Discussion about people with disability in the open workplace tends
to focus on whether a person can find a job, rather than keep
a job. While successfully obtaining a job is clearly the first step
for a person seeking employment in the open workplace, it is only the
first step.

Creating the circumstances that maximise the likelihood of job retention
is a vital element of the employment equation and has benefits for the
employee, employer and society as a whole. From the employee's perspective,
a stable job with possibilities for advancement can offer financial
security, opportunities for social participation and contribution and
strengthened self-esteem.[1]
From the employer's perspective, job retention can reduce recruitment
and induction training costs, provides continuity and increased morale
in the organisation. From a general societal perspective, there is greater
diversity in the workforce and less spending on welfare and job seeking
services.

As the Australian labour force becomes older, the number of people
who acquire disabilities while in a job will continue to increase. Disabilities
like vision impairment, hearing impairment and physical fragility will
become increasingly common.[2]
Further, if one takes into account that one in five Australians will
suffer from mental illness during their lifetime, it is almost impossible
to avoid ensuring that workplaces adapt to the needs that arise in such
circumstances.[3]

Thus when considering the issues surrounding job retention for people
with disability, it important to remember that the employees in question
will not always be people who have applied for a job with a disability.
It is also important to think about the many people who acquire a disability
while in a job (whether or not it is job related) and who may require
some retraining, job reassignment or flexibility.

Many people with disability report difficulties in retaining jobs or
advancing within an organisation when they have a disability. This appears
to be the case whether the person starts the job with a disability or
acquires a disability while in employment (from a workplace accident
or otherwise).

On the flip side, it appears that one of the fears that employers have
expressed is that employees with disability are less likely to remain
in a position for an extended period of time.

Some of these concerns and fears may be more about perception than
reality. For example, Manpower Australia states that research shows
that employee retention levels amongst people with disability are up
to 73 per cent higher than the rest of the workforce.[4]
Similarly, research by academics at Deakin University suggests that
employees with disability tend to be more reliable employees.[5]

Nevertheless, the submissions to the Inquiry identified a range of
concerns regarding the retention of employees with disability. They
also made suggestions for improvements to the workplace environment
for people with disability.

This section of the Interim Report therefore considers what factors
might improve retention rates amongst employees with disability including:

1. Good job matching

2. On-going support in the workplace

3. Training for career advancement

4. Creation of a flexible workplace.

While this Chapter focuses on the continuing employment of people with
disability, the submissions and research highlight that the suggested
changes to the workplace should lead to a better environment, and therefore
higher retention, for all employees irrespective of disability. For
example, good matching between a person's abilities and a particular
job is fundamental to the retention of any employee. And workplace policies
that allow flexible working hours for a person with an episodic mental
illness would also provide better conditions for a working parent who
also has emergencies from time to time.

This section of the report deals with the factors that relate directly
to the workplace. It does not deal with general factors such as access
to appropriate health care, accommodation, carers, transport etc which
may also impact on the length of time a person might stay in a job.
For a summary discussion of these issues see Section 3 regarding participation
of people with disabilities in the workplace.

6.2 How important is good job matching?

One of the main recommendations of the 2003 FaCS Review of the Employer
Incentive Strategy was to 'improve job matching services to increase
mainstream recruitment of people with disabilities.'
[6]

Research at Deakin University suggests that good job matching is one
of the most important factors in an employer's decision to hire and
retain a person:

Employers want someone who can perform to standard in a job. Reliability
and productivity were clearly important to their judgments about hiring
and retaining a person with a disability.
[7]

Indeed, it is common sense that where a person's skills are well matched
to the task required, there is a higher chance that the employment experience
will be a long and happy one for both the employer and employee.

That is not to say that a person should remain in one position throughout
their working career in a particular organisation. As a person's strengths
are identified they can be fostered and developed. Nor does it necessarily
mean that there will be no need to make accommodations for persons with
certain disabilities so that they can best use their strengths. But
the key is to focus on a person's abilities, rather than his or her
disabilities, because that is what both the employer and employee are
most interested in.

