers. I love my job and my colleagues. I would
like to continue to work in Kanbawza Bank and make my career here. Although PWDs face
difficulties in getting a job, I would like them to know that it is possible. I will try my best at work
and I would like to be a future role model for PWDs.
Khin Nilar Win's direct supervisor, Ye Win, Assistant Manager, Administration
Department comments that "Khin Nilar Win is a loyal and respectful person and has good
communication skills with colleagues in her department. She works hard and takes on all the
assignment well," while Senior General Manager Aung Kyaw Soe who recruited her specifically
commended her communication skills and self-discipline acquired from two years’ experience as
a customer service representative at her previous job. “In her job interview, we rated her highly
for self-confidence in answering questions”..
Thet Paing Soe’s story with Sule Shangri-La Hotel
Thet Paing Soe who is 29 has been a Service Associate in the Laundry Department of the Sule
Shangri-La Hotel in Yangon since 2014. He has hearing loss and speech impairments. His duties
are washing, drying, and ironing clothes and linens.
“I am impressed that all my colleagues are highly motivated to work. They are also very kind and
support me at the workplace. I sometimes face difficulties in communicating with new staff but my
other colleagues always help me to communicate smoothly. I am very happy to work in this hotel.
I have also made friends here. My manager arranged some experienced staff to help me and
gave me enough time to learn during the on-job-training. This is why I can use an iron and other
machines by myself. Before I started to work at Sule Shangri-La Yangon Hotel, I sold chewing

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tobacco, and worked as a mushroom farmer and a waiter at a restaurant. However, I could not
earn enough money to support my mother. Now I can support my mother more than before and
also save some money for my future. I would like to work at Sule Shangri-la Hotel for another six
or seven years.
His direct supervisor, Aung Hein (m), Laundry Manager, comments
“When Thet Paing Soe started, he was a little worried about using machines for ironing. However,
he became used to working with the machines a few weeks later. We communicate in writing. He
works harder than the others at any task I give him. He works better if we give him one assignment
at a time so that he can concentrate on a single assignment. I find him very dutiful, and he never
wastes time at work. He is a quick learner and it took less time to train him compared to other
staff. Now he is able to work in almost all sections in the laundry department including in the
washing, drying, ironing sections. All of our staff feel like he is also one of our family members.”
Sule Shangri-La Yangon hotel employs ten PWDs. The Shangri-La Group aims to provide PWDs
with opportunities for upward mobility in every local community in which it operates. In 2012 they
set a hiring target of 2% PWDs of its permanent staff for all Shangri-La Hotels.
Saw Win Phyu’ story as an apprentice baker/pastry chef
Saw Win Phyu, 18, has oculo-cutaneous albinism which has left him 50 % blind. He is an
apprentice chef at the International Bakery & Pastry Training Centre (IBP). He is also a volunteer
teacher for a baking course at Yangon School for the Blind. As a senior apprentice at IBP he is
responsible for mentoring and coaching juniors in the baking course.
He studied until Grade 9 at a government mainstream school. After taking a four month bakery
course at the IBP, he discovered his passion for baking cakes and pastry. During the course, he
faced many challenges due to his blindness, such as measuring ingredients and decorating
cakes, and had to try twice as hard as other people, spending four months on the course rather
than the usual two months. He also faced challenges travelling to work due to lack of accessible
transport. However, with the support of his supervisors and his colleagues, he overcame those
challenges and now lives at IBP and enjoys the company of his friends and colleagues. He
attributes his success to hard work and a positive attitude.
The IBP was founded by Than Zaw Oo and provides training in baking and pastry-making to
students from blind schools and also schools for people with autism. He comments that: “Saw
Phyu Win works hard, and is a motivating role model for others. Although it took a bit longer to
train him due to his blindness, I supported and encouraged him, and encouraged the other
employees to do the same, and to raise awareness about the rights of people with disabilities.”

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What do people with disabilities need to be successful in the workplace?
Employees with disabilities should be offered what is known as ‘a reasonable accommodation’,
or just ‘an accommodation’. This is (usually) nothing to do with their housing. It is any change or
adjustment to a job, the work environment, or the way things usually are done that would allow
an individual with a disability to apply for a job, perform job functions, or enjoy equal access to
benefits available to other individuals in the workplace. Accommodations have accurately been
described as “productivity enhancers” and come in many shapes and forms.

What are examples of ‘reasonable accommodations’?

