Accessible Onboarding

Some people with disabilities may have limitations on how far they can walk and where they can walk. Others may not drive and therefore rely on public transportation or paratransit. Provide all employees with a brief description of the available public transportation, parking, and other transportation options. If you have parking, provide parking accommodations and accessible reserved parking spots if requested.

Each employee has preferences for how and where they work best, and the same is true for people with disabilities. For instance, some neurodivergent workers may have difficulty concentrating in a noisy environment, while workers with certain chronic conditions may need their workspaces to be located close to a restroom. Describing the work location and conditions ahead of time allows the employee to plan for success by asking for accommodations that may be helpful. Again, be sure that employees know that they can ask for accommodations and how to do so. If appropriate, offer the opportunity for new employees to visit the workplace before they begin work for orientation and mobility training within and around the office.

Provide an overview of the plan for the first few days and weeks and give them a glimpse of what the future may hold, such as the frequency of trainings or when important events take place. Share any available annual schedule to help them understand the workflow of the unit over time. A calendar of annual events helps all employees foresee the year ahead and plan accordingly.

Some organizations provide orientation videos or other types of multimedia content to new hires prior to their start date. Ensure that all multimedia content, regardless of format, is accessible and includes captions, if appropriate, and let the employee know whom to reach out to if they have questions about the information.

Training on disability etiquette can improve the culture of the organization and the experience of working together. Such training should be readily available to ensure all new employees receive the information.

When new employees arrive at work for the first time, it is important to meet and greet them and show them around the space, especially the places they will spend most of their time. This is an opportunity for them to get to know the organization. Make sure to take the employee on a real or virtual tour, depending on the size of the operation, taking any accessibility needs they may have into account. Ask questions such as, “Would you prefer the stairs or the elevator?,” to make sure they are accommodated on the tour.

Starting a new job and meeting coworkers can be overwhelming. Start by introducing the new employee to their manager(s) and teammates, so everyone has time to get to know one another. Scheduling time for introductions on team calendars can help ensure staff participation. Assign a mentor or guide to the new employee. This is a great way to ensure that they have a go-to resource for questions.

As discussions continue around the benefits and supports offered to employees, tie them back to the organization’s accessible and inclusive culture. Here are some examples:

• “It is important to us that all employees have a good work-life balance. To ensure that we give our employees the tools they need to do that, we offer flexible schedules that allow you to take certain afternoons off.”
• “As you know, our organization is committed to diversity. You may want to consider joining one or more of our employee resource groups to connect with your colleagues across the organization on shared interests or experiences. We get a lot of important input from these groups, so they are a great way to help shape our company culture.”

Every organization has both formal policies and cultural norms. Here are some examples:

• “We start work at 9:00 a.m. sharp. Most people arrive at 8:50 to get settled before we begin the workday.”
• “We offer 30-minute lunch breaks. It may be difficult getting lunch off site in that limited amount of time, so most people bring lunch and eat in the breakroom or sit outside at the picnic tables.”
• “Our dress code is business attire only. The company intranet has more information about it.” 
• “The restrooms for employees are located the second floor. The restrooms on the main floor are reserved for public use.”

Make new employees aware of the format and methods that will be used to teach them what they need to know to succeed in their new role.

Electronic documents and any other training materials, such as websites, online courses, videos, or other multimedia communications, should be accessible. Online conferencing technology should also be accessible to all employees. Make sure in-person trainings are accessible, too.

Check-ins can help managers ensure the employee is getting what they need from the training by not only giving the new employee time to ask questions, but also helping managers better understand where the employee may encounter obstacles to success.

In general, be sure that managers and team leads are clear about the expectations for the position. This will ensure that the new employee can thrive.

As managers and employees get to know each other, foster purposeful discussions about work styles and communication preferences. Understanding how the employee learns best, prefers to receive new assignments (i.e., verbally or by email), and navigates deadlines will help ensure the employee’s long-term success. These conversations can also help the manager and employee indirectly address certain disability-related needs simply by being clear about what works best for both.

Performance management is an important component of helping workers develop skills and advance in their careers. Be sure that all employees have written expectations when starting the job, equal access to ongoing feedback about their performance, and professional development opportunities.