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Employment Opportunities for People with Disabilities in the European Union

The Digitability project conducted a survey to gather comprehensive insights from disabled individuals and employers. The findings were documented in the “Digitability State Analysis Assessment Report” which forms the foundation for customized solutions to address the unique challenges faced by disabled individuals across the European Union. The assessment engaged disabled individuals and employers to provide valuable perspectives on employment status, skills, competences, training programs, recruitment challenges, and workplace inclusivity. The findings indicate a positive trend towards workplace inclusivity, but also highlight the need for continued efforts to make workplaces more inclusive and leverage technology effectively to support individuals with disabilities.


1.1 Introduction

The UN Convention on the Rights of Persons with Disabilities characterizes individuals with disabilities as those experiencing long-term physical, mental, intellectual, or sensory impairments that, when combined with various obstacles, might impede their complete and effective engagement in society on an equal footing with others.

Approximately 87 million individuals in the EU are affected by some type of disability. In Europe, numerous people with disabilities face disparities in opportunities compared to others. Accessibility challenges persist in schools, workplaces, infrastructures, products, services, and information, limiting their access. Additionally, they may encounter unfavourable treatment or unfairness.

In their commitment to enhancing the social and economic well-being of individuals with disabilities, the EU and its Member States draw inspiration from the Treaty on the Functioning of the EU and the Charter of Fundamental Rights of the EU. Emphasizing the principles outlined in the European Pillar of Social Rights, Principle 17 underscores the entitlement of individuals with disabilities to receive income support ensuring a dignified life, access to services facilitating participation in the labour market and society, and a work environment tailored to their requirements.

The European Union, along with all its Member States, is a signatory to the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD). This significant agreement has informed the development of the Strategy for the Rights of Persons with Disabilities 2021-2030 (United Nations Convention on the Rights of Persons with Disabilities – Employment, Social Affairs & Inclusion – European Commission, n.d.).


1.2 The new strategy for the rights of individuals with disabilities 2021-2030

The Strategy for the Rights of Persons with Disabilities 2021-2030 is designed to address the multifaceted challenges encountered by individuals with disabilities. Its overarching objective is to advance in all dimensions outlined by the United Nations Convention on the Rights of Persons with Disabilities, both at the European Union and Member State levels. The primary aim is to ensure that individuals with disabilities in Europe, without regard to factors such as sex, racial or ethnic origin, religion or belief, age, or sexual orientation, can fully enjoy their human rights, access equal opportunities, participate in society and the economy on an equal basis, make decisions about their living arrangements, move freely within the EU irrespective of their support needs, and no longer face instances of discrimination.

Expanding upon the established European Quality Framework for Social Services, the Commission aims to introduce, by 2024, a dedicated framework known as the “Social Services of Excellence” for individuals with disabilities. This initiative seeks to enhance the delivery of services for persons with disabilities and boost the appeal of employment opportunities in this sector. This includes efforts towards upskilling and reskilling service providers to elevate the overall quality of support provided (Union of Equality: Strategy for the Rights of Persons with Disabilities 2021-2030 – Employment, Social Affairs & Inclusion – European Commission, n.d.).


1.3 Developing new skills for new jobs

According to the European Skills Agenda, each country should have plans for skills, and these plans need to consider the specific needs of people with disabilities. It’s crucial to make sure that everyone, including people with disabilities, has the same chances to go to school and get training for jobs.

Countries need to adjust their education and training rules to support people with disabilities, following the UNCRPD. However, many young people with disabilities end up in special schools instead of regular ones because regular schools aren’t accessible, don’t provide necessary support, and may not adjust to their needs. The Council Recommendation on vocational education and training encourages countries to create training programs that include and help people with disabilities.

The Commission pledges to collaborate with the European Network of Public Employment Services to create opportunities for shared learning. This initiative aims to better understand the skills required in the job market and improve guidance services for employed individuals and vulnerable groups. The focus will be on addressing skills gaps, especially in digital skills, often through partnerships with social enterprises that promote labor market inclusion. This commitment aligns with the goals outlined in the Digital Education Action Plan 2021-2027. Additionally, Member States will receive assistance in obtaining assistive technologies and ensuring an accessible digital learning environment and content.

The Commission urges Member States to:

  • Establish goals for the involvement of adults with disabilities in learning, aiming to enhance their engagement. Ensure that national skills strategies address the specific requirements of persons with disabilities to contribute to the objectives of the skills Agenda and the action plan implementing the Pillar of Social Rights.
  • Implement targeted measures and adaptable training formats to guarantee inclusive and accessible Vocational Education and Training (VET) programs, extending the inclusivity to persons with disabilities.
  • Expand support for collaboration between pertinent stakeholders in the social economy, building on the outcomes of the Blueprint for sectoral cooperation on skills under the Pact for Skills. This includes identifying digital skills needs and incorporating assistive technology to enhance employability.


1.4 Fostering access to quality and to sustainable jobs

The Commission will help countries in the EU by supporting businesses that help people with disabilities. These businesses not only provide services for people with disabilities but also help them find jobs in regular workplaces. The situation of these businesses can be different in each country in the EU. To assist countries in including marginalized groups, EU laws allow for special contracts, and competition laws permit extra help for hiring workers with disabilities. At the same time, countries are creating policies for ‘inclusive entrepreneurship,’ focusing on groups that are not represented enough, like women, young people, migrants, and people with disabilities.

In 2022, the Commission plans to introduce measures to improve job opportunities for people with disabilities. This involves working together with the European Network of Public Employment Services, social partners, and disability organizations. The package aims to help EU countries follow the guidelines for employment, providing guidance and promoting shared learning on enhancing employment and integration services. It also focuses on encouraging hiring through affirmative action, challenging stereotypes, ensuring reasonable accommodation, ensuring health and safety at work, and providing vocational rehabilitation for chronic diseases or accidents. The package explores creating quality jobs in sheltered employment and pathways to regular job markets.

The Commission also:

  • Published an implementation report on the EU Employment Equality Directive in 2021. If needed, it proposed legal changes, especially to enhance the effectiveness of equality bodies.
  • Issued an Action Plan on Social Economy in 2021. This plan aimed to enhance the conditions for the social economy, emphasizing opportunities for persons with disabilities. It focused on social enterprises that contributed to integrating individuals into the open job market.