As discussed in Chapter 2 of this report, there is an argument that
a business that focuses on good job matching will be a more efficient
business in any event, and if that is the case it makes little difference,
from an economic perspective, whether a person does or does not have
a disability.[8]

6.3
What ongoing support is available to employees
and employers?

Many submissions to the Inquiry suggest that job retention is strongly
influenced by the availability of ongoing support and training in the
workplace.[9]

Every person's need for support changes over time. For example, people
may acquire mental illness while in a job, have a car accident, a sporting
injury, a workplace accident or just become older and less agile. A
business that is eager to retain its employees throughout these life
experiences will have systems in place to assist their employees through
these events. And the only real difference between employees who acquire
these problems while on the job and those who arrive to the workplace
with disabilities is that in the latter case, the employer has advance
notice.

This section discusses the various ways that a workplace might provide
skill-based or personal support for employees with disability, whether
acquired or pre-existing.

Some of the relevant considerations include:

1. Encouraging disclosure of disability

2. Support from government-funded employment services

3. Support from government-funded rehabilitation services

4. Support through the Jobs in Jeopardy Program

5. Support through mentoring programs

6. Training for managers and work colleagues

7. Support for people with mental illness

8. Support for people with intellectual disabilities

9. Support for people with vision impairments

10. Support through
easy access to information and experts

6.3.1
Encouraging disclosure of disability

As discussed in Chapter 5, many people with disability, particularly
people with mental illness are reluctant to disclose their disability
to an employer. Employees may be afraid due to the stigma attached to
the disability, or a fear that it may inhibit promotion possibilities
or result in termination.[10]

However, without disclosure of disability it is difficult for an employer
to arranges for the appropriate accommodations and supports. Further,
unexplained absences result in poor performance reviews which can then
impact on promotion and retention.[11]

One way to address this issue is to create a workplace environment
that readily and openly accepts and supports the varying needs of all
employees, be they physical or mental disabilities. Such an environment
makes disclosure a less risky proposition and discrimination less likely.

Ultimately, the Disability Discrimination Act 1992 (Cth) (DDA)
provides a sanction for discrimination on the basis of a disclosed disability.
However, often a complaint under the DDA marks the end of a good employment
relationship rather than a step towards job retention. It is therefore
more desirable to adopt an inclusive approach from the outset.

6.3.2
Support through government-funded employment services

As noted in Chapter 5, Disability Open Employment Services (DOES) and
Job Network (JN) providers can offer varying degrees of on-the-job or off site training
and support to help employees settle into and keep their job. They can
also assist employers to obtain wage subsidies and funds for workplace
modifications (see further Chapter 2). However, there is very little
information about the precise nature, extent and quality of the support
services provided by DOES and JN in practise.

At the moment, people with disability who are assessed as being able
to work more than 30 hours per week are streamlined by Centrelink (when
making an income support determination) or a Work Capacity Assessor
into two groups depending on the length of post-placement support required.

People who are assessed as requiring less than 26 weeks of support in the workplace are referred to a Job Network or vocational rehabilitation service provider (see below) for recruitment and support services.

People with disability who require more than 26 weeks support are referred
to a DOES provider. At least in principle, support from a DOES provider
is available for as long as required. However the number of funded places
are capped and some submissions suggest serious inadequacies in the
support services provided.

From 1 July 2006, all people with disability seeking income support
or assistance with finding employment will be assessed by a Comprehensive
Work Capacity Assessor. These assessors will make determinations regarding:

(a) type
and level of impairment;

(b) work capacity
(number of hours and wage level); and

(c) a
recommendation to Centrelink about the level of income support required
(DSP or Enhanced Newstart - see Chapter 3).

People who can work 15-29 hours and who require less than 26 weeks of post-placement support will continue to be directed to either a Job Network or vocational rehabilitation service provider. Those people who require between 26 weeks and two years support will be referred to a DOES provider. The number of places for people who can work 15-29 hours and who need less than two years support will not be capped, as is currently the case.

However, from 1 July 2006, people with disability who want a job, but
who require more than two years support will be referred to a DOES service
provider and the funding for these long term support places will be
capped. Those people assessed as capable of working less than 15 hours
will also be referred to one of the capped DOES places.

Several submissions indicate the importance of the disability expertise
and ongoing long-term support provided by DOES compared with Job Network.[12]

Some submissions suggest that the new model and timeframe of support
provided by employment services will be insufficient to meet the needs
of people with certain disabilities. For example, people with intellectual
disabilities are likely to need support for long periods of time and
people with mental illness are likely to need assistance on an episodic
basis, and therefore over an unpredictable timeframe.

Other submissions note that the assistance that comes with DOES is
not available to people who acquire a disability in employment.[13] Nor are the services available to people with disability who find a job independently of a DOES (for example through a recruitment agency or job advertisement). The only time these people with disability are eligible for support from a DOES or vocational rehabilitation service provider is if they are at risk of losing their job for reasons related to their disability (the Jobs in Jeopardy program is discussed below).

