MANUAL MANUÁL EMPLOYING PEOPLE ZAMĚSTNÁVÁNÍ OZP WITH DISABILITIES … · 2015-06-14 · manual for employing people with disabilities in the open labor market authors: team of

MANUÁL PRO ZAMĚSTNÁVÁNÍ OZP NA VOLNÉM TRHU PRÁCEAutoři: kolektiv řešitelů projektu OP LZZ„Sociální pilíř konceptu společenské odpovědnosti firem (CSR), ve vztahu k zaměstnanosti OZP na volném trhu práce“, reg. číslo projektu: CZ.1.04/5.1.01/77.00003

MANUAL FOR EMPLOYING PEOPLE WITH DISABILITIES IN THE OPEN LABOR MARKETAUTHORS: TEAM OF INVESTIGATORS OF THE PROJECT OP LZZ

“THE SOCIAL PILLAR OF THE CONCEPT OF CORPORATE SOCIAL RESPONSIBILITY (CSR), IN RELATION TO EMPLOYING PWD IN THE OPEN LABOR MARKET”

PROJECT REGISTRATION NUMBER: CZ.1.04/5.1.01/77.00003

© Centrum vizualizace a interaktivity vzdělávání, s.r.o. Ostrava 2014

ABSTRACT:

The first part of this manual for employing persons with disabilities (PWD) in the open labor market offers a brief and clear form of basic and practical information for the following areas:

1) Relationship of Corporate Social Responsibility (CSR) and employing PWD with an emphasis on the social pillar of CSR;

2) Reasons for employing persons with disabilities, including a description of the economic viewpoint of employing PWD, the benefits of employing PWD for market positions of the company, and the effect of an environment diversified for PWD on the internal relations of the company;

3) Recommendations for employing PWD with sensory and physical disabilities, including drawing attention to myths and erroneous stereotypes relating to employing PWD;

4) Sequential and brief description of the recommended steps of an employer in the process of employing PWD (strategic decisions and actions, pilot and company-wide implementation).

5) Relationship of corporate philanthropy and corporate strategy towards the use of PWD in the workplace.

The second part of the Manual provides practical experience in the application of the social pillar of CSR in the Czech Republic and abroad, including results of company surveys on employing PWD, as well as an overview of competitions and awards given to Czech companies that are actively committed to the principles of CSR.

The conclusion of the Manual provides the text of the Charter of Diversity, which was adopted in Germany and could serve as a source of inspiration for CR.

Kolektiv řešitelů projektu „Sociální pilíř konceptu společenské odpovědnosti firem (CSR), ve vztahu k zaměst-nanosti OZP na volném trhu práce“, reg. číslo projektu: CZ.1.04/5.1.01/77.00003, OP LZZ tvoří:

Koordinátor projektu: Tomáš Sokolovský (CVIV Ostrava), [email protected]é zpracování: Augusta V. (AZZP ČR); Hejduková J. (SP ČR); Hlaváčková J. (SP ČR); Hrdová Kolíbalová B. (ČMJN Brno); Hyvnar M. (SONS ČR); Konvalinka P. (CVIV Ostrava); Kulichová R. (ČMJN Brno); Kutnohorská J. (OU Ostrava);

Löffelmann P. (CVIV Ostrava); Rychtář K. (AZZP ČR); Skříšovská L. (SONS ČR); Sokolovský T. (CVIV Ostrava); Telnarová Z. (OU Ostrava).Technická spolupráce: Brinzíková M. (CVIV Ostrava); Dulaiová L. (CVIV Ostrava); Šenk L. (CVIV Ostrava).

© 2014 Centrum vizualizace a interaktivity vzdělávání, s.r.o., OstravaISBN 978-80-260-6239-4

The team of investigators of the project “The social pillar of the concept of corporate social responsibility (CSR), in relation to employing PWD in the open labor market”, project registration number: CZ.1.04/5.1.01/77.00003, OP LZZ consists of:

Project coordinator: Tomáš Sokolovský (CVIV Ostrava)

Authors: Augusta V. (AZZP ČR); Hejduková J. (SP ČR); Hlaváčková J. (SP ČR); Hrdová Kolíbalová, B. (ČMJN Brno); Hyvnar M. (SONS ČR); Konvalinka P. (CVIV Ostrava); Kulichová R. (ČMJN Brno); Kutnohorská J. (OU Ostrava); Löffelmann, P. (CVIV Ostrava); Rychtář K. (AZZP ČR); Skříšovská L. (SONS ČR); Sokolovský, T. (CVIV Ostrava); Telnarová Z. (OU Ostrava).