1.5 EU Employment Equality Directive 2022

According to Article 3 of the Treaty on European Union (TEU), the Union has various goals, including making its people happy and supporting the long-term development of Europe through a strong and fair economy. This involves achieving full employment, making social progress, ensuring a high level of environmental protection, and promoting fairness and equality between men and women. Article 9 of the Treaty on the Functioning of the European Union (TFEU) adds that the Union must also consider things like ensuring high employment, providing sufficient social protection, and fighting against social exclusion (DIRECTIVE OF THE EUROPEAN PARLIAMENT, 2022).

Several directives related to individuals with disabilities:

1. Member States must make sure that information about the lowest wages set by law and the protection these wages get from universally applicable group agreements, along with details about how to seek justice, is easily accessible to the public. This information should be available in the most appropriate language, as decided by each Member State. It should be presented in a way that’s easy to understand and access, especially for people with disabilities.

Unfortunately, not all workers in the Union are effectively safeguarded by minimum wages. In some Member States, even if workers are technically covered, they end up getting paid less than the legal minimum wage because the rules aren’t being followed. This non-compliance tends to affect certain groups more, such as women, young workers, those with lower skills, migrants, single parents, people with disabilities, those in non-standard jobs like temporary or part-time work, and workers in agriculture and hospitality. This situation pushes down wages. In Member States where minimum wage protection relies only on collective agreements, the percentage of uncovered workers is estimated to be between 2% and 55% of all workers.

2. The United Nations’ Convention on the Rights of Persons with Disabilities insists that workers with disabilities, including those in sheltered employment, should be paid equally for the same work value. This principle is also important when it comes to minimum wage protection. Workers need easy access to clear information about both legal minimum wages and the protection provided by group agreements. This ensures transparency and predictability about their working conditions, including for people with disabilities, following Directive (EU) 2016/2102 of the European Parliament and of the Council.

 

 


2.1 Introduction

The EU Strategy for the Rights of Persons with Disabilities has put forward a plan called the Disability Employment Package, which aims to increase the employment opportunities for people with disabilities in the EU. This package focuses on improving job services, promoting inclusive hiring practices, and creating accessible workplaces. Moreover, it highlights the need to identify and manage opportunities within businesses and explore alternative employment models to ensure a fair and inclusive environment for people with disabilities.


2.2 EU Strategy and Disability Employment Package

The Commission has agreed on a plan called the EU Strategy for the Rights of Persons with Disabilities from 2021 to 2030. In this plan, there are important activities called “flagship initiatives” to help the rights of people with disabilities in the EU. One of these initiatives is the Disability Employment Package, aiming to make it better for people with disabilities to find jobs. Even though this plan doesn’t make new laws, it suggests things to improve existing laws in six areas. These areas include:

  • making job services more accessible,
  • encouraging employers to hire people with disabilities,
  • providing guidelines for employers to make workplaces suitable,
  • preventing disabilities from chronic diseases,
  • giving guidelines for vocational rehab in case of sickness, and
  • studying better job options for people with disabilities.

Some of these ideas, like guidelines for workplace accommodation and actions to help hiring, could be really useful for creating more inclusive job markets in the EU. But a big challenge is getting enough money and making sure these ideas are followed in each country. It will take a lot of effort to make sure the plan works and brings real changes for people with disabilities.

2.3 Management of Opportunities

2.3.1 Fields and Identification of opportunity

Throughout the project lifecycle or business, opportunities can be identified that lead to significant time and cost savings. However, if these opportunities go undetected, they may be lost completely. Therefore, the management of positive risks should receive considerable attention.

The process of identifying opportunities is not meant to reveal every possible fortunate incident that could happen. Instead, it concentrates on identifying major events with a realistic likelihood of happening, including those with a reduced probability of incidence.

There are three different and independent ways for opportunity identification:

Moreover, a pertinent question to consider now is, “What changes and potential opportunities exist?” We can measure the importance of an opportunity to the company by assessing its significance and the likelihood of it happening. Similar to the previous risk register, it’s crucial to create a register specifically for positive risks.

This register should encompass details like the number of opportunities, their causes, the category of positive risks, and the dates they were identified and addressed. Keeping a thorough record of positive opportunities in our document ensures readiness for any situation and equips us for similar events in the future.

The same pattern will be followed as in Risk Identification. The opportunities also can be called as positive risks, in order these to be found in a particular business field, some techniques can be used:

  • Brainstorming
  • SWOT Analysis
  • Market Needs – Market research
  • Project Plans
  • Stakeholder Interviews etc.

For every potential opportunity there is ongoing analysis and management throughout its life-cycle. The following actions are taken:

a) Create a sustainable opportunity capture management plan.

b) Coordination of specific tasks related to opportunity seizing.

c) Implementation and supervision of opportunity seizing activities.

d) Regular reporting on the status of opportunity.

The above examples on the target group of the project are divided into 3 categories of opportunities:

Technological

Hiring disabled individuals can help the business in many different areas. One of them is the technological factor. Bringing a person with a disability into the company pushes management systems and communication channels to open and include technological advances. The company is likely to create, integrate and further improve its hybrid or remote working models and to go a step further in developing its internal systems such as CRM, Intranet and internal websites, G suite, etc.

Environmental

With technological developments, new systems, and remote working, less carbon is released to the environment. Having as a reason the employability of people with diverse abilities, companies are committed and contribute to a certain extent to improve their environmental performance. Based on ISO 14001, the result of the integration of environmental management and strategic plans of the organization concerned is offered and can be achieved.

Market

Gaining access to new markets and broadening the company’s customer base in terms of employability of people with disabilities. The organization can gain knowledge of the needs and preferences of disabled customers and other organizations interested in this sector.

The culture of inclusiveness and disability-friendly policies help to bring together peers and stakeholders that help to develop new partnerships and at the same time contribute to the reputation of the organization as a socially responsible and innovative entity.

In addition to expertise, appropriate infrastructure and a disability-inclusive mentality, a company having acquired new contracts from disabled individuals or aims to achieve it, actively contributes to the functional and healthy role of society, the economy, the environment, and the future of all people.

2.3.2 Opportunity Analysis

Once there is a visible picture of the opportunities that the company can engage in, we choose which ones to reject and which ones to accept. As shown in the table below, depending on how important they are to the business and the impact they have, they can be rejected or accepted.

