Rational Rose

The company is in the financial services sector ([1011], p.P-1). The company has just under 30 000 employees in total ([1012], p.P-1). The company is a Level 4 BBBEE compliant company ([1013], p.P-1).

5.3.1 Description of interview participants and EWDs in the company

The following section will describe the interview participants and some relevant company statistics.

5.3.1.1 Interview participants

Eleven participants took part in the interviews for the case study. Four of the participants have a disability of some kind. Two of the employees with disabilities (EWDs) have a mobility impairment, two have a sensory impairments. Seven participants have no disability. Two participants are managers in HR, two are co-workers of EWDs and three are supervisors of EWDs. Each participant’s description statistics are summarised in Table 5.3. The Atlas software numbered the participants, starting at participant 5 (and assigned numbers 1-4, 7, 9 and 14 to policy documents and not participants). After the table is related, more background information on the EWDs and then the other participants will be given.

Table 5.3

Descriptive Statistics for Company C Interview Participants

Participant Type of Employee

Age Race Gender Years in

Company

Current job

5 Supervisor 31 Indian Male 5 Technical manager

6 Co-worker 28 Black Female 2 Manager

8 EWD 26 Caucasian Female 1.5 Project manager

10 Supervisor 59 Caucasian Female 35 Project manager

11 EWD 32 Caucasian Female 11 Switchboard operator

12 EWD 36 Indian Male 2 Transaction manager

13 HR 43 Black Male 4 HR Executive

15 Co-worker 48 Caucasian Female 23 Project manager: HR

16 HR 34 Black Male .5 Transformation manager

17 EWD 35 Caucasian Male 15 Client financial services

18 Supervisor 40 Caucasian Female 21 Team leader

Participant 8 is an EWD with a mobility impairment ([1016], p.P-1). She acquired her disability eight years ago in a car accident. The participant went through a difficult period after acquiring her disability and discontinued her attendance at university ([1017], p.P-1). She changed fields of study and started studying through a correspondence course. She does not use her university qualification, but she’s satisfied to have achieved it. She uses a wheelchair as mobility aid.

Participant 8 applied for a personal assistant position at the company through a recruitment agency ([1018], p.P-1). The company suggested that she rather become part of their graduate programme, due to her degree qualifications ([1019], p.P-2). After completing the graduate programme, the participant was offered a permanent position in the company ([1019], p.P-2). She is proud of her independence and accomplishments and in breaking down any resistant culture ([1020], p.P-2). She likes her job, especially the diversity of tasks ([1022], p.P-2) and sees a future at the company ([1023], p.P-2). She is, however, frustrated and bored at times, but has decided to further her studies to achieve more at the company. Participant 8 declared her disability to the company ([1021], p.P-2).

Participant 11 was born prematurely and due to nerve damage became partially sighted ([1027], p.P-3). She has some residual sight to discern movement and light/dark. The participant has mostly worked as a telephone operator in her previous jobs outside of the company ([1028], p.P-3), as well as currently at one company branch ([1026], p.P-2). Participant 11 describes that there are only two EWDs at her branch ([1029], p.P-3). She found out about her current job from a friend ([1030], p.P-3). She is very grateful for her job ([1031], p.P-3). Participant 11 would love to work in business psychology, HR or even counselling in the company ([1032], p.P-3). All these options would, however, require further study at other locations in the country.

Participant 12 is an EWD with a mobility impairment ([1033], p.P-4). He acquired his disability during childhood and started using a wheelchair eight years ago ([1034], p.P-4). He has muscular dystrophy.

He attended a mainstream school and used crutches to support himself ([1035], p.P-4). He started his career in finance and ended in management in another company. He sees his current job as a stepping-stone to further his career in the division ([1036], p.P-4) & ([1037], p.P-4). Participant 12 is the only EWD in his immediate team ([1038], p.P-4). He is involved in the company equity forum and also the disability forum ([1039], p.P-4). He was not aware of any other PWDs that applied for the same job that he is currently doing ([1040], p.P-4). Participant 12 has his own transport to work ([1041], p.P-5).