The absence of support impacts on both the employee with disability
and his or her employer. The Mental Illness Fellowship of Victoria suggests
that better access to ongoing support would be a major incentive for
employers to hire and retain people with disability:

The provision of post-placement, on the job support is probably the
most important incentive. This includes training and support availability
throughout the workplace tenure - not restricted to initial periods
of training. It also includes the provision of education and support
to employers and potentially other employees regarding mental illness.[14]

6.3.3
Support through government-funded rehabilitation
services (CRS)

As discussed in Chapter 5, Commonwealth Rehabilitation Services Australia
(CRS) aims to help people with an injury, health condition or specific
disabilities to get back into work.

The distinguishing feature of CRS, as compared to DOES and Job Network
providers, is the focus on 'rehabilitation' for people who have been
working but due to an injury (which results in, for example, an acquired
brain injury or a physical disability) or illness (including mental
illness), require assistance and support to get them back into the workplace.
More specifically, CRS employs allied health professionals to assist
people with their vocational rehabilitation needs.

As with DOES and JN, it has been very difficult to identify the precise
nature, extent and quality of the support services provided by CRS in
practise.

CRS states that it assists employers by offering free recruitment services
and helping to ensure successful placements
by:

using professional expertise to match clients' abilities with employer
requirements;
providing workers capable of carrying out performance requirements;
providing the unique 'Work Training' opportunity which allows employers
to gain first hand experience of clients;
providing Workers Compensation coverage while clients are on work
training; and
supporting employers and successful applicants in the new role.[15]

Many submissions note that there is inadequate rehabilitation support
for people with mental illness.[16]

6.3.4
Support through the 'Jobs in Jeopardy' program

An employed person with disability who believes he or she is at risk
of losing a job due to his or her disability or health condition, can
approach Centrelink or a DOES or CRS service provider for assistance.

A program called 'Jobs in Jeopardy' which is provided by DOES and CRS
service providers, is available to employees where:>

it is reasonably likely that the employer will terminate that employment
in the immediate future due to the employee's disability;
the termination will be lawful and based on a reasonable
business decision by the employer; and
the provision of employment assistance will prevent
the termination.

The employee does not have to be a current or previous recipient of
income support. Nor is it a requirement that the job was obtained through
a government-funded employment service provider.

Currently, DOES and CRS services are able to complete the required
assessment for the Jobs in Jeopardy Program and forward this to Centrelink
for confirmation of eligibility. From 1 July 2006 assessments will be
conducted by Comprehensive Work Capacity Assessors.

It may be difficult to access to support services
through this program in practice, as it appears that there is no separate
funding or place allocation for 'Jobs In Jeopardy'. As the total number
of DOES places is currently capped, assistance may not be provided for
a number of reasons including the inability of the service to meet the
employee's needs or the inability of the service to immediately provide
assistance. Further, CRS Australia has a limit of 10 per cent of program
places for people not receiving income support.

Thus it seems that assistance under the Jobs in Jeopardy
Program is discretionary according to availability of service funding.
No changes were announced in the May 20005 Budget regarding the Jobs
in Jeopardy program.

Blind Citizens Australia argues that there should be an expansion of
the Jobs in Jeopardy program with an increased emphasis on equipment
provision and retraining.[17]

The 2005 Senate Committee Working for Australia Report also
recommends that:

[T]he Australian Government review the Jobs in Jeopardy program (to
ensure improved access to this program), in terms of its use, eligibility
criteria and effectiveness in assisting people with chronic illness
to remain in employment.[18]

6.3.5
Support through mentoring programs

The Disability Discrimination Legal Centre (DDLC) in NSW suggests that:

[T]here is a need to create a culture of mentoring in the workplace
for people with a disability that involves informing employers about
the importance of gaining, maintaining and developing work based skills
for all employees. [19]

Several submissions suggest that mentoring is a useful strategy for
people with sensory impairments:

Mentoring from industry professionals can give a tremendous amount
of support to people with sensory impairments as they provide valuable
advice and point to future career paths and directions.[20]

DEAC argues that mentoring services should be provided by Disability
Open Employment Services, and that current funding should be increased
to allow this specialised service provision.[21]

IBM and the National Australia Bank both participate in the 'Willing and Able Mentoring Program', an external national
mentoring program for tertiary students with disability.'[22]

6.3.6
Training for managers and work colleagues

A large number of submissions comment on the importance of training
managers and work colleagues of people with disability in order to ensure
a supportive workplace.