The step-by-step methodology of opportunity decision making process is:

  1. Chase the opportunity: Continuously monitor market trends, customer needs and business environment changes to identify opportunities. New ideas, technologies and new business models may be closer than you think.
  2. Investigate the opportunity: Evaluating the potential benefits and risks of an opportunity and making informed decisions about pursuing it. It would be more conscious to adapt flexibility and willingness strategies based on market and business needs and dynamics to optimize success.
  3. Decision making:
  1. Decline the opportunity: In this stage we consider that this decision is not beneficial for the company and its targets. We move forward seeking new positive risks.
  2. Accept the opportunity:

 After accepting the opportunity some steps must be implemented

  1. Devoting necessary resources, time, and effort to the smooth achievement of the opportunity.
  2. Create a strategic plan that outlines the specific steps, and timelines required to effectively execute the opportunity.
  3. Implementation of the planned plan to turn the opportunity into reality and achieve the desired results.
  4. Continuous monitoring and management of potential risks and challenges that may arise while pursuing the opportunity.

The assessment stage involves quantifying, characterizing, and prioritizing opportunities of the company once they have been identified in the Opportunities Register document, as in the same step of the risk management. The objective is to hierarchize the list of opportunities, highlighting those that demand the highest level of management attention.

In the assessment process, a consistent quantitative assessment is given to the opportunities which have been identified, considering both their likelihood and their consequences.

After identifying opportunities, we prioritize them using a positive risk assessment document. We then update the positive risk register or create one if one does not exist. We develop a table with a traffic light system (using a different color) to assess the positive risk. This approach helps us to provide a visualization of the hierarchy of positive risks. By organizing the register list by the positive risk rating column, we can easily answer questions such as “Which positive risks do we need to address first?” and “Which opportunities will benefit our company the most?”

2.3.3 Opportunity Response Step

Opportunity analysis includes evaluating various options to respond to detected chances looking at how the outcomes may change depending on the adjustments to the risk factors. Through these analyses, the most crucial factors are identified, providing valuable insights into preferred risk management strategies. There are four techniques or options available for managing risks and opportunities:

  • Opportunity control or mitigation of risks/opportunities involves actively managing risks to reduce the likelihood of their occurrence or minimize their impact on the organization.
  • Opportunity avoidance entails eliminating high-risk sources and replacing them with lower-risk solutions.
  • Opportunity transfer relates to the re-allocation of opportunities from one part of the system to another or the transfer of opportunities to external stakeholders.

Opportunity acceptance or acceptance of the status involves the recognition of the presence of a specific opportunity condition and a conscious decision to accept the relevant level of opportunity without the need for further control attempts.

 

Regardless of which of the four techniques is chosen, a risk/opportunity management plan is developed that includes the tasks to be performed, a schedule for performing the tasks, the resources required and the total cost. For example:

– Avoidance may identify additional planning tasks to develop lower risk solutions

– Transfer may identify tasks to restructure procurement plans and related contracts.

– Control/reduction identifies proactive tasks to increase the opportunity Probability and/or Benefits

– The acceptance may identify actions to be taken if the risk/opportunity materializes

2.3.4 Evaluation of Opportunity Step

To evaluate the opportunities management that a company followed, in specific the opportunity of recruitment disabled individuals, the company or the department that manages these situations must reconsider the implemented strategic plan.

In this case on the mentioned opportunity, it must be checked whether the way the company has changed its recruitment model and implemented new standards is properly structured and understood by the rest of the workforce.

Several opportunity evaluation methods can contribute to the assessment of this undertaking. Some of them are:

  • Management by Objective
  • Critical Incident Method
  • Self-Evaluation
  • Ratings scale
  • Performance Test

Once the weaknesses of the strategic goal achievements are identified, then it would be good to record them on the opportunity document, which includes the categories, dates, management methods, application areas and people who will follow or contribute to this effort.

This will make it easier for opportunity managers to oversee and implement new methods and ways of dealing with risks, but also to handle similar situations that may arise in the future.

For this target group and goal of this document we are going to set an example for one of the above evaluating methods. The method presented is the Management by Objectives, which refers in the human factor of the company as the project’s target by hiring disabled individuals.

Management by Objectives as an Evaluation Method

Management by objectives (MBO) is an approach to people management that includes collaborative goal setting, recording, and monitoring among managers and employees within a specific time scale. This technique helps ensure that organizational goals and plans are communicated by top-level management and trickle down through the organization, while finally translating into individual goals for all members of the organization.

Performance evaluation: During this stage, a progress report is made comparing the actual progress in achieving the objectives set and the pre-defined targets. This evaluation helps to track the organization’s attempts to promote diversity and inclusion, helping to ensure that objectives linked to the recruitment and support of people with disabilities are being met.

MBO, when implemented in the recruitment process, intends to increase the general efficiency of the organization by clearly setting measurable targets and results that are agreed both by the management and the employees. This approach encourages the active involvement of all stakeholders in the design of strategies and action plans to meet these goals.

  • A step-by-step methodology of this technique in an example of an opportunity, specifically the recruitment of people with disabilities who are the target group of the project is presented below:

1st Step: The first step is to specify or update the organizational objectives, especially considering the participation of people with disabilities in the workforce. These objectives should be linked to the overall mission and vision of the company, with a focus on promoting diversity and fostering an inclusive work environment.

2nd Step: The second step entails effectively communicating organizational goals related to hiring people with disabilities to all employees. This would ensure that the entire workforce is aware of the company’s commitment to diversity and inclusion and understands how it fits in with wider organizational goals.

3rd Step: At this phase, employees at all different levels are supported to actively contribute to setting their individual goals through brainstorming or team meetings to assist in setting company goals and helping new colleagues with disabilities.  By involving people with disabilities and other employees in this process, they gain a sense of ownership and empowerment, which enhances their motivation and commitment.

4th Step: A crucial element of the goals set in step two is that they must be countable. This allows both employees and managers to monitor the progress of disabled employees and the same people to participate actively in this process. Also, they will know and have assess on how well they are meeting their personal goals, contributing eventually to the overall organizational goals.

5th Step: The final step entails evaluating the progress of disabled and other employees in relation to the goals that have been set. Honest feedback is provided, highlighting successes and areas for improvement for each employee. In addition, appropriate recognition and rewards are given to encourage them to celebrate their successes and their positive contribution to the organization’s diversity and inclusion efforts.