Technical cooperation: Brinzíková M. (CVIV Ostrava); Šenk L. (CVIV Ostrava).

© Centrum vizualizace a interaktivity vzdělávání, s.r.o., Ostrava 2013

ISBN 978-80-260-6239-4

OBSAH

ČÁST 1 - ZAMĚSTNÁVÁNÍ OZP NA VOLNÉM TRHU PRÁCE - PROČ, S KÝM A JAK NA TO

1. Úvod 5

2. Proč zaměstnávat osoby se zdravotním postižením 7

2.1 Zákonná povinnost vyjadřující solidární postoj zaměstnavatelů 7

2.2 Ekonomické hledisko zaměstnávání OZP 7

2.3 Přínos zaměstnávání OZP pro tržní pozici firmy 9

2.4 Vliv diverzity vůči OZP na vnitřní poměry ve firmě 9

2.4.1 Pohled manažera a personalisty 9

2.4.2 Vnitřní vztahy ve firmě a zaměstnávání OZP 11

2.4.3 Public relations (PR) 11

2.5 Firemní filantropie jako součást sociálního pilíře CSR a její vztah

k zaměstnávání OZP 12

3. Doporučení k zaměstnávání OZP v běžném prostředí

na volném trhu práce 12

3.1 Mýty a pověry ve vztahu k zaměstnávání OZP 12

3.2 Informační minimum pro zaměstnávání osob

se zdravotním postižením 13

3.2.1 Obecné zásady společné pro smyslová i tělesná postižení 13

3.2.1.1 Jak začít? 13

3.2.1.2 Jak a kde hledat vhodné kandidáty 14

3.2.2 Minimum pro zaměstnávání osob se sluchovým postižením 15

3.2.3 Minimum pro zaměstnávání osob se zrakovým postižením 18

3.2.4 Minimum pro zaměstnávání osob s tělesným postižením 22

4. Mapa procesů (jak na to…) 25

4.1 Strategické rozhodnutí a opatření 25

4.2 Pilotní část 26

4.3 Plošná realizace 27

ContentPART 1 – EMPLOYING PWD IN THE OPEN LABOR MARKET – WHY, WITH WHOM AND HOW TO DO IT1. INTRODUCTION..........................................................................................................................................................4

2. WHY TO EMPLOY PEOPLE WITH DISABILITIES .....................................................................6

2.1 LEGAL OBLIGATION EXPRESSING THE ATTITUDE OF SOLIDARITY OF EMPLOYERS .......6

2.2. THE ECONOMIC ASPECT OF EMPLOYING PWD ............................................................................6

2.3. THE BENEFITS OF EMPLOYING PWD FOR MARKET POSITIONS IN A COMPANY ..............8

2.4. THE EFFECT OF DIVERSITY TOWARDS PWD ON THE INTERNAL SITUATION IN THE COMPANY ...............................................................................................................8

2.4.1. The view of managers and HR professionals ....................................................................................................... 8

2.4.2. Internal relations in the company and in employing PWD ......................................................................10

2.4.3. Public relation (PR) ..............................................................................................................................................................10

2.5. CORPORATE PHILANTHROPY AS PART OF THE SOCIAL PILLAR OF CSR AND ITS RELATION TO EMPLOYING PWD ................................................................................................11

3. RECOMMENDATIONS FOR EMPLOYING PWD IN THE CURRENT ENVIRONMENT IN THE OPEN LABOR MARKET ................................................................. 11

3.1. MYTHS AND SUPERSTITIONS IN RELATION TO EMPLOYING PWD ..................................... 12

3.2. THE MINIMUM INFORMATION FOR EMPLOYING PEOPLE WITH DISABILITIES .............. 12

3.2.1. General principles common to sensory and physical disabilities .........................................................13

3.2.1.1 How to start? ..........................................................................................................................................................................13

3.2.1.2 How and where to look for suitable candidates ..............................................................................................13

3.2.2. The minimum for employing people with hearing disabilities ..............................................................14

3.2.3. The minimum for employing people with visual disabilities ..................................................................17

3.2.4. The minimum for employing people with physical disabilities .............................................................21