For example, the Welfare Rights Centre recommends:

Education of the employer and co-workers of the types of disability
and the possible consequences and support that they may need to be
given to meet the needs of their colleague.[23]

Training of staff can assist in integrating people with disability
into the workplace.[24]
It can also reduce the stigma surrounding a particular disability by
helping colleagues understand its impact on an individual and provide
strategies to address any special needs or concerns. The DDLC suggests
that:

employers must be educated as to the social dimensions of disability
and the different ways in which the construction of disability negatively
impacts on the ability of people with a disability to fully participate
in the workplace. Educating employers and employees about the potential
and the capabilities of people with a disability and their capacity
to do a job as well as any other person without a disability will
go a long way to reducing systemic prejudice.[25]

Training can also assist employers who may not properly understand
their legal rights and obligations in terms of reasonable adjustment
and equal opportunity within the workplace.[26]

6.3.7
Support for people with mental illness

Many submissions highlight the special importance of ongoing support
for employees with mental illness. For example, the Mental Illness Fellowship
of Victoria state:

Due to the episodic nature of mental illness, workers with a mental
illness require the provision of ongoing and flexible support. This
support needs to be responsive to changes in the individuals' condition
and changes in workplace demands. Support is currently available for
initial periods of work, but is less available after 3 months. Ideally
this support ought be well integrated with clinical services who are
also required to offer ongoing and responsive support.[27]

People with mental illness told the Inquiry that they need their employers
to be willing to negotiate the supports necessary to maintain employment.
They also need support from their mental health professionals to discuss
issues surrounding employment.[28]

Training of employers and co-workers is also particularly important
in the case of mental illness.[29]
The impact of stigma and the remedial potential for training is described
by blueVoices as follows:

Stigma is the greatest drawback to persons with mental illness being
accepted into the workplace. Stigma can prevent an applicant from
being seriously considered for a position and for a person who is
already in the workplace and can and does prevent promotion regardless
of the work capacity of the applicant. There should be compulsory
workplace training to enable workplaces to understand the impact of
mental illness and the worthy contribution which a person with mental
illness can make to the workplace.[30]

A training program around depression in the workplace has been developed
by beyondblue. This program 'increases the capacity of organisations
to recognise and respond to persons who may be indicating signs of psychological
illness; responses include providing appropriate referrals and support
and keeping the individual connected and productive at work'.[31]
beyondblue recommends the development of a national strategy
of education about mental illness in the workplace.[32]

The Mental Health Council of Australia is currently conducting consultations
focussing on the needs of people with mental illness in the workplace.
One of the goals of these consultations is to develop strategies to
ensure a supportive workplace for people with mental illness.

6.3.8
Support for people with intellectual disabilities

The support needs of people with intellectual disabilities can be quite
different to the needs of people with other types of disability. In
particular, the supports are likely to be required on an ongoing and
long term basis. The NSW Council on Intellectual Disabilities (NSW CID)
states that:

Studies have shown that the kinds of supports needed to help people
with intellectual disability find and retain employment are not vastly
different to the kinds of supports needed by most young people entering
the workforce for the first time. It is more a matter of degree and
intensity of support. The studies highlight that the main difference
between the general population looking for work and people with intellectual
disability looking for work, is the length of time involved in finding
a job, learning the job's skills and receiving support to maintain
the position, but that general principles such as the importance of
adequate family and community support and appropriate skill development
are vastly the same. This highlights the fact that the main support
needs of people with intellectual disability are intensive support
and time.[33]

People with intellectual disability may require constant retraining
and close supervision to ensure a successful employment outcome. NSW
CID explains that:

On-the-job training and strong ongoing supports once employment is
secured is essential for people with intellectual disability. Current
government programs lack this kind of support. Conventional communication
and training methods are generally not relevant for most people with
intellectual disability, but this does not mean that alternative methods
will not achieve successful outcomes and long-term employment. For
example, research indicates that for people with intellectual disability,
'job readiness' training is not as effective as on the job training
in the environment in which the every day work will occur. 'Place
and Train' is the common term for this, where a job is first secured
and training is then provided on the job.[34]

6.3.9
Support for people with vision impairments

Blind Citizens of Australia suggest that it is difficult for people
who have lost their sight to retain jobs or re-enter the work place.
The types of supports needed by blind and vision-impaired people tend
to be up front technological adaptations, retraining for newly acquired
impairments and training of work colleagues as to how to adapt their
communication.