Physical changes
 Installing a ramp
 Modifying a workspace
Accessible and assistive technologies
 Ensuring application software is accessible, e.g. online application systems
 Providing screen reader software. Screen readers are software programs that allow blind or
visually impaired people to read the text that is displayed on the computer screen with a
speech synthesizer or braille display.
 Utilizing videophones to facilitate communications with colleagues who are deaf
Accessible communications
 Providing sign language interpreters or closed captioning at meetings and events
 Making materials available in Braille or large print
Policy enhancements
 Modifying a policy to allow a service animal (e.g. guide dog) in a business setting
 Adjusting work schedules to allow employees with chronic medical issues to go to medical
appointments and complete their work at alternate times or locations
The Job Accommodation Network (www.askjan.org) is an online resource that can suggest
‘accommodations’ for different types of disability.

How much does a reasonable accommodation cost?

Although businesses and line managers are often concerned that ‘reasonable accommodations’
could be costly, studies show that costs associated with workers with disabilities were minimal –
and in many cases, eg a shift change, zero – and usually worth the expense when compared with
positive benefits such as increased retention rates, and employee motivation.

What are appropriate tasks for different types of impairment?

Each person with a disability is an individual with particular capacities which need to be
understood. However some tasks may be more suitable for certain impairments. For example
tasks which do not require frequent movement from place to place would be more suitable for
those with visual impairments or impaired physical mobility. For people with intellectual
impairments, less complex tasks that can be performed without decision-making skills, or tasks
that require less interaction with others may be more appropriate. Working hours and likely
overtime or shift work requirements should also be considered. Employers should discuss the
employee’s needs with them and identify the necessary ‘accommodation’, for example a change
to the working environment; assistive equipment including software; or workplace training to
accommodate their various needs.

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How can our company recruit and retain people with disabilities?
All staff have a role in promoting employment of people with disabilities. But it is essential that
senior leadership set the tone for the whole organization to ensure that the benefits of employing
PWDs are understood, and that appropriate measures are taken to accommodate their needs.
Corporate o Adopt and communicate the company’s policy and strategy for promoting
Leadership employment of PWDs
Human o Devise and deliver the policy and strategy for promoting employment of
Resources PWDs
o Ensure recruitment practices do not discriminate directly or indirectly
o Educate other staff on employment of PWDs and non-discrimination
o Ensure legal requirements are understood and complied with
Line Managers o Provide induction and on the job training for PWD
o Manage the PWD
o Address any needs for reasonable accommodation
Employee with o Perform the allocated tasks
disability o Communicate to managers any requirements for ‘reasonable
accommodation’
Co-Workers o Support and include co-worker with disability
Procurement o Consider whether supplies can be procured from PWD-led enterprises.
Managers o This could include sourcing corporate gifts from disability social
enterprises, which will both provide income for PWD and demonstrate
that the company is disability-friendly

Ongoing communication between the employee, managers and their co-workers is vital: line
management in each department, and human resources staff should maintain effective lines of
communication about assistance to PWDs, especially supporting new employees with disabilities.

Four steps towards successful employment of people with disabilities

Plan
 Make a corporate leadership commitment to being a disability-inclusive business. Ensure
corporate policies, procedures and practices specifically mention the word "disability”.
 Stay up to date on legislative requirements concerning disability
 Ensure that the hiring of people with disabilities is part of a company’s overall hiring plan,
and that this is endorsed by company leadership and communicated to all employees and
externally
 Assign responsibilities to departments and communicate these
 Build links with organisations led or working with PWD, including vocational training courses
and schools, and social enterprises and consider partnerships with them, including potential
for procurement.
 Encourage employee volunteering with community organisations working with disability
Prepare
 Consult with PWDs and others about the accessibility of the working environment for people with
different types of impairment (e.g. tasks, training, working environment such as barriers, shifts)
 Learn more about options for ‘reasonable accommodation’ with PWD organisations, and make
use of toolkits and online resources (e.g. www.askjan.org) ;
 Identify and nominate ‘disability champions’ in the senior management and the general workface
to communicate the business case
 Arrange general awareness raising activities about PWDs for the managers and staff;