Participant 17 is an EWD with blindness ([1047], p.P-5). He lost his sight early in childhood and is completely blind ([1047], p.P-5). He serves clients in a company branch. He started his working life as a switchboard operator ([1048], p.P-5). Participant 17 admits that he probably is a quota employee ([1049], p.P-6). He furthered his own education by studying part-time and also became qualified for junior management through company training ([1050], p.P-6). Participant 17 is unsure whether he wants to remain in the company, but due to high unemployment rates, he is reluctant to resign ([1051], p.P-6). He describes that his insistent nature for equality is not an inherent personality trait, but rather ascribed to persistant challenges faced by PWDs ([1160], p.P-23):

R: To be disabled is not for ‘sissies’. You’ve almost got to be an advocate...to the point of being almost rude or arrogant, which is not in my nature - I’m not that type of person.

Three supervisors were interviewed in this case study. Participant 5 is a technical manager and has three employees that directly report to him, one of them being an EWD ([1014], p.P-1). Participant 10 is a project manager ([1024], p.P-2) and supervises one EWD ([1025], p.P-2). Participant 18 has been a team

leader at the company for three years ([1052], p.P-6). She supervises three employees at a company branch, one being an EWD ([1053], p.P-6). She only started supervising an EWD this past year ([1054], p.P-6).

Two co-workers also participated in this study. Participant 6 is in a management position. She has one co-worker with a mobility impairment ([1015], p.P-1). Participant 15 works as a project manager in HR with employee well-being ([1042], p.P-5). She has had another co-worker with a sensory disability in the past and currently has two EWDs in her team, both with mobility disabilities ([1043], p.P-5).

Two HR participants were also interviewed. Participant 13 is a HR executive in the company.

Participant 16 is a transformation manager at the company, with a specific focus on disability issues ([1044], 5). He is tasked to test and ensure that disability strategy is put into practice at the company ([1045], p.P-5). He also supports the disability forum on executing decisions ([1046], p.P-p.P-5).

5.3.1.2 Description of EWDs in the company

A 2009 company report confirms that it has “various disabilities in our organisation” ([1055], p.P-6).

The company’s transformation manual states that there are 2% EWDs in the company ([1056], p.P-6), and this was confirmed by one HR manager ([1057], p.P-6). One EWD confirms that there are EWDs in the company country-wide ([1058], p.P-6).

Participants gave contrasting feedback on how visible EWDs are in the company. One EWD describes that EWDs are greatly under-represented at the company ([1059], p.P-7). He feels the company employs less than 1% EWDs. One co-worker also observed that she do not notice many EWDs at the company head office ([1060], p.P-7). One supervisor confirms that although EWDs are not a common sight at the company, there still are EWDs visible and active within the company ([1061], p.P-7). Another HR manager is aware of a few EWDs at the head office location ([1062], p.P-7). A supervisor at branch level confirms that there are EWDs and a disability forum in the company. The company has one or more senior managers with a disability, according to a HR manager ([1063], p.P-7). One EWD, however, mentioned that the company has no senior managers with disabilities ([1064], p.P-7).

One HR manager indicates that persons with physical disability are the most represented EWDs in the company ([1066], p.P-7). Persons with sensory disability have some representation, as well as the less obvious disabilities. A supervisor is aware of one manager with a sensory disability in the company ([1065], p.P-7). She also confirms that there are some EWDs with epilepsy and also mobility impaired EWDs in the company ([1067], p.P-8).

5.3.2 Accessibility

Accessibility at the company is explored in this section. The section starts with budgeting for accessibility and then continues with current accessibility, planning and suggestions.

5.3.2.1 Budgeting for accessibility improvements

Accessibility changes are budgeted for by facilities management, according to a HR manager and one co-worker ([1161], p.P-23). An internal buildings audit indicates what accessibility accommodations are

needed at the company buildings ([1162], p.P-23). The feedback from the audit is incorporated in budget and facilities planning, according to a HR manager.