2.3.5 Opportunity Monitoring & Review Step

The opportunity monitoring and review step is an important part of the positive risk management process for every business sector. This step involves continuous monitoring and evaluation of the implemented opportunity management strategies to ensure their effectiveness and relevance in the dynamic business environment.

The following is a detailed outline of the risk monitoring and review process:

  1. Establish a monitoring and review plan that outlines the frequency, scope, and methodology of the opportunities monitoring and review process.
  2. Identify the opportunity indicators that alert the business owners or HR managers to changes in the corporate environment.
  3. Collect and analyze data on the risk indicators, for example the HR department can arrange meetings with the workforce to identify some factors that affect their performance or accessibility audits on the company building or equipment so that no one is marginalized.
  4. Evaluate the effectiveness of opportunity management strategies: Use the data collected to evaluate the effectiveness, efficiency, and relevance of the implemented opportunity management strategies in addressing identified positive risks.
  5. Identify gaps and weaknesses in the opportunity management process such as inadequate opportunity assessment or treatment strategies and take corrective action.
  6. Take corrective action such as revising risk management strategies, implementing additional opportunity controls, or improving the positive risk management process.



2.4 Alternative employment models

The best way for people with disabilities to work just like everyone else is to have jobs in the regular job market. Many countries, government organizations, groups for people with disabilities, foundations, and other groups have created various plans to make this happen. They work alongside other policies like setting a certain number of jobs for people with disabilities, helping with job placement, and making sure workplaces are suitable. But these plans can have different outcomes and effects, and the quality of jobs can vary. It’s important to also make sure the rights of employees with disabilities are respected.

  • Sheltered Employment

For people with disabilities, “sheltered employment” is common, but it has issues like lower pay, fewer career opportunities, and a lack of job stability. A new proposal, “Exploring quality jobs in sheltered employment and pathways to the open labour market,” is coming in 2023 to understand and improve this model. The current way often separates people with disabilities and denies them basic work rights. The key, as per the Convention of the Rights of Person with Disabilities (CRPD), is to follow inclusion, respect rights, and transition to regular jobs. Social economy organizations, focusing on social goals and reinvesting allowances, are good examples for a better employment model.

  • Work Integration and Social Enterprises (WiSEs)

WISEs (Work Integration Social Enterprises) are a special way of helping people in tough situations, especially those with disabilities. These organizations focus on both business and social goals, seeing their social purpose as more important. In some places, only non-profit groups can lead these initiatives. WISEs provide jobs and social support to help employees learn and prepare for regular jobs later on. They use the money they make to continue their social work, but they often need outside support, either from the government or private sources.

  • Supported Employment

This way of finding jobs pays special attention to helping people with disabilities get ready for regular jobs. Job specialists help them recognize their skills, create a job profile, find suitable jobs, and support them after starting. This process may seem expensive, but it ensures that people with disabilities are fully included in regular jobs. This is successful for both the person and society, both socially and economically.

  • Work Enclaves

Work enclaves are like supported employment but not as well-known. They give jobs to people with disabilities by combining a protected space with regular jobs. In these “enclaves,” companies provide special support to help people with disabilities do specific tasks in regular job settings. This support includes help, adjustments, and a focus on career growth. It’s like a training period where people have full work rights and get paid. The idea is that this time prepares them to become regular employees in the regular job market later on. But if this transition isn’t planned, and the enclave’s work isn’t closely linked to the main services of the company, so the workers with disabilities don’t interact with others, it can be seen as a form of separation.

  • Job Design

Job carving or crafting is about making a new job in a business. It can happen either from the employee’s ideas (crafting) or from the employer and experts (carving). This involves changing tasks and workplaces to fit people with disabilities, and both the employee and employer get training for it (European Human Rights Report Issue 7, 2023, n.d.).

 

3.1 Introduction

Continuous learning and skill improvement are necessary to stay relevant in today’s dynamic job market. Functional, self-management, and specialized knowledge skills are critical in enhancing professional expertise and positioning individuals for career advancement. Methods like on-the-job training, skills workshops, formal courses, and self-directed learning offer avenues to enhance knowledge and skills, empowering individuals to tackle challenges and seize new opportunities.


3.2 Empowerment and Employees Preparation

3.2.1 Self Awareness

In the realm of business, self-awareness, as defined by organizational psychologist Tasha Eurich, is the capability to perceive ourselves comprehensively grasping our identity, recognizing our values, reactions, and influence on others, and understanding our place in the world. The comprehension of self-awareness necessitates an examination of its internal and external facets. Internally, it involves the clarity with which we perceive our own values, reactions, and the effects we have on those around us. Conversely, external self-awareness involves comprehending how others perceive us, completing the holistic understanding crucial for navigating the dynamics of the business environment (Castrillon, n.d.).

What is self-awareness?

Focusing on positive aspects and understanding emotional triggers exemplify everyday manifestations of self-awareness. External factors beyond one’s control often influence mood, and self-awareness becomes a tool to manage how one perceives their life. This involves the interpretation of both mental and emotional states, giving rise to two overarching types of self-awareness:

    1. Public self-awareness: This entails being cognizant of how one appears to others, facilitating adherence to social norms and the demonstration of socially acceptable behaviour.

    2. Private self-awareness: This involves reflecting on and recognizing one’s internal state of mind. Individuals with private self-awareness engage in self-reflection, cultivating an awareness of their emotions and reactions. Such awareness is crucial in professional settings for fostering effective interpersonal dynamics and decision-making.

  1.  

Exploring oneself and fostering self-awareness can yield numerous benefits that significantly contribute to achieving success in one’s career.

How it can actively foster professional development:

    • Empathy: According to research published in the Journal of Cognitive Enhancement, the better you know and understand yourself, the more effectively you can interpret the mental states of others around you. Consequently, cultivating self-awareness enables individuals to perceive situations from the perspective of their colleagues, ultimately enhancing their communication skills in the workplace.

    • Enhance communication skills: Understanding your communication style makes it simpler to adjust it for different audiences, a crucial skill in diverse team settings. Improved self-awareness also enhances active listening, fostering better engagement and facilitating the building of trust and loyalty with your team.