Blind Citizens of Australia suggests that, amongst other things:

the Jobs in Jeopardy program be expanded to have an increased
focus on equipment provision and retraining; and
the
guidelines for the Workplace Modifications Program should allow
for a wider range of support to be provided to staff who are blind
or vision impaired, for example, the employment of a personal reader
or sighted assistant.[35]

6.3.10
Support through easy access to information and
experts

No workplace policy or practice, no matter how sophisticated or flexible,
can cover all eventualities. A large number of submissions recommended
the establishment of an information source that can provide easily accessible,
cheap, comprehensive and personalised advice regarding disability and
the workplace.[36]

Such a service could provide advice to employers on how to make general
changes to ensure a supportive environment for people with varying disabilities.
It could also refer employers to consultants who could design and provide
workplace training.

The service should also provide support to employees who may be having
difficulties in coping with work, and managers who may be having difficulties
in managing the employee.

In addition to ongoing advice, such a service could also provide referrals
to specialised services that can deal with immediate problems. For example,
it could refer employees with a mental illness, or managers concerned
about one of his or her employees, to a mental health help line in the
event of a mental health episode.

In some cases access to external support may be important to assist
in resolving potentially difficult issues:

If the employee experiences difficulties in the workforce or the
work environment they need to be able to quickly access an external
agency/personnel at an informal or mediation level, to enable issues
to be resolved very quickly and easily.[37]

6.4
What training opportunities are available for career
advancement?

Several submissions suggest that employees with disability get 'left
behind' either because workplace training is not accessible to them
or because there are insufficient opportunities for retraining where
a disability is acquired in the workplace.[38]

For example, the Disability Services Commission of Western Australia
highlights the need for 'increased training and development opportunities
for individuals who require skills and competency development to advance
their careers when in employment'.[39]

6.4.1
Accessible training for employees with disability

People with a disability should . have equal access to training and
career development programs that are crucial to excelling in any particular
workplace environment.[40]

Accessibility to training programs is particularly problematic for
those with sensory impairments. For example, Blind Citizens Australia
argues that workers who are blind or vision impaired often cannot access
training and career development opportunities either within or outside
the workplace.[41]
A similar situation arises for people who are Deaf or have hearing impairments.[42]

Training in the workplace may also be interrupted for people with episodic
conditions.[43]

6.4.2
Retraining for employees with acquired disability

Many people acquire a disability while in the workplace and either
have to learn a new way of working or can no longer do the job they
used to be able to do. Unless there are opportunities for retraining,
it is likely that that person will be forced to leave their job.

This situation occurs frequently in the context of workers becoming
older and suffering from degenerative sight impairments.[44]
It also occurs as a result of workplace accidents.

Scope Victoria suggests that employers could seek the assistance of
disability support services, should an employee acquire a disability,
to explore options within the business and the plan to return to work.[45]

6.5
How important is a flexible workplace?

As discussed in Chapter 2 of this Interim Report, the Disability Council
of NSW (DC NSW) suggests that a business that focuses on the individual
differences of its employees and ensures that its workplace can cater
to those needs, will be a better working environment for all employees
whether or not they have disabilities.[46]

Nevertheless, a significant number of submissions to the Inquiry suggest
that flexible working conditions are a key to a successful employment
experience, and consequently retention, for people with disability in
particular.

Many of the submissions argue for flexibility in the context of the
employment of people with mental illness. However, the reasons for,
and the potential success of flexible working conditions extend across
a range of disabilities. This section will therefore consider the reasons
for which flexibility may be required by people with disability, and
the conditions that contribute to a flexible workplace.

6.5.1
Reasons for a flexible workplace

There are a range of situations in which flexibility is desirable for
an employee with disability. The circumstances mentioned most often
in submissions relate to episodic illnesses, such as mental illness,
or HIV/AIDS.[47]
For example, it may be that a person with mental illness can be fully
functional for weeks, months or years at a time, but has periods in
which he or she can not function to full capacity, or at all. Thus fluctuating
periods of health may impact on the ability to gain and sustain meaningful
employment and this may lead to employer reluctance to employ a person
with an episodic illness.[48]

Further, people with certain disabilities may not be in a position
to work a standard day at any time either due to fluctuating or ongoing
difficulties throughout the day.[49]

Flexibility may also be required to allow people with disabilities
to attend medical appointments. Further, the carers of people with disability
may also require flexibility, in order to be available to meet the needs
of the person for whom they are caring.