5.3.2.2 Current accessibility at company

There was also a recent drive in the company to improve accessibility for wheelchair users ([1207], p.P-32). The company has a transformation manual that states that they “made the consultative process and methods accessible to people with different disabilities” ([1206], p.P-32). The company does cater for PWDs with mobility impairment, according to one supervisor ([1208], p.P-32). The size of the organisation, the diverse types of job available and the accessibility makes it an attractive environment for PWDs to build a career ([1209], p.P-33). The company head office has good accessibility, which facilitates recruitment of PWDs ([1210], p.P-33). One EWD feels that the company has been very accommodating with regards to ensuring accessibility ([1211], p.P-33).

One EWD (participant 17), however, mentions that the misconception that all disability is the same and requires only physical accommodations is present in the company ([1214], p.P-33):

R: [Company name] purports to be...an employer of choice for people with disabilities. But with all respect, I mean, somebody in a wheelchair seems to get more preference than a totally blind person. Okay, their barrier, if they cannot get in to a building they are also pretty much stuck. Once they are in the building they can move around and go up and down in the elevators and they can probably do a job more easily than what we can, because they can read the computer systems. That is what I think people fail to understand.

Current accessibility at the company will be discussed further by looking head office and other company settings, as well as non-company venues.

5.3.2.2.1 Head office building complex

The company has improved its accessibility and most areas are now accessible, according to one supervisor ([1175], p.P-26). The supervisor and one EWD say that the office building is one of the more accessible places for wheelchair users ([1176], p.P-26). Most working spaces in the building are accessible to a wheelchair user. The building accessibility is deemed sufficient by another co-worker ([1177], p.P-27).

One EWD feels that, although there are some challenges on company premises, she always has an accessible route in some form or another ([1186], p.P-29). The head office also has adequate parking for PWDs, as confirmed by a co-worker and EWD ([1178], p.P-27).

There are still, however, some accessibility problems in the new head office building, according to one co-worker ([1172], p.P-25) and others. This co-worker and one EWD mentioned that the bar (social) area was inaccessible to a wheelchair users ([1173], p.P-25). The ramp accommodation is also inadequate. One EWD feels that some social networking is missed due to the inaccessible social venues in the building ([1174], p.P-26). Lifts and security doors that are occasionally out of order also present unexpected challenges for wheelchair users in the company building, according to two co-workers and a supervisor

([1184], p.P-28). The accessible toilet accommodation (in the newer company building) is also not optimal, according to a co-worker (participant 15) and EWD (participant 8) ([1179], p.P-27):

R: I personally don’t think it’s ideal and, well none of us do, because it’s almost like the Allie McBeal, she’s got to go through the gentlemen’s entrance…And then there’s two doors and then the disabled goes out of that…Can’t we have it on the ladies’ side? But anyways, there was some reason why the building couldn’t do that.

R: Uhm, look, the problem that I have in phase two is the paraplegic toilet is attached to the males’ bathroom. So you go through a wooden door and then another wooden door and that, that transition is difficult to do.You know, the doors are heavy, the space is small and then you’re attached to a males’ bathroom. So it’s a bit uncomfortable…I don’t really use the toilet. I won’t.

The newer office building has also not ensured full or easy accessibility for wheelchair users, according to one EWD ([1180], p.P-27). The connecting space (garden) between the two main office buildings also has a very uneven walking surface and is difficult for persons with mobility problems to use, according to one co-worker and an EWD ([1181], p.P-27). Stairs between the office buildings also inhibit mobility for wheelchair users, according to another EWD ([1182], p.P-28). The size of the building makes mobility a challenge for EWD, according to one EWD ([1185], p.P-29). A ramp between the buildings would help improve mobility for EWDs ([1182], p.P-28). One HR manager, however, differs from other respondents and states that newest building is even more accessible than older one ([1183], p.P-28).