4. MAP OF PROCEDURES (HOW TO...) .......................................................................................... 244.1. STRATEGIC DECISION-MAKING AND ACTIONS ..........................................................................24

4.2. PILOT PART ................................................................................................................................................25

4.3. GENERAL IMPLEMENTATION ............................................................................................................. 26

ČÁST 2 - PŘÍKLADY, ZKUŠENOSTI A SOUVISLOSTI

1. Praktické zkušenosti s uplatněním sociálního pilíře CSR 29

1.1 Zaměstnávání OZP - Česká republika 29

1.2 Zaměstnávání OZP - Zahraničí 34

2. Normy, ocenění a Charta Diverzity 35

2.1 Srovnání obsahu 3 pilířů CSR v dokumentech platných v ČR

a v zahraničí vč. začlenění konceptu CSR do stávajících norem ISO 35

2.2 Přehled soutěží a cen udělovaných v ČR firmám, které

se aktivně hlásí k principům CSR (stav k 31.12.2012) 35

2.3 Charta diverzity – dobrovolná iniciativa na podporu

zavádění diverzity v Německu 37

ČÁST 3 - PŘÍLOHY (POUZE V ELEKTRONICKÉ VERZI)

1. Komunikace se stakeholdery

2. Nástroje na podporu zaměstnávání OZP na volném i chráněném trhu práce

3. Dodržování rovných příležitostí pro znevýhodněné skupiny

(v kontextu dodržování lidských práv)

4. Metodika zavádění firemní filantropie pro firmy

5. Interpretace příkladů dobré praxe se zaměstnáváním OZP

a s uplatňováním principů firemní filantropie a dobrovolnictví

6. Popis jednotlivých standardů CSR využívaných v ČR

7. Popis soutěží a cen udělovaných v ČR firmám, které se aktivně hlásí k principům CSR

8. Terminologický slovník

9. Seznam zkratek

10. Použité zdroje a literatura

11. Kontakty na centra pomoci studentům se specifickými vzdělávacími potřebami na

vysokých školách v ČR (stav v roce 2013)

12. Zahraniční zkušenosti se zaměstnáváním OZP

PART 2 – Examples, experience and contexts1. PRACTICAL EXPERIENCE WITH THE APPLICATION OF THE SOCIAL PILLAR OF CSR ........................................................................................................................................ 281.1. EMPLOYING THE DISABLED – CZECH REPUBLIC........................................................................28

1.2. EMPLOYING PEOPLE WITH DISABILITIES – FOREIGN ...............................................................33

2. STANDARDS, AWARDS AND DIVERSITY CHARTER ......................................................... 34

2.1. COMPARISON OF THE CONTENT OF THE 3 PILLARS OF CSR IN DOCUMENTS VALID IN THE CZECH REPUBLIC AND ABROAD, INCLUDING THE INCLUSION OF THE CONCEPT OF CSR INTO EXISTING ISO STANDARDS ......................................................................................34

2.2. DESCRIPTION OF COMPETITIONS AND AWARDS GIVEN TO COMPANIES IN CR THAT ARE ACTIVELY COMMITTED TO THE PRINCIPLES OF CSR (AS OF 31 DECEMBER 2012) ...............................................................................................................34

2.3. DIVERSITY CHARTER – A VOLUNTARY INITIATIVE TO SUPPORT THE IMPLEMENTATION OF DIVERSITY IN GERMANY ...............................................................................................................36

page 3

Part 1 Employing PWD in the open labor market Why, with whom and how to do it

1. IntroductionCorporate social responsibility in the current concept represents a coherent set of activities and practices that are an integral part of the social, environmental and economic aspects of a company’s strategic management and are implemented beyond legal obligations in order to improve the living conditions of the company. This multi-dimensionality of social responsibility has been newly defined by the European Union as “the responsibility of companies for the impact of their activities on society.”

Concepts of corporate social responsibility are usually based on the areas of environmental or sustainable development; most often they are the “calling card” of the social responsibility of a business. They are more visible, the trend is understandable. An often used form is philanthropy or volunteering.

Unjustly neglected is the social pillar, which requires a more complex approach, but which nevertheless contains considerable potential for the development of human resources, as well as for the internal and external relations of the firm, usable for building added social value and improving market position in the future. It does not have to concern only ethical behavior, charity and volunteer activities.

