Feb/110
Making Websites Accessible: User Friendly Text
The Web has expanded the ability of disability employment programs to reach a diverse pool of potential job applicants. A wide range of customers is also readily reachable through vibrant company websites, social media networks, and email campaigns. Despite the opportunity provided by the Web and its dynamically evolving technologies, an estimated 15-20% of Americans have difficulty using technology because of a disability (i). This percentage is high, though, because most websites are not built with accessibility in mind.
Program Development Associates is proud to introduce the Making Websites Accessible series. This introductory course will be completed in 4 article installments: User Friendly Text, Image Optimization, Effective Video Use, and Color Scheme Planning. We encourage you to check in for each installment, and please leave feedback and questions!
Part I: User Friendly Text
The Web’s ability to transfer information via text is already a victory for those with hearing impairments and other disabilities that limit aural comprehension. However, this advantage is fairly underutilized. The reason: companies build websites pizzazz in mind. With billions of web pages on the Internet, organizations face more pressure than ever to make their own sites stand out. This typically means vibrant images, splashy colors, and sometimes cryptic word usage. These elements, when left to stand alone, are not easily comprehensible for individuals with disabilities. There is a middle ground, however. Organizations may use the following techniques to augment their current websites, increasing their readability and usability:
1) Website Readability
The primary thing to remember when writing text for a web page is the ease with which it can be read and understood. You may use a variety of different scales to gauge this metric. Online-utility.org features this free text tool to analyze the readability of content using traditional scales used by most publishing agents. Generally, websites should mirror most local newspapers and publish content that is deemed readable at a “fifth grade level”. This will change, however, depending on the specific demographic of the organization.
2) Complement Images with Text
As a general rule, never let images stand alone. Always use lines of text that will introduce and clarify the image.
3) Organize Content Into Lists
Use lists instead of color to group different text items. Head the lists with lines of descriptive text that introduce or classify the subsequent content. Tables are a good way to organize lists of content as well.
Paramount to any disability training program is the ability of a business to engage in such programs in a way that transcends internal operations. Disability education seminars and workshops are superb ways to facilitate inclusion in the workplace, however, such efforts should not keep only employees in mind. Instead, they should apply the same principles of inclusion, accessibility, and equal opportunity to other facets of business. This includes marketing to reach consumers with disabilities, offering job opportunities to prospects regardless of disability, and communicating with the general public in a manner that is comprehensible to those with disability. Optimizing company websites, social media pages, and other areas Web communication to make them accessible is the first step in attaining such a goal.
(i)http://www.shrm.org/hrdisciplines/Diversity/Articles/Pages/RecruitingSitesAccessible.aspx
Feb/110
Disability Employers and the BWAP
Disability employers and diverse organizations know that recruiting talent is meaningless without the means of organizing individuals to yield optimum production or service efficiency. Identifying individual aptitudes, abilities, and preferences goes a long way in placing new hires as well as advancing current employees. At times, specific assessment tools are necessary. For workplaces that employ individuals with disabilities, core operations depend on the accurate assessment and placement of individuals. Disability employers are smart to consider the Becker Work Adjustment Profile (BWAP) when conducting these assessments. This easy-to-use disability training resource provides critical insight on individual vocational abilities, a prerequisite for providing meaningful and safe job placement for those with disability.
Introduction: The Becker Work Adjustment Profile
The BWAP is an observer rating instrument that gauges the work readiness of an individual. This is measured by having a subject perform several work-related tasks while a third party observes and notes their behavior. The outcome of the BWAP assessment will highlight deficiencies in certain areas necessary for job performance. Businesses use this information to help place employees with physical or mental disability in appropriate positions within the organization.
Advantages of the BWAP
One advantage of the BWAP: It does not depend on the solicitation of user responses. Instead, it is an observer rating instrument. A professional observes the subject, rating him or her on several dimensions including work attitude, interpersonal relations, cognitive skills, and work performance skills. This significantly reduces the incidence of subject-driven error, so you may be confident in the outcomes of the assessments and place employees effectively.
The greatest advantage of the BWAP is that it highlights specific areas where the subject exhibits a skill deficiency. The deficiency is framed in the context of the work setting, and this varies by organization. In this way, the observer attains a clear understanding of the specific areas in which an employee may need support or additional training. Vocational training may then be implemented to remedy areas of skill deficiency, making the subject “work ready.”