    • Stress management: Engaging in self-awareness allows you to recognize emotions and behaviours that serve as indicators of your overall well-being. This awareness enables you to take proactive measures if you sense irritability or burnout. For instance, if you observe that excessive coffee consumption contributes to anxiety and disrupts your sleep, being aware of this allows you to make lifestyle adjustments that positively impact your mental and physical health.

    • Time management: Self-awareness plays a crucial role in effective time management. Consider identifying your peak performance hours—those times when you are most productive. If you find yourself most energized in the early morning, allocate that time for analytical tasks. Conversely, if you typically experience a dip in energy during the late afternoon, it’s an opportune moment to concentrate on less demanding administrative duties.

    • Decision making: When a person is self-aware and aware of their emotions, they act logically and wisely in the decision-making process, aware of potential conflicts and biases in the workplace.

Self-awareness for career exploration

Engaging in self-reflection through thoughtful questioning is a pivotal practice for both career and character exploration. By posing questions to oneself, individuals embark on a journey of introspection, gaining insights into their values, interests, and aspirations. This process not only fosters a deeper understanding of personal motivations but also aids in identifying potential career paths aligned with one’s passions. Moreover, it contributes to character development by promoting self-awareness and resilience. In essence, making inquiries to oneself is a powerful tool for navigating the complexities of career choices and building a strong foundation for personal growth and fulfilment (Career Exploration, 2021).

A table of self-awareness questions is set out below:

Interests, Preferences, and Dislikes Values
What topics or subjects captivate your curiosity?Which problems or challenges are you enthusiastic about addressing?What activities bring you joy?Can you recall experiences that you found unfavorable? What principles guide your lifestyle choices?What values are fundamental to your decision-making?Is there a characteristic about yourself that you are committed to preserving?
Personal Attributes Experience and Bias
How would you characterize your personality?In which areas do you excel, and what are your strengths?What is your collaborative working style? When do you resist acquiring new knowledge or skills?Describe your social circle—does it encompass diverse perspectives?Reflect on assumptions you’ve made and how you plan to challenge them in the future.How do you expose yourself to fresh experiences and viewpoints?
Skills Energy
Identify your current skills and highlight those you enjoy using.What new skills would you like to acquire? What activities invigorate or drain your energy?Recall instances when you were highly engaged or lost track of time due to intense focus.
Stress Work View
How do you recognize stress?Identify situations when you feel most uncomfortable.What strategies do you use to cope with stress? Why do you pursue work?Define what constitutes meaningful and fulfilling work for you.Envision your ideal work environment.What role do you want work to play in your life?
Mindset Decision Making
Identify areas in your life where you embrace a learning and adaptable mindset.In which aspects do you feel resistant to change? Reflect on past decision-making processes.What factors weigh heavily in your decision-making?
Managing Transitions, Risk Aversion Purpose, Mission, and Vision
How do you navigate change?What is essential to you when adapting to new plans?Assess your openness to new experiences and opportunities.How do you handle setbacks? Define your core values and motivations.What propels you forward?Outline your path to achieving your goals.What impact do you aspire to make?



3.2.2 Skills Development

Investing in skills development is paramount for navigating the ever-evolving landscape of one’s career. Continuous learning and honing of skills not only enhance professional expertise but also open doors to new opportunities. In today’s dynamic job market, staying relevant requires adapting to emerging trends and technologies. Whether acquiring technical proficiencies or refining soft skills such as communication and leadership, ongoing skills development ensures a competitive edge. It empowers individuals to take on diverse challenges, contribute meaningfully to their work, and position themselves for career advancement.

Three Essential Business Skills

In the business world, three crucial skills stand out: functional, self-management, and special knowledge skills. Functional skills are the technical capabilities required to perform specific job tasks, like coding languages for a web developer. These skills are typically gained through formal education or training, but they can also be developed on the job. Self-management skills, such as time and stress management, are essential for professional and personal effectiveness. While some may naturally possess these skills, many acquire them through experience or training. Special knowledge skills, on the other hand, encompass unique abilities that make an individual valuable to a company, such as multilingualism or in-depth industry knowledge. While harder to acquire, these skills provide a significant competitive advantage in a business career (Career Advancement, 2022).

There are ways for one person to enhance their knowledge. Some of them are:

On-the-Job Training: On-the-job training is a hands-on approach where employees acquire new skills while actively performing their work responsibilities. This method seamlessly integrates learning into the daily work routine, providing practical experience and immediate application of acquired skills. For example, a graphic designer learning new software tools while working on a project or a sales associate refining negotiation skill through real customer interactions.

Skills Workshops: Skills workshops are organized events, often by businesses, aimed at enhancing specific competencies among participants. These workshops offer a focused and structured environment for skill development, allowing participants to learn from experts, engage in interactive activities, and network with peers. For example, a marketing team attending a workshop on social media strategies or a leadership workshop focusing on effective communication for managers.

Formal Courses and Qualifications: Formal courses involve structured educational programs provided by institutions, leading to recognized qualifications or certifications. This method provides in-depth knowledge, often through a curriculum designed by experts in the field, and results in a formal acknowledgment of the acquired skills, which can enhance career prospects. For example, enrolling in a coding bootcamp to learn programming languages or pursuing a project management certification for career advancement.

Self-Directed Learning: Self-directed learning is an independent exploration of resources such as books, online courses, and platforms like YouTube and Udemy. This approach offers flexibility, allowing individuals to learn at their own pace and tailor their learning experience to suit their specific needs and interests. For extutorials orng a new language through online language courses, acquiring coding skills through self-paced tutorials, or gaining marketing insights by reading industry-related books.


3.2.3 Resume and Interview Preparation

A resume serves as a representation of an individual’s identity, encompassing personal and professional details. It emphasizes attributes such as skills and proficiency in various technologies. A well-crafted and professional resume allows interviewers to discern the skills relevant to a specific job.

A resume serves as an introduction to the relevance of skills, experience, qualifications, and accomplishments for a recruiter or potential employer. Considering that a recruiter or employer may allocate only a brief time for reviewing resumes, it’s essential to concisely communicate the most relevant achievements. If the document effectively conveys suitability for the role, the resume accomplishes its purpose – an invitation for an interview. Demonstrating skills, experience, and future potential is imperative. While a one-page presentation is commendable, the average resume length usually extends to around two pages (Career Advice Hays, n.d.).