The concept of Corporate Social Responsibility – CSR is based on three pillars – economic, social and environmental. These three pillars correspond to the three characteristics, the so-called triple-bottom-line, or three “Ps”:

¨¨ Profit (economic area);

¨¨ People (social area);

¨¨ Planet (environmental area);

In the social pillar of CSR, the organization should pay particular attention to:

¨¨ compliance with equal opportunities (gender, ethnic minorities, the disabled and older people);

¨¨ the health and safety of the employees of the company;

¨¨ care in educating and retraining employees;

¨¨ employing persons with an impaired position in the labor market, including creating suitable conditions for making use of them;

¨¨ corporate philanthropy, sponsorship and volunteering;

¨¨ a balance between the working and personal lives of employees (work-life balance);

¨¨ diversity in the workplace (ethnic minorities, disabled people and older people);

¨¨ providing retraining for laid-off employees for later employing them;

¨¨ listening to and dialog with stakeholders and parties.

This manual is primarily focused on selected activities of the social pillar of CSR, with an emphasis on employing PWD, respecting equal opportunities, corporate philanthropy, volunteering and diversity.

People with disabilities, potential employees, are typically a group of people disadvantaged in the labor market. The law remembers them. It requires employers to fulfill obligations of solidarity to support their entry into the workplace. For many reasons, this obligation is linked to a number of problems of a systemic nature. The focus on this category of disadvantaged people is representative of the possibility to validate the benefits of the social pillar

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ČÁST 1. ZAMĚSTNÁVÁNÍ OZP NA VOLNÉM TRHU PRÁCE -PROČ, S KÝM A JAK NA TO

1. ÚVODSpolečenská odpovědnost firem v současném pojetí představuje vzájemně provázaný soubor čin-ností a postupů, které jsou nedílnou součástí řídící strategie podniku v oblasti sociální, environmen-tální a ekonomické a jsou realizovány nad rámec zákonných povinností v zájmu zlepšení životních podmínek společnosti. Tuto vícerozměrnost společenské odpovědnosti nově definuje Evropská unie jako „odpovědnost podniků za dopad jejich činnosti na společnost.“

Koncepty firemní společenské odpovědnosti obvykle vycházejí z oblastí environmentální nebo udr-žitelného rozvoje, nejčastěji bývají jakousi „vizitkou“ společenské odpovědnosti podnikání. Jsou víc vidět, trend je pochopitelný. Častou formou jsou projevy filantropie, případně dobrovolnictví. Ne-právem zanedbávaný je sociální pilíř, který vyžaduje komplexnější pojetí, zato však obsahuje značný potenciál pro rozvoj lidských zdrojů, stejně jako vnitřních i vnějších vztahů firmy, využitelných i pro budování sociální přidané hodnoty a zlepšování tržní pozice v budoucnosti. Nemusí se zdaleka jed-nat jen o etické chování, charitu a dobrovolnické aktivity.

Koncept společenské odpovědnosti firem - CSR se opírá o tzv. tři pilíře – ekonomický, sociální a environmentální. Tyto tři pilíře korespondují s třemi charakteristikami, tzv. triple-bottom-line, ne-boli třemi „Pé“:

• Profit – zisk (ekonomická oblast);• People – lidé (sociální oblast).• Planet – planeta (environmentální oblast);

V oblasti sociálního pilíře CSR by se organizace měla zejména věnovat:

• dodržování rovných příležitostí (pohlaví, etnické minority, zdravotně postižení a starší lidé); • zdraví a bezpečnosti zaměstnanců firmy;• péči o vzdělání a rekvalifikaci zaměstnanců;• zaměstnávání osob se zhoršenou pozicí na trhu práce vč. vytváření vhodných podmínek pro jejich uplatnění;• firemní filantropii, sponzorství a dobrovolnictví;• vyváženosti pracovního a osobního života zaměstnanců (work-life balance);• diverzitě na pracovišti (etnické minority, handicapovaní a starší lidé);• zajištění rekvalifikace propouštěných zaměstnanců pro jejich další uplatnění;• naslouchání a dialogu se zainteresovanými partnery a osobami (stakeholdery).

Tento manuál je primárně zaměřen na vybrané aktivity sociálního pilíře CSR, s důrazem na zaměstná-vání OZP, dodržování rovných příležitostí, firemní filantropii a dobrovolnictví a diverzitu.