Moving forward, companies are smart to prepare for assessing and placing workers with disability. Workplace disability is on the rise, indicated by the Council for Disability Awareness. Having a firmly established assessment and placement protocol will help to create the structure necessary to support employees with disabilities in 2011.
Feb/110
Building a Disability Employment Program
As training for disability initiatives gain momentum, one hopes to see a fall in unemployment among those with disabilities. Instead, the opposite is true. When facing an increasing rate of unemployment among those with disabilities, one need ask: why are disability employment programs not working? There have been dozens of initiatives aimed at lowering the level of unemployment among individuals with disability. From Federal legislation like the Americans with Disabilities Act to Presidential Executive Orders, finding jobs for those with disabilities has been on the forefront of American political agendas. The rate of unemployment continues to grow, despite the genuine efforts made by Federal lawmakers, business owners, and citizens alike.
Telework Exchange, in conjunction with the Federal Managers Association, shed some light on this mysterious conundrum in a study of Federal employees titled Unnecessary Boundaries. Through the early months of January and February of 2010, over 500 Federal employees were surveyed in an attempt to discern the extent to which Federal managers hired and trained job prospects with disabilities. Of the respondents polled, the following opinions were gathered (i):
- Over half (71%) of Federal employees surveyed felt that their manager, or managers, had fully committed to hiring prospects with disabilities.
- Only half of respondents (about 50%) felt that their managers had the skill sets necessary to train an individual with a disability.
The results of the TeleWork Exchange Unnecessary Boundaries study are quite clear. The level of unemployment among those with disability is not high because these individuals have trouble attaining work. Rather, the unemployment level remains high because these individuals are plugged into systems of training and development that are not ready to accommodate their needs.
Building Disability Employment Programs
Inclusive workplaces hire individuals because of their abilities. In certain circumstances, this may involve an employer gaining a talented individual through a work-placement agency or headhunter. Other times, employers simply encounter an applicant with a disability who happens to be the most qualified candidate for the position. In either case, the new hire must be correctly transitioned into the new work environment and company culture. The most proficient way to do so is through a Disability Employment Program. Such programs utilize disability videos, interactive training software, and standardized test materials to ensure a smooth transition for both new hire and current company culture.
The need for internal constructs that facilitate employee inclusion is great. The system has been set; no longer may employers discriminate among qualified job applicants merely because of disability. Rather, employers are required to make reasonable accommodations for new hires with disabilities. Program Development Associates offers many resources to help your organization develop disability training programs that build inclusion in the workplace.
(i) http://www.teleworkexchange.com/unnecessarybarriers/landing.asp
Jan/110
Emotional Quotient: A Managerial Study
Our disability training and education blog has a long history of distributing articles to help business professionals make the most of the talent they recruit. This article is no different. Today, Program Development Associates explores Emotional Quotient, or EQ, and the benefits employers receive by engaging in this type of employee training. It goes without saying, however, that leaders are smart to construct this sort of training in an inclusive manner. Opening the doors to a diverse talent pool adds depth to an employee base that translates to greater idea exchange and a heightened bottom line. In short, implementation of an EQ employee training program that accommodates those with disabilities is your organization’s best bet for increased productivity in 2011.
Training and The Emotional Quotient
The emotional quotient, typically denoted EQ, is the ability of an individuals to perceive, evaluate, and curb their emotions, as well as the emotions of their peers. This domain of ability is becoming characterized by organizational leaders, leadership consultants, and psychologists as the primary indicator of work performance. Individuals with a high EQ are more in tune with the emotions of themselves and those around them, increasing their ability to empathize, negotiate, and motivate individuals including themselves. EQ is thought to have the greatest impact on individuals in positions of authority because of their role in organizing and motivating a group.
Disability Employment Programs with EQ
Disability programs are already in place at most American businesses, their goals ranging from ADA compliance oversight to aggressive hiring of individuals with disabilities. No matter what the whole disability employment programs play in your organization, one thing is certain: Managers with high EQ scores drive effective disability employment programs that drive improvements in performance, workplace culture, and revenue (i).
Unfortunately, managers are often categorized by low levels of EQ. In a study of more 1400 managers, Ken Blanchard businesses found that about 56-82% of managers lacked the EQ skills most necessary for successful leadership (ii). Specifically:
- 82% fail to give employees praise for positive contributions
- 81% neglect to incorporate each of their followers in job processes
- 76% either over-supervise their followers, or under-supervise them, providing a leadership style incongruent with job tasks and work environment
- 59% neglect to implement proper employee training programs to motivate their employees
Moving Forward: Developing Employer Relations
The good news: it’s never too late to create employee or managerial training programs tailored specifically to the needs of your organization. Organizations are cautioned, however, to fully assess business operations as well as managerial EQ levels before engaging in training to build employer relations skills. Full business analysis is a critical factor in creating training programs that yield true results. Disability videos, EQ materials, and other resources are available online, giving businesses the opportunity to create a custom library of training materials geared specifically towards their unique training objectives.