Guide for a comprehensive CV

To create an impressive resume, you should follow the structure outlined below. Clean and clear formatting should be used for optimal presentation.

    1. Contact information: Initially, there should be basic information such as name, phone number, email address (business email) and perhaps, if available, a LinkedIn profile.

    2. Professional Summary: Creation of a paragraph of 50 to 150 words outlining the potential employee’s relevant experience and skills. Tailor each time possible to coincide with the specific position being applied for, incorporating keywords from the job description.

    3. Skills Summary: Creation of a summary list of relevant systems, skills and competencies that need immediate attention. Use keywords from the job description, providing a summary of relevant competencies.

    4. Achievements: Presentation of major career/school/university achievements supported by facts, statistics or links.

    5. Professional Experience: Presentation of a detailed work history in reverse chronological order, emphasizing recent positions.

    6. Include positions and main responsibilities: Address any gaps in the CV in a positive manner, highlighting experience gained from previous work or through seminars.

    7. Education and qualifications: Indicate academic qualifications, the year of completion, the name of the institution and a summary of the course of study.



  •  Can AI write the perfect resume or CV?

AI proves beneficial as a tool for crafting well-structured and formatted resumes, but it does have limitations.

The ultimate goal of a resume is to convey to the reader that the candidate is suitable for an interview. This requires aligning unique skills and experiences with the specific job applied for.

AI-generated resumes often lack the necessary customization to stand out; they tend to be generic and may not effectively align with the specific job’s requirements. Thus, it is crucial to personalize an AI-generated resume, showcasing how skills and experiences precisely match the role’s demands.

Furthermore, it’s important to review an AI-generated resume for accuracy. The content may not always capture the most up-to-date or industry-specific terminology, leading to inaccuracies in presenting skills, experiences, achievements, and qualifications. Thorough scrutiny and editing are essential to ensure an accurate representation of the candidate’s profile.

Interviewing Tips

A well-crafted resume serves as an introduction, opening doors to opportunities. However, the interview becomes a crucial moment where compatibility with the University and alignment with its values come into play. Consider the following theoretical insights to elevate interview skills:

1. Preparation Through Practice

Whether for a first interview or the 51st, involves exploring common questions posed by interviewers. Theoretical application of the SOAR method (situation, obstacle, actions, results) aids in articulating experiences and skills that add value.

2. Emphasizing Positivity

In a theoretical interview context, emphasizing strengths and providing examples of past successes becomes crucial.

3. Timely Arrival

Theoretical planning of the route, anticipating potential issues, and arriving early for the interview signify professionalism.

4. Maintaining Composure

Techniques for maintaining composure during the interview include minimizing distractions, maintaining eye contact, and actively listening to each question for precise responses.

5. Interviewer Interaction

Theoretical interaction with the interviewer involves asking questions about the position, management style, and overall university dynamics. Seeking feedback on qualifications and addressing areas needing clarification is a crucial aspect.

6. Post-Interview Courtesy

Sending a thank-you note within 24 hours after the interview, referencing shared discussions, and briefly reiterating valuable skills signify professionalism.

7. Emphasizing Cultural Fit

In a theoretical framework, understanding that cultural fit is as critical as skills becomes important. Discussions center around how “soft” skills complement “hard” skills and positively influence the university’s culture.


3.2.4 Networking

Establishing a solid professional network can greatly contribute to one’s career advancement. Having the right referral increases the likelihood of securing a job. If someone’s contemplating a career shift, their professional network becomes a valuable resource for connecting with individuals in the industry they aspire to enter. (weesiang, 2020)

Why is it beneficial to network?

    1. Access to job opportunities
      It increases the likelihood of receiving introductions to potentially relevant people or even a referral.

    2. Career advice & support
      Discussing common challenges and opportunities opens the door to valuable suggestions and advice.

    3. Long lasting relationships
      The point of networking is to develop and nurture professional relationships.

Elevating your networking skills in the business realm demands dedicated effort and practical application. Here’s an extensive guide on enhancing one’s networking proficiency (Nallalingham, 2023):

    • Define networking goals: Establish clear goals before attending a networking event to maintain focus and maximize your time by steering clear of conversations that are not pertinent to your objectives.

    • Preparation of Elevator pitch: Write a concise, convincing introduction that presents your skills, experience and career ambitions. A well-prepared presentation creates a positive first impression and facilitates meaningful discussions.

    • Attend networking events (physical or online):

Physical: Participate in industry-relevant events like conferences and workshops to expand your professional network and gain insights from experts. Research attendees in advance, connect with organizers or speakers, be open to new connections, ask open-ended questions, and actively listen.

Online: Utilize platforms like LinkedIn and Twitter to connect with professionals. Engage in online groups and discussions relevant to your interests. Create a professional profile, connect with purpose, personalize messages, share valuable content, participate in discussions, and maintain professionalism.

Networking is a crucial element for career success. By setting goals, perfecting your pitch, actively participating in events, engaging online, following up, and helping, you can elevate your networking skills. Authenticity, respect, and generosity are key. With dedication, you can become a confident and effective networker, unlocking new opportunities for career growth.


3.2.5 Job Search Strategies

There are three distinct job-search strategies: exploratory, focused, and haphazard (Stevens & Beach, 1996; Stevens & Turban, 2001). Jobseekers employing an exploratory strategy demonstrate dedication and a motivation to thoroughly explore their options. This strategy inherently involves openness to emerging opportunities, with individuals actively gathering job-related information from diverse sources like friends, family, and former employers. Those adopting a focused strategy identify their top choices early in their search, establishing clear employment goals. They concentrate their efforts on a small number of carefully screened employers, applying only for positions that align with their needs, qualifications, and interests. On the other hand, individuals utilizing a haphazard strategy follow a trial-and-error approach during their job search, changing tactics without a clear rationale and passively collecting information from both within and outside their educational or professional background.

In contrast, both exploratory and haphazard job-search strategies exhibit less direction toward specific goals compared to a focused job-search strategy. However, both exploratory and focused job-search strategies share the common aim of securing a satisfying and fitting job, whereas a haphazard strategy is oriented toward obtaining any job, irrespective of its nature (Koen et al., 2010).