Lidé se zdravotním postižením, potenciální zaměstnanci jsou typickou skupinou osob znevýhod-něných na trhu práce. Pamatuje na ně i zákon. Ukládá zaměstnavatelům plnění solidární povinnosti podporující jejich vstup do zaměstnání. Plnění této povinnosti je ale z mnoha důvodů spojeno s řa-dou problémů systémového charakteru. Zaměření na tuto kategorii znevýhodněných osob je repre-zentativní možností pro ověření přínosu sociálního pilíře CSR (SP CSR). Praxe ukazuje, že podobně lze vyjít vstříc i dalším kategoriím znevýhodněných osob na trhu práce, například osobám 55+, oso-bám v rámci etnické diverzity, sexuální diverzity i v rámci dalších menšin.

ál j

1. ÚV

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page 4

1. Introduction

of CSR (SP CSR). Practice shows that other categories of disadvantaged people can similarly be accommodated in the labor market, such as persons 55+, people within ethnic diversity, sexual diversity and within other minorities.

The project “Social pillar of the concept of corporate social responsibility (CSR), in relation to employing PWD in the open labor market” offers comprehensive, clear and useful material for applying CSR principles in the field of human resources.

This material is thoroughly based on the needs and requirements of practice and will attempt to offer answers to these questions:

¨¨ What is the content of the social pillar of CSR?

¨¨ Who are people with disabilities, and what role can they have in your business?

¨¨ How much will it cost and what economic benefits can you expect?

¨¨ What to do and what not to forget.

¨¨ What are the specifics associated with the application of the most common forms of disability.

¨¨ How can philanthropy and volunteering be combined in the social pillar of CSR for employing PWD.

¨¨ How to communicate with stakeholders (partners involved) and the external environment.

The answers to these questions and more are supplemented by additional information.

Who is a person with a disability (PWD)

In the language of technical definitions and the law, it is a person who, due to illness, injury or congenital disposition, is limited in the ability to work. In accordance with § 67 of Act No. 435/2004 Coll., Employment, a person with a disability is an individual who is recognized as an invalid by the Social Security Administration:

a) in the third degree (hereinafter referred to as “a person with severe disability”),

b) or in the first or second degree.

In the interim period before 2014, a person whose disability does not constitute the recognition of invalidity is also considered a person with a disability.

Currently this definition has been subjected to change in 2014, see Annex 2 – Tools to promote employing PWD in the open and protected labor market (after 1 January 2012).

Almost every person with disabilities has his strengths, innate predispositions that can develop and achieve professional and workplace competencies usable in employment despite their disabilities. Often he himself does not realize this or is not sufficiently motivated. It is all a matter of finding, identifying and using the correct and appropriate manner, which today’s support system does not understand too well in practice.

Almost every person with disabilities wants to work if his disability allows it within an objective measure. Many people who find themselves in this situation, however, do not know how to reach the labor market and can find no practical help for it. Many people are resigned to passivity after a series of negative experiences. Every manager and HR professional who does not want to be a part of creating barriers against employing people with disabilities should be aware of these connections.

The current official method and approach to the assessment of people with disabilities in working life is already outdated and creates more complications than help for corporate practice. It is clear that every person with disabilities can theoretically be employed. But what is harder – finding “the right person for the right job” consistent with the needs of business operations. Experienced employers of PWD confirm that when it works, they have more than a loyal and reliable coworker. They also get something extra – a lasting contribution to social responsibility in the business environment, which is possible (but not required) to use externally.

Employing people with disabilities is a typical manifestation of socially responsible behavior. We are dealing with people who, despite their disability, want to be or can be a valuable part of society. Existing legislative tools and legal obligations are just tools – means used to meet the well-known fact that the full integration of disadvantaged people cannot be achieved without the inclusion of workers.

page 5

1. Introduction

2. Why to employ people with disabilities

2.1 LEGAL OBLIGATION EXPRESSING THE ATTITUDE OF SOLIDARITY OF EMPLOYERSUnder the law, any company that has more than 25 employees has the obligation to employ people with disabilities (PWD). The statutory share of PWD in CR is 4% of the total number of employees.