(i) http://guidebestofthebest.com/emotional-intelligence-eq-matters-more-than-iq-to-increase-business-profit-budget-for-executive-leadership-development-and-success.php
Jan/110
Achieve Interoffice Efficiencies with Disability Training
Disability training may take on several forms. From enhancing employee communications to creating cohesion among different departments, training for disability optimizes organizational performance. The means of implementation may vary, however the end is most always constant: increased operational efficiency.
Reasons to Train for Disability
Training for disability is a requisite for success in today’s dynamic and diversified business culture. The Council for Disability Awareness has issued disability trends report stating that the incidence of serious disability has grown steadily since just 2007. Women and younger workers are most at risk, according to the report, and managers who anticipate disability in the workplace are positioned for success. Disability costs can be staggering, but forward-thinking organizations can anticipate areas of risk and train employees accordingly. Remaining compliant with the Americans with Disabilities Act, for example, requires attentive study of Federal and state level laws. Specifics may fluctuate, and creating a disability employment program that oversees compliance issues can save organizations immense amounts of time, money, and unwanted publicity.
Disability Training Topics
Disability training topics are similar to those of other, more common employee training programs. Unlike common training programs with which most employers are familiar, however, training for disability addresses these areas with workplace diversity in mind. This new and forward thinking method of employee training increases accessibility, builds inclusion, and positively leverage diversity to increase the bottom line. Three areas of beneficial disability training include employee communications, human relations, and ethical decision making:
Communications
With the number of different cultural customs and languages increasing in today’s workplace, increased importance is placed on effective communication. The same may be said for public relations; as community diversity increases, so too does the need for business to make an effort to communicate with persons of different backgrounds.
Human Relations
Training to better human relations involves more than communications training. Subtopics here include soft skills training, sensitivity training, and other areas of training that aim to increase the emotional quotient of employees.
Ethical Decision Making
From a legislative stance, employers are prohibited from discriminating against qualified job applicants. However, job posting, recruiting, and interviewing practices are each performed at the discretion of the employer. Training managers and human resources departments to carry out these functions in an ethical manner translates to ADA compliance, increased reach to prospects with disabilities, and an enriched talent pool from which to choose.
What to Expect from Disability Training
Ongoing employee training benefits each member of the organization. For organizations with an eclectic employee base, disability training offers the added benefit of creating a sense of inclusion among employees with rich differences. Ongoing training is essential; disability videos and other multimedia resources are essential in presenting and refining concepts that are critical to success.
Aug/100
Diversity and Equality: A Workplace Must
A lack of diversity and equality may cost an organization billions of dollars over time. The damaging affects of inequality may manifest themselves within an organization in several ways, including losses in productivity, increases in employee turnover, and a dampening of employee moral. The Is It Bias? Making Diversity Work D.V.D. addresses these issues through a critical examination of organization biases, large and small, and how they affect company growth.
However, an organization may take proactive measures to define, recognize, and reduce even subtle biases among employees to pave the way toward long term financial stability.
Organizational Productivity
Increasing company diversity can increase both short and long term productivity. In the short term, a company culture built on equality works with exceptional cohesion. Cohesion provides the groundwork for peer-to-peer collaboration, a necessity for future growth.
Minimizing Turnover
Company diversity slows employee turnover. For example, the greater the variance in worker age, the slower the rate at which organizations lose employees to retirement. This is an issue to which organizations must pay close attention as the baby boomer generation of the 1960s nears retirement. Additionally, workplaces that hold principles of diversity in high regard are better able to retain and develop young employees. Managers, and their organizations as a whole, must instill a sense of equal opportunity among workers regardless of age, ethnicity, and other extraneous characteristics. Failure to do so can cause deeply rooted feelings of resentment, anger, and helplessness, each major contributors to losing human capital.
Inspiring Moral
Great leaders show their followers through action. Organizational leaders who utilize diversity activities inspire moral among their employees by setting estimable precedent. These activities come in many forms, but they each share the same goal: to teach employees to identify and diffuse even inconspicuous biases that lay the foundation for feelings of inequality and other counterproductive thoughts.