By employing the strategies outlined below, one can recognize the various approaches available for navigating the job search process. Seeking assistance from sources like former colleagues and one’s professional network can be a valuable step. With strong connections and relationships, numerous opportunities can present themselves. Implementing 3 to 5 job strategies is crucial to enhance the chances of securing employment (Chan, Diana, 2020).

1) Apply Online

In the current virtual landscape, the predominant method for job applications involves submitting them online. Many individuals rely solely on platforms like Indeed or LinkedIn, patiently awaiting a response. Surprisingly, despite the widespread use of this approach by over 90% of job seekers, it results in less than a 3% chance of securing an interview. Clearly, this method alone proves to be less effective. To enhance the efficacy of online applications, individuals should explore alternative avenues, such as the “back door” approach, which emphasizes establishing a more personal connection. This entails identifying key figures, such as higher managers or recruiters, and seeking ways to bolster their chances of securing an interview. The strategies outlined below can aid in implementing this approach.

2) Asking for Referrals

A proactive step an individual can take is seeking referrals. This involves reaching out to friends or individuals within their desired industry, posing questions and making statements that express their career preferences and interests. Those who engage in this practice stand to gain significantly, as research indicates a higher likelihood of securing employment through second-level connections. Studies further highlight that job seekers are five times more likely to receive a job offer when recommended by someone within their network. Therefore, it is beneficial to reconnect with people who know and have worked with you, as this can undoubtedly open numerous doors.

3) Connection with Agency recruiters or executives

This approach proves advantageous for professionals at mid to senior levels due to their extensive industry experience, enabling them to connect with external recruiters and present various opportunities to jobseekers. Jobseekers can explore collaborations with renowned recruiting firms, midsize entities, and independent recruiters. Building strong relationships with these recruiters is crucial. It’s imperative to reach out to the right recruiters who have the authority to hire in the desired industry and profession. A targeted search on platforms like LinkedIn or Google can help identify suitable recruiters for networking purposes. It’s important to note that recruiters serve the interests of employers, not jobseekers; their primary role is to identify the best candidates for specific roles. Consequently, jobseekers may not always find immediate opportunities upon reaching out, but nurturing the relationship remains valuable.

All of these strategies can be into consideration, and the difference will be noticeable on job research, on the attitude and self-confidence of jobseekers.


3.3 Employers Assessment for Accessibility


3.3.1 Workplace Assessment


Creating a comfortable and efficient computer workstation can pose challenges for individuals with disabilities, given their unique needs and limitations. Nevertheless, by implementing an appropriate setup, it becomes feasible to address those needs and enhance their overall comfort and productivity (Ergonomic Workstation for PWD, 2023).

Here are some guidelines on crafting an ergonomic workstation tailored to the requirements of people with disabilities:


I. Assess the individual’s needs
To create a comfortable and tailored workstation for someone with disabilities, the first step is to really understand their unique needs and challenges. This involves a thoughtful needs assessment, considering factors like mobility, vision, hearing, and other physical or cognitive aspects. By gaining insight into these specific requirements, the right workstation components and configuration can be identified that will truly work best for the individual.

II. Adjustable workstation
For those with disabilities, an adjustable workstation is a fantastic choice because it lets to personalize it to fit to their specific needs. Features such as height, tilt, and how far things are from them, and this can be achieved with tools like Sit/Stand Tables, Monitor Arms, and Adjustable Keyboard Trays. These adaptable elements not only make their work setup more comfortable and efficient but also help reduce the chances of developing musculoskeletal issues. If this is not feasible, look for a spot to put the office with great space if the employee has physical impairments.
Fine-tuning the arrangement of the workstation can have a notable impact on the individual’s comfort and productivity. Take into account factors such as the distance between the workstation and other tools, the accessibility of power outlets, and the positioning of regularly used items.

III. Assistive Technology
When creating an ergonomic workstation for individuals with disabilities, it’s essential to take into account the role of assistive technology. This encompasses tools such as screen readers, voice recognition software, and alternative keyboards, which significantly aid individuals with disabilities in accessing and utilizing technology more efficiently. As an example, a range of keyboards specifically designed for the visually impaired, including Large Print Keyboards and Braille Keyboards.

IV. Proper Lighting
The workstation has to be well illuminated, and the lighting can be adjusted to meet the individual’s requirements. Adding a Task Lamp is a thoughtful consideration to ensure optimal lighting conditions.

V. Ergonomic Accessories
Incorporating Ergonomic Workstation Accessories (if possible and needed) like a keyboard tray, mouse pad, and footrest can play a vital role in minimizing the risk of musculoskeletal disorders. These accessories are adaptable, allowing customization to meet the specific needs of the individual, whether it’s offering additional wrist support or alleviating pressure on the feet.

VI. Accessibility
It’s essential to guarantee that the workstation is accessible to the individual, irrespective of any mobility limitations they may have. This might involve adjusting the workstation’s height, placing items within easy reach, and ensuring that the individual can navigate a wheelchair or other mobility aid effortlessly.


Self-Assessment questionnaire
This document/survey provides some questions for the employers, co-founders or staff managers to identify areas of possible accessibility barriers (Disability Friendly Workplace – Self Assessment, n.d.):

– Is the building accessible via public transport? Yes, No, N/A
– Are there designated accessible parking bay(s) for individuals with disabilities? Yes, No, N/A
– Is the office path wide enough for a person using a wheelchair or walking frame to pass by someone else? Yes, No, N/A
– Is the office path free from hazards that may pose risks to individuals who are blind or vision impaired? Yes, No N/A
– Is there a ramp into the building? Yes, No, N/A
– Is the entrance door an automatic self-opening door? Yes, No, N/A
– Is the floor surface slip-resistant throughout the facility? Yes, No, N/A
– Are there stairs between floors? Yes, No, N/A
– Is there an alternative accessible route close to the stairs, such as a ramp or lift? Yes, No, N/A
– Are emergency exits clearly marked and accessible? Yes, No, N/A
– Is there a unisex accessible toilet available? Yes, No, N/A
– Are staff lunchrooms accessible, considering factors like door width, slip-resistant floor surface, and well-lit non-glare lighting? Yes, No, N/A
– Are noise levels in work areas/lunchrooms maintained at levels acceptable to employees? Yes, No, N/A
– Are work areas well-lit, non-glare, and is the lighting evenly spread? Yes, No, N/A
– Is office equipment (e.g., printers) accessible? Yes, No, N/A
– Are desks and chairs capable of being adjusted for height? Yes, No, N/A


Answering these questions provides a comprehensive assessment of the workplace’s inclusivity and accessibility for individuals with disabilities.


