At CCA, fostering an environment where diverse abilities are not only acknowledged but celebrated is a priority. We hope the following resources support you in continuing to implement inclusive workplace practices for all employees. 

While these resources are applicable to all employees, managers should make sure to review this information carefully so they can assess their current practices and also be knowledgeable about the accommodation process. Ultimately, being aware of inclusive workplace practices will support all employees by making the work environment more inclusive and accessible.

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• Inclusive Workplace Practices
• Examples of Universal Design in the Workplace

Workplace Access

The college is committed to inclusive and accessible workplace environments. To make the workplace more inclusive and accessible for disabled and pregnant employees, HR consults with employees and managers on potential solutions, such as reasonable accommodations or changes to the environment that may facilitate better access. In collaboration with the employee and appropriate college personnel, reasonable accommodations for disabled or pregnant employees are arranged by HR on a case-by-case basis. Disability is broadly defined and includes impairments and most chronic health conditions.

Benefits of Universal Design in the Workplace

Universal Design is the concept and ethic of designing accessibility into a space or product from the very beginning rather than expecting to adapt it later for those who, for physiological or other reasons, might struggle to enter or use it. Universal Design is proactively inclusive.

Employees are diverse in terms of background and work styles. If departments design their work environments for a diverse population of employees, they can positively impact hiring, retention, and productivity. Additionally, when departments integrate Universal Design into their work environments, the need for employees to request individual accommodations through a separate process is reduced, which creates a more similar and equitable experience for everyone.

Principles of Universal Design in the Workplace

The Seven Principles of Universal Design and Universal Design for Learning are applicable to the workplace, as most employees perform work at an external work site at least some of the time, use tools and/or technology, and receive training and professional development.

Additionally, we encourage departments to consider the following principles as part of Universal Design for the Workplace:

• Flexibility in how work is performed
• Flexibility in when work is performed
• Flexibility in where work is performed

Employees are hired to perform work in support of CCA’s vision, mission, and goals. Universal Design for the Workplace puts the focus on the accomplishment, quality, and timeliness of the work, instead of how, when, and where it is performed.

For example, certain positions can complete work in a variety of locations at virtually any time of day, using a variety of strategies, as long as applicable deadlines are met and the work is of high quality. Flexibility in how, when, and where work is performed can benefit employees who are disabled or pregnant, those who have care-giving responsibilities, long commutes, or those who are more productive outside of traditional business hours or in environments with fewer people/distractions. Every job is unique and not every job can embody all Universal Design principles. There may be safety reasons for performing work in a particular way, or it may be essential for an employee to perform all or most work on site. However, employees are generally more productive when there is a good fit between their personal work styles and circumstances and policies related to how, when, and where the work can be performed.

The following are examples of Universal Design in the workplace. Please consider how you can incorporate some of these suggestions into your day-to-day work.

Physical Environment

• Zero step entries
• Automatic door openers
• Wider doorways and hallways

Workstations

• Adjustable desks
• Modular furniture
• Options for working in private spaces or more open, collaborative spaces
• Set up rooms for meetings in circles and semi-circles

Tools and Technology

• Speech to text software
• Option of having a desktop or laptop computer
• Make captioned content the default in classrooms and in meetings
• Check the settings and enable closed captioning before a Zoom meeting
• If in person meetings include people joining remotely, please turn on captions and make them visible and large on the monitor for those in the room
• Use a good external microphone and place it where it will pick up accurate speech

Training and Learning

• Distributing meeting agendas in advance and meeting notes afterward
• Offering a variety of training options: group workshops, one-on-one instruction, online courses
• Delivering material in a variety of forms: visual, auditory, kinesthetic
• Don't ask a group of people if they can all hear you. Instead, ask who cannot hear you and adjust to them.
• Make sure you can see everyone in the room, so that everyone can see your face as you speak.
• Always repeat questions that were asked before answering them.

Workplace Policies and Practices

• Family and Medical Leave and other leave policies
• Not requiring employees to always have their office doors open
• Dress code flexibility

Flexibility in How Work is Performed

• Allowing flexibility in the order in which employees’ perform tasks

Flexibility in When Work is Performed

• Flexible scheduling, e.g., a daily schedule of 7:00 am. – 4:00 pm. or 10:00 am – 7:00 pm
• Compressed work week, e.g., four days of working 10 hours
• Results-Only Work Environments (ROWE) – Employees are evaluated solely on work performed and are not required to perform work during particular hours

Flexibility in Where Work is Performed

• Full-time, part-time, or occasional remote work opportunities