Properly utilizing diversity resources is the first step towards safeguarding against loss. Organizations may begin training diversity through many multimedia products. Program Development Associates offers the Is It Bias? D.V.D. to help management define, recognize, and reduce biases among their workforce. Only once biases are uncovered can they be disarmed—a critical step towards an inclusive work environment.
Aug/100
Modern Diversity Training: Assistive Technology
The desire to employ persons with disabilities is growing. In honor of the recent twentieth anniversary of the Americans with Disabilities Act, the Program Development Associates Disability Training Blog is proud to present a look towards the diversified businesses of the present. This coverage will be completed in two installments.
In this article, titled Modern Business Training: Assistive Technology Products, we will take a closer look at the assistive technology that is enabling persons with various mental and physical disabilities to gain employment. Next week, we will follow up with Modern Business Training Part II, a look at the Universal Design for Learning and its application in complementing assistive technology and broadening the scope of employment opportunity for those with disabilities.
Assistive technology can be considered any of a variety of instruments used by individuals with disabilities to perform functions that might otherwise be difficult or altogether impossible (i). This is a broad and somewhat conceptual definition that has many applications. For example, mobility devices including manual wheelchairs, power wheelchairs, power scooters, and walking aids are all consider assistive technology. In this example, the technology is somewhat primitive compared to digital gadgetry but nonetheless enables the mobility of an individual who would otherwise have some degree of difficulty moving about.
Assistive technology goes beyond mobility devices to also include hardware, software, and other information technologies. For example, consider that individuals with physically impaired hands or fingers can utilize custom designed keyboards and computer mice to operate computers. Individuals with moderate to severe visual impairments can likewise overcome their unique sensory deprivation with software that reads digitally displayed messages aloud, like emails and other lines of text on a computer. In both of these examples, individuals are able to overcome their unique disabilities and perform work specific tasks.
Without these kinds of enabling technologies, these individuals would be hard pressed to find work environments in which they could actively pursue objectives, contribute as team members, and develop into working professionals. The expanding application of assistive technology, however, provides the groundwork for individuals with disabilities to do just the opposite. Indeed, the proliferation of assistive technology establishes the opportunity for businesses to diversify their workforce and cultivate the talents of a range of individuals. Moreover, employers are better able to retain valuable human capital; individuals who spend years learning, training, and contributing within a specific company can more easily retain their position should unexpected, devastating accidents occur. This adds a tremendous value for businesses rich in human capital; unexpectedly losing capital for any period of time can be costly, derail growth strategies, and undermine core business objectives.
Disability employers must know, however, that assistive technology is just that: technology. The effective application of assistive technology hinges on the ability of a disability or diversity employer to consider access. Technology is of no use if it is not accessible to the users for which it is intended. This is particularly important when considering the application of assistive technology, as it is specifically designed for persons with unique mental and physical impairments. Nuances that make one piece of assistive technology accessible to one individual may not make that instrument equally accessible to another individual with a similar impairment.
Since effective application of diversity training depends largely on accessibility, it is of great importance for employers to consider the needs of each of their employees. In the second installment of Modern Business Training, we will investigate how employers can best identify the unique needs of each employee to make assistive technology, and the workplace in general, more accessible.
(i) http://www.washington.edu/accessit/articles?109
Aug/109
An Executive Order for Disability Awareness
Disability awareness propagates in the wake of President Barack Obama’s most recent Executive Order to increase the Federal employment of individuals with disabilities. The order, released Tuesday July 26th, was issued just one day after the Americans with Disabilities Act reached its twentieth year since enactment. In those twenty years, despite previous presidential orders and Federal initiatives, the unemployment of Americans with disabilities has only risen (i). President Obama, however, hopes to reverse that trend. Different from prior initiatives, Mr. Obama’s Executive Order focuses primarily on retaining individuals with disabilities and learning impairments. An emphasis on disability training and education for Federal agencies and personnel is to be the point of difference that primes this Executive Order for success.
Recognizing the Federal Government as the largest employer in the nation, Mr. Obama begins by addressing the need for government to lead by example. In opening the Order, Mr. Obama states that the government has an important interest in reducing discrimination against those who live with a disability, eliminating the stigma associated with disabilities, and in encouraging individuals with disabilities to seek Federal employment (ii). The importance of these interests cannot be understated. Reducing discrimination and the stigma associated with individuals who have a disability is an important first step in reducing the unemployment rate. The ideal workplace for individuals with disabilities to prosper has core elements of regular disability education, inclusion training workshops, assistive technology integration, and mutual respect among coworkers. In achieving these core elements of an inclusive workplace, Federal agencies will establish strong paradigms that will work to welcome those with disabilities as potential employees.