However, it must be reemphasised that many of the reasons to create
a flexible workplace for people with disability, also apply to the population
at large. For example, certain employees may be fine for years on end,
but go through a personal crisis that impacts on their ability to put
in a full day for certain periods. Or they may acquire an illness that
requires frequent visits to a doctor. Or they may become a parent, which
means that they need to be able to leave on short notice. Thus the creation
of a flexible workplace is likely to provide a better environment for
all employees.

A workplace with flexible working conditions for all staff can protect
a person who is uncomfortable about disclosing their disability.[50]

6.5.2
Conditions that may contribute to a flexible workplace

Submissions to the Inquiry provide a range of suggestions as to what
sorts of working conditions would provide the flexibility that they
need.

Access to flexible working hours to take account of changing medical
conditions and attendance to medical appointments is the condition most
often mentioned in submissions.[51]
For example, the Mental Illness Fellowship of Victoria suggests that:

People with psychiatric disability may require flexibility of working
hours over time, that is they may require reduced working hours, or
time off without pay, due to fluctuation in their condition.[52]

Other types of working conditions that can assist in creating a flexible
workplace include:

1. A trial period commencing with reduced hours and then building up to working
the required hours.[53]

2. Varying start and finish times to allow for factors such as the impact
of medication and difficulty with transport.[54]

3. More small breaks which amount to the overall same time of the standard
breaks of co-workers.[55]

4. Ability to alter tasks to match varying capacity over time.[56]

5. Capacity to store medication at work.[57]

6. Flexibility regarding sick leave.[58]

7. The ability to work from home.[59]

8. The use of technology to improve work practices.[60]

9. The ability to purchase sick leave and plan for time off that is arranged
around the individual.[61]

10. Job sharing arrangements.[62]

11. Job security
after a period of illness.[63]

Submissions regarding the situation of people with mental illness also
suggest that employers may be able to employ a casual to fill a position
when an employee has to take extended leave so that they are able to
return to their position when they are well.[64]

As noted above, the carers of people with a mental illness may also
require flexible working conditions. Carers Australia suggests a supportive
and flexible working environment, including:

Clear policies on leave provisions so everyone knows what their
entitlements are and people can utilise their leave when needed.
Flexible hours that can be negotiated to suit the
individual's situation and the requirements of the position and organisation.
Access to a telephone so the carer can keep in contact with the
person requiring care.
An awareness and understanding among other
staff members.[65]

Some submissions warn against interpreting 'flexibility' to necessarily
mean part-time or casual work. For example, one individual explained
that he did not really want part time work, he just wanted the flexibility
to pace his work:

Part time positions that were available tended to be low paid and
less interesting. I really wanted to continue to progress my career
and work in interesting and enjoyable work. However I felt that I
would be able to continue working full time if the hours and duties
were flexible.

Unfortunately following full time positions were with employers that
were rigid about hours and expected unpaid overtime. There was no
time in lieu to allow me to pace. Even though I was enjoying the work
I was now securing, my fatigue had returned in full force.[66]

The Royal Australian and New Zealand College of Psychiatrists (RANZCP)
outlines the uncertainty that comes with casual or part time work as
follows:

Many people recovering from mental illness are only able to return
to work part time, at least initially. Casual work is often the only
option available to them, which leaves them vulnerable if they become
temporarily sick and have no sick leave. Casual employment can be
very stressful, and this stress can precipitate an episode of illness,
or deter participation in the workforce altogether.[67]

Other submissions emphasise that workplace flexibility means more than
just 'taking time off'.[68]

6.6
Conclusion

It is in everyone's interest to ensure that a new employment relationship
is a successful one, whether or not that person has a disability. Many
of the measures that will improve the chances of a successful employment
outcome for people with disability will also improve the chances of
a successful outcome for all employees.

For example, ensuring good job matching practices, ongoing support
for employees, training for career advancement and a flexible workplace
are the elements of any good workplace.

Further, while it is true that people with certain disabilities may
require a different type, and possibly greater amounts, of support than
employees without disability, it is important to remember that many
employees have disability at certain points in life. For example, a
person may have a sporting injury, car accident or workplace accident
and therefore require an accessible workplace during recovery. An ageing
workforce means that more people will have sight and hearing difficulties.
And the high rates of mental illness in the community mean that increasing
numbers of people will need support through their illness in the workplace.