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Recruit
 Indicate on job announcements that qualified individuals with disabilities are encouraged to
apply and that reasonable accommodations will be provided.
 Post vacancies on job boards designed for people with disabilities, in disability-related
publications, and with disability organizations (see list), and Labour Offices, and follow up
with targetted outreach
 Ensure that the recruitment announcement and any online or offline process is fully accessible
to people with different types of disability
 Ensure that reasonable accommodations are offered and available for the interview process. This
could include:
o Sign language or speech to speech interpreters for people who are deaf or have
significant speech impairments.
o An accessible meeting or interview location for people with mobility impairments.
o Using email, texting, or a telephone relay operator rather than direct phone
communication for people with hearing or speech impairments.
o Electronic formats of materials and applications in advance of interview.
o A counselor or representative for the candidate asking to be contacted in advance or
requesting to go on the interview with the candidate.
o A technology device or modification from a person with a hearing or visual disability.
o A schedule adjustment or a flexible workplace.
 Train the interview panel to conduct the interview in a confident and non-discriminatory manner
(see ‘Communication’ below)
 Ensure that the future line manager is aware of how to provide an inclusive work environment, and
has arranged appropriate on the job training
 Identify with the successful candidate – or any caregivers or mentors they identify - the ‘reasonable
accommodation’ they will need to tasks, schedules or the working environment, and put this in
place
 Arrange further awareness-raising about PWDs for staff in the host department
 Identify possibilities for appointing a Job Coach specialised in disability and employment for both
the manager and the employee
 Retain and review applications from applicants with disabilities when future openings occur;
 Start an internship programme specifically for people with disabilities (ensuring the necessary
support is in place for interns as for full employees). A 2013 study showed that existence of a
disability-focussed internship scheme is the single most important factor in increasing the
likelihood of employing people with disabilities
Retain
 Provide tailored ‘on-boarding’ support for the new PWD employee
 Ensure that both the line manager and HR communicate with the employee to address any
remaining barriers and problems
 Adapt workplace accommodations if necessary
 Ensure workplace events are accessible to employees with disabilities.
 Hold supervisors accountable for implementing management practices that support diversity
including PWD
 Ensure that manager-employee communication includes a discussion of performance, career
development opportunities and training possibilities for promotion
 Ensure that employees with disabilities have equal access to opportunities for career
development e.g. conferences, training, tuition assistance, and rotational assignments. This
might involve:
o ensuring that all online professional development classes and materials are fully
accessible;

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 o reserving a portion of employee training funds to provide disability related
accommodations for training opportunities;
o offering specialized leadership programs for employees with disabilities similar to
existing leadership programs for other traditionally underrepresented groups.
 Ensure existing and new co-workers continue to be trained on how to welcome workers
with disabilities
 Ensure there is a contact point in Human Resources for questions managers, PWD
employees and their co-workers may have regarding working with employees with
disabilities
 Establish a disability support group of employees with disabilities who can meet to discuss
disability employment issues and make recommendations to management

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How should we communicate about disability?
Good communication and etiquette is vital in developing relationships with disabled and non-
disabled customers and employees alike:

 Use a normal tone of voice when greeting someone.

 Treat adults as adults. Address a disabled person by their first name only if you are
addressing everyone with the same familiarity
 When introduced to a person with a disability, it is appropriate to offer to shake hands.
 Speak directly to a disabled person, even if accompanied by an interpreter or assistant.
 Use “People First” language such as “person who is blind” instead of “the blind person”.
 Don’t ask questions about a person’s disability (e.g. “what happened to you?”) unless it is
brought up by the individual.
 Do not attempt to speak or finish a sentence for the person you are speaking to.
 If you offer assistance, wait until the offer is accepted. Then listen to or ask for instructions.
 Be patient and listen attentively.
 If in doubt ask yourself how you would want to be treated. Always be willing to adapt to
someone’s individual preference.

Communication at recruitment and interview stage

Given the importance of the job interview, it is important that those on the interview panel,
particularly the line manager, are trained to ask questions about disability in an appropriate way
and feel comfortable doing so.
What to ask or say What NOT to ask or say
 Can you perform the job with or without an  Will you need an accommodation to perform
accommodation? this job?
 Can you tell me why you feel you are a good  Can you tell me about your disability?
fit for this position?  How much will that accommodation cost?
 Can you describe how the accommodation  We are concerned about our liability and
requested would assist you in accomplishing safety issues if we hire you.
the task?  We don’t know if you will fit in with our work
 (If medical exams are required of all culture.
employees). If offered the position, you will  This is the way the job needs to be done and
be required to complete a medical exam. Job cannot be modified.
offers are contingent upon passing this  Employees are used to getting this done a
exam. certain way and I don’t think they would
 Let me tell you about our work culture and accept the accommodations you requested.
ask you about your work style.
 These are the essential functions of the job
as explained in the job description. Tell me
more about how you would perform these
functions.
 While the job task is typically performed this
way, tell me more about how you could
accomplish it with the accommodation you
mentioned.