Mr. Obama’s Executive order moves on to state specific requirements Federal agencies must meet in providing opportunities for persons with physical and mental impairments to gain employment. Most noteworthy, the President calls for the mandatory drafting of strategies to hire and recruit those with disabilities within 60 days of the Order’s enactment (iii). An essential part of these strategies includes outlining disability training programs for Federal Human Resource departments and other hiring professionals. This portion of the Executive Order aims to better prepare agencies to promote job availability as well as to provide hiring professionals with the disability education needed to recruit and train workers with disabilities.
Most importantly, the Executive Order sets the groundwork for long term success by setting standards for retaining workers with disabilities. Mr. Obama charges the Office of Personnel Management, in consultation with the Secretary of Labor, with the responsibility of identifying and assisting agencies in implementing strategies to retain Federal workers with disabilities. Paramount to the success of this initiative is the ability of the agency to conduct thorough disability awareness training internally, developing an inclusive workplace that will help those with disabilities develop into industry professionals. The President’s Order will help in this regard, specifically detailing the duties of the Office of Personnel Management to include helping with internal training, using centralized funds to provide reasonable workplace accommodations, increasing access to the appropriate assistive technologies, and ensuring the accessibility of the physical and virtual workplace (iv).
In the twenty years that have passed since the enacting of the Americans with Disabilities Act, unemployment among individuals with disabilities has actually grown. Despite Executive Orders, initiatives, and disability awareness programs, the American public is ill equipped to recruit, train, and develop into professionals those with disabilities. Disability training resources are a necessity in reversing this trend. As Mr. Obama’s Order makes clear, responsibility lies in the hands of company owners, internal managers, and other business professionals to utilize inclusion training and other techniques to hire and keep workers with disabilities. Disability awareness training is a vital first step towards creating business environments in which this goal is attainable, and the Federal government’s push to lead by example is inspiring.
(i) http://www.dol.gov/odep/pubs/fact/stats.htm
(ii) http://www.whitehouse.gov/the-press-office/executive-order-increasing-federal-employment-individuals-with-disabilities
(iii) http://www.whitehouse.gov/the-press-office/executive-order-increasing-federal-employment-individuals-with-disabilities
(iv) http://www.whitehouse.gov/the-press-office/executive-order-increasing-federal-employment-individuals-with-disabilities
Mar/101
New Resource – Fred’s Roman Holiday
Freds Roman Holiday DVD
http://www.disabilitytraining.com/product-info.php?Freds_Roman_Holiday_DVD-pid956.html
Resource #: FSRD979W
Fred's Roman Holiday DVD
Fred’s Roman Holiday is the story of an elderly man who early in his life was labeled with a developmental disability. His poignant return to Rome late in his life embodies the lost oppurtunities of a human being confined to a state facility.
The film sequel to the multi-award-winning film Fred’s Story (1996), in which Alfredo Calabrese described living against his will for decades inside Mansfield Training School – then one of Connecticut’s institutions for people with mental retardation. Fred shared the joy of the freedom of his new life once the institution had closed.
Opening scenes in Fred’s Roman Holiday reprise Fred’s Story to provide a context for Fred’s ordeal inside the institution. But Fred’s friend, Gayle Kranz, knew that Fred had a dream that went beyond those in Fred’s Story. She had met Fred at Mansfield Training School twenty years earlier and knew that Fred had always longed to go to Rome. To Fred, Italy was a magical place. Three years after the release of Fred’s Story she organized this trip.
On the way to Rome, the viewers meet Fred’s other traveling companions: Gayle’s niece, Neesham; Kathy, an academic in the field of inclusive education; and Fred’s close buddy and caretaker, Bob. These people join Fred in quest to find the office of Benito Mussolini, the disgraced dictator who had become the focus of Fred’s mysterious, lifelong fascination. Their collective search evolves into a profound exploration of what sustains a person’s strength through years of hardship, loss of identity, and institutional control.
When Fred last reveals the source of this ironic and misunderstood fascination, the viewer understands Fred’s attempts to cope with dashed dreams of romance and freedom. Fred has touched the hand of history, and he would never forget how it felt and how special he knew he was, despite all the world has done to him.