Similarly, while people with certain disabilities may need flexible
working conditions to take account of their defined medical and other
needs, every person has periods of illness and working parents often
need flexible working conditions to cope with the demand of raising
children.

The Inquiry is of the view that developing a supportive and flexible
workplace for all employees, including those with disability, is a matter
that deserves urgent and focussed attention.

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Endnotes: Chapter 6

[1]
See for example Submission 10, Davies, p8-9; Submission 64, WCIG, p1;
Submission 45B, NSW Council on Intellectual Disabilities, p3; Submission
96, Department of Human Services, p2; Submission 109, Waghorn and Lloyd,
p15.

[2] Submission 78, Physical Disability Council of Australia; Submission
80, Blind Citizens Australia, p15.

[3] SANE, Facts and Figures about Mental Illness, at http://www.sane.org/images/assets/Factsheets-PDF/fs13_facts&figures.pdf.

[4] Submission 34, Manpower Australia, p6.

[5] J Graffam et al, 'Employer benefits and costs of employing a person
with a disability', (2002) 17 Journal of Vocational Rehabilitation,
251 at 256.

[6]Department of Family and Community Services Incentives
Strategy Improving Employment Opportunities for People with a Disability,
Report of the Review of the Employer Incentives Strategy, March 2003,
Key Area for Action No. 5, p2.

[7] J Graffam et al, 'Factors that influence employer decisions in hiring
and retaining an employee with a disability', (2002) 17 Journal of
Vocational Rehabilitation 175, p180.

[8] J Graffam et al 'Factors that influence employer decisions in hiring
and retaining an employee with a disability', (2002) 17 Journal of
Vocational Rehabilitation 175, p180.

[9] Submission 23, Exton, p1; Submission 19, Action on Disability within
Ethnic Communities Inc, p1; Submission 60, TAFE NSW, p2; Submission
90, Council for Equal Opportunity in Employment, p2.

[10] Submission 80, Blind Citizens Australia, p15.

[11] See for example, Submission 23, Name Withheld, p1.

[12] Submission 100, Brotherhood of St Laurence, p4; Submission 107, UnitingCare,
p5.

[13] Submission 78, Physical Disability Council of Australia, p14-15.

[14] Submission 30, Mental Illness Fellowship of Victoria, p6.

[15] Issues Paper 5, Mapping of Commonwealth Government Services, p8 at
http://www.humanrights.gov.au/disability_rights/employment_inquiry/docs…

[16] See for example, Submission 30, Mental Illness Fellowship of Victoria,
p3; Submission 53, RANZCP, p2; Submission 58, Centre of Full Employment
and Equity, p6; Submission 92, Social Firms Australia, p2; Submission
117, Participants of Work Skills Group, p1.

[17] Submission 80, Blind Citizens Australia, p16.

[18] Working for Australia Report, Recommendation 19, p169.

[19] Submission 85, Disability Discrimination Legal Centre NSW (DDLC),
p14.

[20] Submission 27, DEAC, p15. See also Submission 25, Victorian Deaf Society,
p3; Submission 77, RBS.RVIB.VAF Limited, p2; Submission 85, DDLC, p14;
Submission 127, National Australia Bank, p1, 5.

[21] Submission 27, DEAC, p15. See also Submission 25, Victorian Deaf Society,
p3.

[22] Submission 65, IBM, p2; Submission 127, National Australia Bank, p1.

[23] Submission 87, Welfare Rights Centre, p10.

[24] See for example, Submission 51, Iscel, p5.

[25] Submission 85, DDLC, p9.

[26] Submission 85, DDLC, p9.

[27] Submission 30, Mental Illness Fellowship of Victoria, p4.

[28] Submission 62, Northern Sydney Mental Health Consumer Network, p5-6.

[29] Submission 62, Northern Sydney Mental Health Consumer Network, p5.

[30] Submission 83, blueVoices, p3.

[31] Submission 70, beyondblue, p2.

[32] Submission 70, beyondblue, p3..

[33] Submission 45, NSW CID, p8.

[34] Submission 45B, NSW CID, p3.

[35] Submission 80, Blind Citizens Australia, p16.