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Using the right language
These are some examples of terms commonly accepted by organizations of people with
disabilities. Don’t let this put you off from communicating. Relax. Don’t be embarrassed if you
happen to use common expressions, such as “See you later” or “Did you hear about that?” that
seem to relate to a person’s disability.

 To suffer disability  To have an impairment

 e.g. people with visual impairment, visually impaired
people
 Deaf and dumb  People with hearing impairment, hard of hearing people
 Deaf-mute
 Cripple  People with physical disability, disabled person,
 Invalid  or person with a disability or, if appropriate, a person with
a mobility impairment
 People with reduced mobility (PRM is mainly used when
talking about transport)
 Confined to a  Wheelchair user
wheelchair
 Wheelchair-bound
 Mental  People with psychosocial disability
 Mental patient  People with a mental health condition
 Schizophrenic
 Lunatic
 Psycho
 Handicapped person  People with Down’s Syndrome
 Mentally  People with cerebral palsy
handicapped  People with brain damage
 Subnormal  People with autism
 Retard  People with intellectual disability, a person with a learning
disability or difficulty
 Midget or dwarf  People of short stature, or people of restricted growth
(some individuals prefer the word ‘dwarf’.)
 Fits, spells, attacks  Seizures
 Able-bodied  Non-disabled
 Hidden disabilities  Non-visible disabilities

Remember: Always be guided by the individual; if not sure what to say - just ask.

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Organizations in Myanmar working with people with disabilities
Myanmar Federation of Persons with Disability (MFPD)
The Federation (previously called Council) is a national association of persons with disabilities.
Their aim is to promote the rights and full participation of persons with disabilities through
advocacy, education, and awareness-raising in Myanmar.
https://www.facebook.com/Myanmar-Council-of-Persons-with-Disabilities-1418386865125480/
Eden Centre for Disabled Children
The Eden Centre for Disabled Children (ECDC) is the first non-government, not for profit
organisation for children with physical and intellectual disabilities to open in Myanmar. ECDC
helps children with disabilities to obtain equal access and opportunities so that they can lead an
independent life with dignity. At the end of 2014 their Board approved the strategic plan for 2015-
2020, which highlights the following three areas: Child Development and Family Support;
Inclusive Community Development; and Disability Sector Development. www.edencentre.org
Myanmar Deaf Community Development Association (MDCDA)
Myanmar Deaf Community Development Association (MDCDA) is an independent non-
government organization, not for profit organization. It has no religious or ethnic affiliation and
was founded by nine people with hearing loss; three social development experts joined later. The
aim and objective of MDCDA is to promote legal protection for disability rights and to build the
capacity of all persons with disabilities, including persons with hearing loss, to live independently.
www.facebook.com/mdcda.org.mm
Myanmar Independent Living Initiative (MILI)
MILI works to empower and support persons with disabilities to lead independent lives. It also
advocates for, and promotes the inclusion and rights of, persons with disabilities.
www.mili.org.mm
Shwe Min Thar Foundation (SMTF)
SMTF is a not-for-profit, non-religious, non-political non-governmental organization. It was
established to help PWDs help themselves, be fulfilled as individuals and play a constructive role
in society. It works on education, livelihood and income generation, health, and environmental
and social issues for PWDs. www.facebook.com/ShweMinnThaFoundationMyanmar/
Myanmar National Association of the Blind (MNAB)
MNAP was established to promote the quality of life and advocating the equality right of Persons
with Visual Impairment in society. The association also aims to recommend a multi-dimension
approach for Persons with Visual Impairment in holistic development and encourage disabled
inclusiveness in policy design. www.mnab-myanmar.org
Myanmar Christian Blind Fellowship (MCBF)
MCBF’s objective is to raise and develop the educational level of visually impaired persons, so
that they are able to earn a living on their own and become independent, and can participate in
society on an equal basis with others. Address: 165, Baho Rd., Ward (2), Mayangone Township,
Yangon, Myanmar, Phone: 09-32237791, 01-662034, 01-9661689, mcfb.admin@gmail.com

