WORKPLACE
This insert is designed
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Supervising People with Disabilities
Hint – It Really Isn’t Very Different than Anyone Else
upervising people with disabilities really
S isn’t very different from supervising some-
one who is not disabled. The basic idea is
to treat people with disabilities the same as those
who do not have an impairment.
Like any new employee, people with disabilities
should be made to feel a part of the company.
Managers, supervisors, and/or co-workers may need
to be made aware of disabilities if they have not had
any experience in working with this population.
For example, the manager or supervisor may
need to obtain – or provide – training on better
understanding disabilities. This could include, for
instance, training on dealing with seizures if an
employee with epilepsy is hired, or learning how
to best communicate with an employee who is
hearing impaired.
Strategies for Supervision
 Explain beginning expectations. Tell the
employee what will be expected of him/her.
Reassure the person that everyone has some appre-
hension about starting a new job, and that you are
ready to make accommodations when necessary.
However, while it’s important to take an interest in
the person with a disability (which is hopefully the
case with all workers), remind the person that
he/she is there to work. Be patient and encourag-
ing, but do not become “overly friendly” or “over-
ly helpful” just because the person has a disability.
 Arrange regular meeting times. Explain that
this time is set aside to give both of you the
opportunity to plan together and to practice any
work skills that need reinforcing. Successes and
any necessary modifications in tasks and behav-
iors can be discussed. These types of meetings
offer a less-threatening atmosphere for evaluation
than conferences called when problems arise.
March 2011
to share with employers
to educate them about
employment for workers
with disabilities.
Welcoming Techniques when Starting a Job
People with disabilities often suffer from low
self-esteem, which may make them feel unsure of
themselves on the job. The following techniques
can help a person with a disability get past this
initial apprehension, which is also not uncommon
in the general population.
 Welcome the new employee by introducing
him or her in a company news bulletin.
 Introduce the new employee to staff, employ-
ees, clients or others in the work environment.
 Give the new hire a list of names of other
employees, clients, or others with whom he or
she will be working.
 Meet the individual’s basic needs: designate
a place to put personal belongings; point out
restroom and eating facilities; and include him or
her in lunch with other staff whenever possible.
 Explain workplace rules, and clarify proce-
dures for absence, tardiness, and emergencies.
Provide a written list as well.
 Post any pertinent routines or schedules.
 Give the new employee a list of specific
job responsibilities. Post the list in a place that
is easily accessible.
 Take the new employee on a tour, making
sure to point out the location of supplies that the
person may be required to use on the job.
Ongoing Supervisory Techniques
 Limit directions until you see evidence that
the person can function with greater autonomy.
Have the individual repeat directions to be sure
that he or she understands.
 Encourage the individual to ask questions
to clarify tasks or for other information.
 Urge the person to tell you when a job is
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difficult, when he or she is uncomfortable about a
job expectation, and/or when there is a problem
with co-workers.
 As with any employee, give immediate feed-
back as problems arise. Avoid letting minor
issues escalate into major problems. Try to start
with a positive statement first.
 Remember to praise improvements in per-
formance or behavior.
 Keep expectations realistic. Periodically
remind yourself to re-assess expectations. Be
careful about underestimating – as well as over-
estimating abilities.
 Do some “detective work” to determine the
cause of a problem. Was it a behavior generally
attributed to someone with this specific disability?
Were expectations too high – or too low? Have
you, as a supervisor, lost patience or perspective?
 Be patient. People with disabilities often
need repetition and time to process information.
 Whenever possible, anticipate and prepare
the person for changes likely to occur in routines
or schedules.
 Include individuals with learning disabili-
ties in meetings even if you think that they may
not comprehend everything being said. Similarly,
invite them to social events so that they feel like
a part of the organization.
 Show an interest in the individual’s person-
al life, but be cautious about getting too
involved. A friendly interest is enough. Many
people with disabilities are “hungry” for personal
relationships and are not aware of appropriate
boundaries. You may have to set limits.
 Set a tone of respect by modeling behavior
toward all employees that clearly sends the mes-
sage of the value you place on each person in the
organization. Make it clear that unkind behavior
is not acceptable.
Traits of Supervisors Successful at Working
with Employees with Disabilities
 Willingness to invest extra time, patience,
and energy to understand and respond to the
needs of the individual;
 Desire to learn techniques that will help the
employee function more effectively;
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 Readiness to be flexible about expectations
and job tasks; and
 Ability to respect others for their strengths
and weaknesses.
Management Tips in Supporting
the Supervisor
 Interpret the needs specific to the particular
trainee or employee.
 Identify the new hire’s strengths and
weaknesses.
 Help set realistic goals.
 Give specific information about techniques
that work in specific situations.
 Set up regular meetings or phone contact
with the supervisor to discuss progress and
strategies for helping the employee.
 Be available for feedback so that you can
get perspective from both supervisor and
employee when issues arise.
 Establish times for observing the worker on
the job.
 Schedule three-way meetings in which there
is self-evaluation from the employee as well as
feedback from the manager and supervisor.
Summary
Keep in mind that disabilities have varying
degrees of severity. Many individuals with cog-
nitive disabilities live in their own apartments
and drive their own cars. Many people with
physical disabilities may use a wheelchair for
mobility reasons, but are perfectly able to hear,
speak, and think. Treat each person with a dis-
ability as an individual. Let the person know that
you respect his/her privacy, but you need to
understand his/her needs in order to help him/her
become a productive employee.
Finally, people with disabilities should have the
same opportunities as co-workers who are not dis-
abled when it comes to promotions, awards,
assignments, and participation in special programs.
Remember, disability does NOT equal inability. „
Sources: Equal Employment Opportunity Commission;
“Guidelines for Supervising Employees with Learning
Disabilities, a Manual for Employers,” Lesley University;
and Paul Selby, Magic Wand Solutions.
March 2011