3.3.2 Policies and Training Against Discrimination
What is workplace discrimination?


Workplace discrimination occurs when an individual is treated unjustly due to factors such as their sexuality, gender, age, race, disability, religion, and more. Employers may be in violation of the law if they treat someone differently based on these characteristics. Direct discrimination takes place when an individual receives unequal treatment compared to others. On the other hand, indirect discrimination arises when certain laws and regulations place specific employees at a disadvantage (Workplace Discrimination, n.d.).
Workplace Discrimination Training
Workplace discrimination training is a program specifically designed to teach employees about unacceptable behaviour and how to prevent discrimination in the workplace. These programs, created by lawmakers, aim to address, and prevent discrimination, fostering an inclusive, positive, and productive work environment.
These procedures benefit both employees and the organization by aiding in better decision-making related to hiring, promotion, and other formal relationships.
Here are steps an employer can take to minimize instances of discrimination in the workplace.

1) Establish a written policy outlining procedures and rules
Workplace anti-discrimination procedures can vary based on the nature and culture of the organization.
Ensure that the company’s employment policy adopts a zero-tolerance approach to any form of prejudice and harassment. To prevent instances of harassment, encourage employees to come forward and engage in investigations, assuring them of confidentiality (to a reasonable extent) and protection for complainants.

2) Implement a procedure for addressing discrimination issues
Employees who feel they have experienced discrimination or unfair treatment should report the matter to the human resources manager, their immediate supervisor, or administrator and should feel at ease when doing so.
In such cases, organizations should consistently address issues through a fair and impartial inquiry, even if there is no legal obligation. This showcases your company’s commitment to equal and fair treatment for all employees. Timely resolution of workplace prejudice issues should be a priority to avoid losing credibility and trust.

3) Mitigate bias in the hiring process
Unconscious biases are unintentional stereotypes that influence our behavior and perceptions of others. Although this may not always be at the forefront of business considerations, extensive research indicates that the hiring process is often unfair and biased.
These biases can hinder diversity, impeding progress in areas such as promotions, recruitment, and retention. Awareness training is the initial step in addressing unconscious bias in the workplace, allowing employees to recognize and understand their own biases.
Providing short-term on-the-job support through external job coaches (Jasper & Waldhart, 2013), participating in job training programs (Kwan, 2020), and receiving prompt, factual feedback, along with personalized training (Gröschl, 2013), are recognized as effective strategies. According to Pérez-Conesa et al. (2020), a shift towards inclusive cultures that offer generic training, professional development, and internal communication systems for all employees could eliminate the need for disability-specific practices. However, the implementation of adapted professional development systems for persons with disabilities (PWD) remains a challenge thus far.

Change Management in recruitment
Change management theories include various approaches and models designed to help organisations manage and successfully handle changes. These theories emphasize on understanding the dynamics of change, identifying possible barriers, and implementing appropriate strategies to foster smooth and effective transitions. Various well-known change management theories include, among others, Lewin’s change management model, Kotter’s 8-step change model, and the ADKAR model etc.

The employability of disabled individuals isn’t yet embedded in the work system, (especially in the 4 countries that the survey was conducted), and in the overall employability strategies of companies. Change management theories succeed in identifying, analyse, and address challenges that arises during transitions within an organization.
Listed below are some of the benefits that change management theories can offer to businesses in relation to the specific target group of the document. These benefits may include:

– A structured and systematic approach to managing organizational change. Referring to the employment of disabled individuals, a precise framework is provided with guidelines for the organization’s integration of change or the intense emotions that change can bring.
– Identify, educate, and address negative issues or theories about hiring someone with diverse abilities.
– Reducing the phenomenon of resistance to hiring people with disabilities through strategies to support employees’ emotions and reduce old habits.
– Transparent and effective communication that must exist between all departments within the company. It helps to eliminate misconceptions and active efforts to include diversity.
– Supporting training opportunities and developing employee preparation for the changes brought about by the recruitment of people with diverse abilities. Training may include disability awareness programs, disability awareness workshops and support for managers to create an inclusive working environment.


3.3.3 Hiring Procedures and Evaluation Program


Evaluate your current interview and hiring procedures as the starting point, acknowledging the potential need for adjustments to accommodate Persons with Disabilities (PwD) effectively. Your agency team members will identify and pre-screen potential candidates, while the employer will handle the interviews and make the final hiring decisions (Cambria et al., 2013).

Key Considerations:

 Incorporate interview and hiring target dates into your overall plan, specifying milestone dates for initiating the process and setting a goal for onboarding the selected candidate.
 If online applications and employer references are part of the process, provide information on how individuals with disabilities can request accommodations for completing the application or job search.
 The center or agency supporting a candidate can collaborate with your HR staff to develop and conduct effective interviews tailored to each candidate.
 Conducting a “getting to know you” interview can be invaluable for employers, offering firsthand insights into how to best facilitate the transition for each prospective employee.
 Employers exploring apprentice programs or similar intake initiatives may consider hiring on a fixed-term contract basis.
Assessment Phase for Persons with Disabilities
This concluding phase facilitates an ongoing learning process and continual enhancement. Effective feedback is crucial for any company project or initiative. Your plan for hiring Persons with Disabilities (PwD) should outline the type of feedback necessary for evaluating and improving your efforts. Document successful strategies and remain open to suggestions for refinement.
To maintain organizational motivation and interest, it is essential to celebrate success stories, recognizing those who contributed to the program’s achievements and the success of individual candidates.

Suggested initiatives:

 Develop a timeline in your plan for conducting periodic assessments of your PwD employment.
 Ensure supervisors and other stakeholders engaging with PwD employees have a straightforward means to communicate progress, benefits, and identify any remaining challenges.
 Sharing this information within the team will reinforce effective practices and continuously technological improvement.
 The feedback plan may also involve benchmarking with other companies, either in terms of general program effectiveness or specific elements of interest. The Single Point of Contact (SPOC) or the specific center that the person with disabilities belong should assist in identifying an appropriate employer for benchmarking purposes.

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