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Myanmar Autism Association (MAA)
MAA was formed to raise awareness about autism and understand the difficulties that those with
autism and their family members face; plan and implement activities and interventions for early
detection of autism; improve the quality of life for autistic people through early and systematic
training; and support independent living for autistic people. www.autismmyanmar.org
Myanmar Physically Handicapped Association (MPHA)
MPHA aims to promote the rights of victims of anti-personnel mines and/or explosive remnants
of war (ERW) and other persons with disabilities to access health and social services and take
part in decision-making relating to social protection programs. www.myanmarmpha.org
Association of Myanmar Disabled Women Affairs (AMDWA)
AMDWA implements activities to improve disabled peoples’ lives to enhance their confidence,
support them and create job opportunities.www.facebook.com/DPO.AMDWA/
International Bakery & Pastry Training Centre
Training centre in Mingaladon which also supplies bakery products
https://www.facebook.com/ibptraining/
Other Social Enterprises
HlaDay and Pomelo are outlets selling a variety of products and gifts from social enterprises
employing people with disabilities. These social enterprises welcome enquiries concerning
corporate gifts.
Pann Nann Ein supports individuals with disabilities, while simultaneously raising awareness of
neglected disability issues, including physical disabilities, mental health problems, learning
disabilities, and language and speech impediments c/o YMCA, Theinbyu Road, Yangon
pann.nann.ein@gmail.com
Association for Aid and Relief (AAR) – Japan
AAR - Japan runs a vocational training centre (VTC) for persons with disabilities and has been
implementing community-based rehabilitation (CBR) projects. It also supports children with
disabilities through a foster parent system. www.aarjapan.gr.jp/english/about/
Handicap International Myanmar
The goal of Handicap International in Myanmar is to promote equal rights for victims of anti-
personnel mines and other explosive remnants of war (ERW) and for other people with disabilities.
The organization works to foster an inclusive society and enable the full social participation of
people with disabilities, while striving to reduce the human and socio-economic impact of anti-
personnel mines/ERW. www.handicap-international.us/myanmar
Leprosy Mission International
The Leprosy Mission aims to enhance the quality of life, community participation and the socio-
economic status of persons affected by leprosy and other disability. It provides physiotherapy to
people, including children with disabilities, and counseling and emotional support; encourages
persons with disabilities to participate in the social and economic life of their communities; and
provides accessible, affordable and effective treatment to prevent further disability.
www.leprosymission.org.uk/about-us-and-leprosy/where-we-work/myanmar.aspx

16
Further reading
Disability in Myanmar
The 2014 Myanmar Population and Housing Census: Thematic Report on Disability, Department
of Population, Ministry of Labour, Immigration and Population, with technical assistance from
UNFPA, published 2017
First National Disability Survey, Ministry of Social Welfare, Relief and Resettlement, Myanmar
with assistance from the Leprosy Mission International Myanmar, 2010
Situation Analysis of Children with Disabilities in Myanmar, UNICEF Myanmar and Department of
Social Welfare, 2016
Corporate Social Responsibility and Disability (CSR-D), MCRB and Myanmar Deaf Community
Development Association, 2014

Toolkits
Recruiting, Hiring, Retaining, and Promoting PEOPLE WITH DISABILITIES A resource guide for
employers,
Tips for Recruiting with disability Employer Assistance and Recruitment Network (EARN)
Disability in the Workplace - Company Practices, ILO, January 2011.
Learning Directly from Disabled People, A Toolkit for Global Business, Business Disability
International (bdi), 2016
Your Disability Communication Guide, Business Disability Forum: Technology Taskforce.
Comprehensive quick reference guide. Gives guidance on language and etiquette. Advises on
specific impairments and preferred modes of assistance. Practical advice on how to recognise
and avoid attitudes and behaviour which can create misunderstandings and barriers.
CSR-D self-diagnosis questionnaire. This enables companies to assess their situation on
inclusion in their corporate social responsibility practices. Available in English online and in hard
copy in Myanmar language in the MCRB/MDCDA publication CSR-D (see above)

The Business Case

Employ outside the box - the business case of employing people with disabilities, Australia
Chamber of Commerce and Industry, 2012.
Workplace Accommodations: Low Cost, High Impact, U.S. Department of Labor, Job
Accommodations Network annual report
Exploring the Bottom Line: A Study of the Costs and Benefits of Workers with Disabilities, DePaul
University, 2007.
A national survey of consumer attitudes towards companies that hire people with disabilities,
Siperstein GN, Romano N, Mohler A, Parker R. Journal of Vocational Rehabilitation. 2006; 24
(1):3-9

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