[36] See for example, Submission 2, Casey; Submission 7,
Name withheld; Submission 12, Australian National Organisation of the
Unemployed; Submission 15, McCall (National Diversity Think Tank); Submission
23, Name withheld; Submission 28, Confidential; Submission 30, Mental
Illness Fellowship of Victoria; Submission 34, Manpower Services; Submission
44, Australians for Diversity Employment; Submission 49, Disability
Council of NSW; Submission 50, Deafness Forum Australia; Submission
51, Iscel; Submission 57, Queensland Department of Employment and Training;
Submission 62, North Sydney Mental Health Consumer Network; Submission
68, ACE National Network; Submission 72, Scope Victoria; Submission
73, National regional Disability Liaison Officers and Disability Coordination
Officers Network; Submission 75, Law Institute Victoria; Submission
76, Stepping Stone Clubhouse; Submission 77B, RBS.RVIB.VAF Limited,
p2; Submission 85, DDLC NSW; Submission 86, Ai Group; Submission 95,
Westpac; Submission 99, City of Darebin; Submission 100, Brotherhood
of St Laurence, p10; Submission 114, ACROD; Submission 118, EOCV; Submission
124, Department of Employment and Workplace Relations. See also J Graffam
et al, 'Factors that influence employer decisions in hiring and retaining
an employee with a disability', (2002) 17 Journal of Vocational Rehabilitation
175, p180.

[37] Submission 73, RDLO Network, p8.

[38] See for example, Submission 47, Deaf Children Australia, p1-2; Submission
50, Deafness Forum Australia, p10; Submission 85, DDLC, p14.

[39] Submission 21, Disability Services Commission WA, p4.

[40] Submission 85, DDLC, p14.

[41] Submission 80, Blind Citizens Australia, p13.

[42] Submission 47, Deaf Children Australia, p1-2; Submission 50, Deafness
Forum Australia, p10; Submission 40, Australian Sign Language Interpreters
Association, p2.

[43] Submission 85, DDLC, p16.

[44] Submission 80, Blind Citizens Australia, p15.

[45] Submission 72, Scope Victoria, p10.

[46] Submission 49, Disability Council of NSW, p9. See also J Graffam et
al, 'Employer benefits and costs of employing a person with a disability',
(2002) 17 Journal of Vocational Rehabilitation 251, pp256-7.

[47] Submission 91, National Association of People Living with HIV/AIDS,
p10.

[48] Submission 85, DDLC NSW, p17.

[49] Submission 85, DDLC NSW, p10.

[50] Submission 10, Davies, p10.

[51] See for example, Submission 60, TAFE NSW, p2; Submission 105, Hanlon,
p10; Submission 78, Physical Disability Council of Australia, p?; Submission
27, DEAC, p9; Submission 118, EOCV, pp3-4; Submission 30, Mental Illness
Fellowship Victoria, p3; Submission 62, Northern Sydney Mental Health
Consumer Network, p5; Submission 83, blueVoices, p4; Submission 99,
City of Darebin Disability Working Party, Victoria, p6; Submission 10,
Davies, pp5-6.

[52] Submission 30, Mental Illness Fellowship of Victoria, p3. See also
Submission 62, Northern Sydney Mental Health Consumer Network, p5; Submission 73,
RDLO Network, p8.

[53] Submission 62, Northern Sydney Mental Health Consumer Network, p4.

[54] Submission 62, Northern Sydney Mental Health Consumer Network, p5; Submission
99, City of Darebin, p6.

[55] Submission 62, Northern Sydney Mental Health Consumer Network, p5.

[56] Submission 105, Hanlon, p10; Submission 10, Davies, p1.

[57] Submission 118, EOCV, pp3-4.

[58] Submission 64, WCIG, p1.

[59] Submission 62, Northern Sydney Mental Health Consumer Network, p5; Submission
78, Physical Disability Council of Australia, p5-6, 15.

[60] Submission 78, Physical Disability Council of Australia, p15.

[61] Submission 64, WCIG, p2.

[62] Submission 105, Hanlon, p10.

[63] Submission 62, Northern Sydney Mental Health Consumer Network, p4; Submission
105, Hanlon, p10.

[64] Submission 62, Northern Sydney Mental Health Consumer Network, p5.

[65] Submission 102, Carers Australia, p2.

[66] Submission 10, Davies, p2.

[67] Submission 53, RANZCP, p2.

[68] See for example. Submission 5, Buysen, p3.

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National Inquiry on Employment and Disability Interim Report: chapter 6

6.2 How important is good job matching?