5.3.2.2.2 Other company buildings

A previous company building had inadequately accessible toilets, which prevented one EWD from sharing an office with her team ([1187], p.P-29). The new building have, however, rectified this situation, according to one co-worker. This previous company building also had inadequate parking for PWDs ([1188], p.P-29). In the past, one EWD had to commute between company buildings and were unable to be accommodated with her bigger team due to this building being inadequately adapted ([1189], p.P-29). The company has, however, now moved the EWD’s whole team into the new company head office and the whole team now occupies the same office space ([1190], p.P-29).

At another location, one EWD shares that the company made accessibility improvements prior to the appointment of another wheelchair employee ([1191], p.P-29). This EWD does relate, however, that the body corporate of this building were initially reluctant to allow her guide dog on company green spaces ([1192], p.P-30).

One company branch has a very difficult process for wheelchair access, according to a supervisor ([1193], p.P-30). This branch also has to cater for clients with mobility issues, and not necessary just staff ([1194], p.P-30). This branch’s supervisor is unsure if wheelchair users can be accommodated throughout company, even at branch level ([1195], p.P-30).

5.3.2.2.3 Outside training/event venues

A co-worker mentions that it is only with outside functions that accessibility problems may arise (head office is fully accessible) ([1164], p.P-24). One outside training venue did not have wheelchair access and an alternative venue is now being sought to accommodate an EWD, according to a co-worker ([1165], p.P-24).

Two co-workers judged that there may have been times that an EWD could not access a training venue, but the norm is that a suitable venue is arranged beforehand ([1166], p.P-24). One EWD says he has missed some training opportunities due to inaccessible training venues ([1167], p.P-25).

There is some frustration with inaccurate accessibility information from outside training/events venues, but not with the EWD requiring the access, according to a co-worker ([1168], p.P-25). Company training providers may also neglect to provide appropriate material for one EWD with blindness ([1169], p.P-25).

There was initial ignorance about ensuring that non-company venues are accessible for EWDs ([1163], p.P-24). Subsequent lessons and plans have ensured planning for more accessible venues. A co-worker also mentioned that the company was becoming more sensitive to ensuring accessibility in outside venues ([1213], p.P-33). One EWD says that the company now ensures that there is wheelchair access at outside venues ([1170], p.P-25). The team and the EWD ensure beforehand that outside function venues are accessible to wheelchairs, according to another EWD and also a co-worker ([1171], p.P-25). One supervisor of an EWD relates that he has made the effort to fetch EWDs with his personal car owing to inaccessible bus transport to an outside venue ([1212], p.P-33).

5.3.2.3 Current systems/processes

Some company systems are not geared towards persons with visual impairment ([1196], p.P-30).

Reliance on visual presentation only is a problem for EWDs with visual impairment, according to one EWD ([1202], p.P-32). A change in the company’s software system has reduced EWDs with blindness’ ability to perform some job tasks, according to two EWDs ([1197], p.P-30). The new company software, that uses primarily visual cues, is inaccessible for EWDs (and accommodative software) ([1198], p.P-31). The EWD shares that he constantly has to ask the company support-staff for blind-friendly versions of training material ([1215], p.P-33). This also inhibits one EWD from access to company online training. The EWD feels that he’s fighting a constant battle with company to improve systems accessibility for EWDs with visual impairment ([1201], p.P-32).

His supervisor experienced first-hand the inability of EWD to perform tasks due to system inaccessibility ([1199], p.P-31). This supervisor has to put additional time aside for assisting EWD due to inaccessible software systems and paper-based tasks ([1200], p.P-31). This supervisor feels that the company has to make its software systems more accessible for EWDs to be able to perform all their job tasks ([1205], p.P-32).

5.3.2.4 Accessibility planning

A HR manager relates that physical/accessibility audits are now standard practice when periodical company audits are performed ([1218], p.P-34). The company disability forum provided guidance on accessibility during the building and planning of the newer company building, according to a HR manager ([1219], p.P-34).

Some company systems were adapted based on EWD feedback, according to a co-worker ([1220], p.P-34). Another EWD’s team ensured that building planners were aware of the accessibility needs of EWDs prior to moving to a new building, according to another co-worker ([1221], p.P-34). The company has a list of approved outside venues/suppliers that have accessible venues ([1222], p.P-34).

5.3.2.5 Suggestions to company on accessibility

Access should be ensured for events at non company venues. Meeting organisers must ensure that outside venues are accessible, according to one EWD ([1223], p.P-34). One co-worker cautions that planning and preparation is necessary before outside venues are considered ([1224], p.P-34). Another EWD says the company can offer more accessible training for a variety of disabilities at the company ([1225], p.P-34).

The company should consider that ensuring accessibility serves more than just their own EWDs. An EWD mentions that an inability to accommodate staff with disabilities will have a negative influence on service to clients with mobility problems ([1226], p.P-35). One HR participant feels that people should personalise accessibility planning and put themselves in an EWD’s shoes ([1227], p.P-35).

Ensuring access also goes beyond environmental access. One supervisor mentions that an improvement in systems accessibility for EWDs with blindness would reduce the amount of time that a supervisor has to spend to help the EWD ([1228], p.P-35). One EWD with blindness suggests that co-workers should keep in mind that PowerPoint presentations should be supplemented with verbal explanations when a person with blindness is in the presentation ([1229], p.P-35).

Proper planning and accessibility audits for each geographical and work area and division within the company will guide realistic and achievable equity targets for PWDs ([1230], p.P-35). This was mentioned by two supervisors. Companies should always consider whether a new company premise would be accessible to EWDs before moving, according to one EWD ([1231], p.P-36).

5.3.3 Accommodations for PWDs

The accommodation request process by EWDs is handled through their direct manager ([1232], p.P-36). The manager then verifies the request and obtain advice from HR, according to a HR manager. The types, reactions to and suggestions with regards to accommodating EWDs are presented in the following section.

5.3.3.1 Types of accommodations made by company

Minor accessibility accommodations have been made by the company. A co-worker describes that an accommodation was made for her colleague in the form of organising an accessible training venue ([1233],

p.P-36). She describes that only minor access accommodations were necessary for a newly appointed EWD with mobility impairment ([1234], p.P-36). Another co-worker also describes a minor accommodation that had to be made by colleagues of an EWD by moving kitchen supplies to a lower drawer ([1235], p.P-36).

One co-worker describes that an EWD received a special sick leave accommodation from the company ([1236], p.P-36). The EWD ([1237], p.P-36) and co-worker ([1238], p.P-36) also described a second sick leave accommodation that was made for her colleague with a disability. The co-worker did mention that her colleague with a disability had to catch up on missed worked due to illness, but that she excelled despite this challenge ([1240], p.P-37). The EWD still maintained her productivity and there was no disruption in her current team’s productivity ([1239], p.P-37). This EWD’s supervisor praises the company for providing extended sick leave and temporary assistance accommodation to an EWD ([1243], p.P-37). She describes that she championed for the EWD to receive extended sick leave accommodation from the company ([1244], p.P-37). One supervisor remarked that the company had been very supportive and accommodating towards an EWD recovering from disability-related ill health ([1278], p.P-43).

One co-worker describes that an EWD received a special sick leave accommodation from the company ([1236], p.P-36). The EWD ([1237], p.P-36) and co-worker ([1238], p.P-36) also described a second sick leave accommodation that was made for her colleague with a disability. The co-worker did mention that her colleague with a disability had to catch up on missed worked due to illness, but that she excelled despite this challenge ([1240], p.P-37). The EWD still maintained her productivity and there was no disruption in her current team’s productivity ([1239], p.P-37). This EWD’s supervisor praises the company for providing extended sick leave and temporary assistance accommodation to an EWD ([1243], p.P-37). She describes that she championed for the EWD to receive extended sick leave accommodation from the company ([1244], p.P-37). One supervisor remarked that the company had been very supportive and accommodating towards an EWD recovering from disability-related ill health ([1278], p.P-43).