The provisions of the law should be read as a tool of motivation – not as an obligation at all costs. Therefore, the law allows an alternative solution in the form of financial withholdings or compensation. The employer himself has the opportunity to decide. It is a pity that such funds paid in this country are not (unlike many developed countries) used transparently in support of employing PWD, but are “missing in action” in the state budget. There have been repeated suggestions to create a dedicated fund that would certainly contribute to motivating employers. They would know that their money is being used to fulfill what they themselves are not able to provide for various reasons. That is, for employing PWD. This way, for example, various strange practices of misusing the provisions of “compensation”, which sometimes manifest themselves today, would be better averted.

The table referred to in Annex 2 – Tools to promote employing PWD in the open labor and protected market contains a list of rules that stimulate and affect job opportunities for people with disabilities in the Czech Republic (effective in 2013).

2.2. THE ECONOMIC ASPECT OF EMPLOYING PWDWhat issues need to be addressed by employers with regard to the economic aspect of employing PWD:

Finding the right employees with disabilities and especially suitable jobs for them? The payment of financial penalties for non-compliance with the required number of employed PWD or finding a suitable supplier from among specialized employers in the protected labor market and addressing the situation of compensation? The possibility of claiming an income tax break remains a bit forgotten, even though it can be a major source of finance for large and successful employers. For a large portion of employers, using a contribution to establish and operate a protected position (CHMP) is associated with many unknowns and also administrative runarounds. However, it is an accessible source of relatively regular financial compensation for possible problems – usually only initial ones. The establishment, designation of protected jobs, and making a lasting contribution to operating it up to 4,000 CZK per month is a recurring and technically manageable program that can be penetrated.

In this simple reasoning, it deals with these amounts:

¨¨ The annual payment for non-compliance with the statutory number of employed PWD is 2.5 times the average wage for the first – third quarter of the previous year (currently in 2013 it is about 61,000 CZK per employee, updated according to the growth of the average wage each year).

¨¨ Income tax credit amounts to 18,000 CZK (rarely – for people with severe disabilities / TZP - up to 60,000 CZK) per year for one PWD employee.

¨¨ Contribution to the establishment of a new CHMP by agreement with the labor office may be up to many times the average wage; in practice it is between 30 – 100,000 CZK – one-off against proven costs, in accordance with § 75 of Act 435/2004 Coll.).

¨¨ Contribution to the operation of CHMP on the basis of an agreement concluded with the labor office may be up to 48,000 CZK per year permanently per place occupied by PWD.

¨¨ The equivalent of “compensation” for one PWD employee is 7 times the average wage, i.e. the current amount in 2013 is about 170,000 CZK of the value of the production worked and paid for at an employer with more than 50% PWD.strana 7

2. PROČ ZAMĚSTNÁVAT OSOBY SE ZDRAVOT-NÍM POSTIŽENÍM

2.1 ZÁKONNÁ POVINNOST VYJADŘUJÍCÍ SOLIDÁRNÍ POSTOJ ZAMĚSTNAVATELŮ

Podle zákona má každá firma, která má více jak 25 zaměstnanců, povinnost zaměstnávat osoby se zdravotním postižením (OZP). Zákonný podíl OZP činí v ČR 4% z celkového počtu zaměstnanců.

Ustanovení zákona je nutné chápat jako nástroj motivace – nikoli povinnost za každou cenu. Proto zákon připouští alternativní řešení v podobě finančního odvodu nebo tzv. náhradního plnění. Sám zaměstnavatel má možnost se rozhodnout. Škoda jen, že odvedené finanční prostředky u nás nejsou (na rozdíl od řady vyspělých zemí) použity transparentně ve prospěch podpory zaměstnávání OZP, ale neidentifikovatelně se „ztrácejí“ v příjmech státního rozpočtu. Objevují se opakované návrhy k vy-tvoření účelového fondu, který by jistě přispěl k motivaci zaměstnavatelů. Věděli by, že jejich peníze jsou použity na splnění toho, co oni sami nejsou z jakýchkoliv důvodů schopni zabezpečit. Tedy k zaměstnání OZP. Díky tomu by se více vyhýbali například různým podivným praktikám zneužívání ustanovení o „náhradním plnění“, které se dnes občas projevují.

Přehled uvedený v příloze č. 2 – Nástroje na podporu zaměstnávání OZP na volném i chráněném trhu práce, která je pouze v elektronické verzi na přiloženém DVD, obsahuje výčet právních norem, které stimulují a ovlivňují pracovní uplatnění osob se zdravotním postižením v České republice (plat-né v roce 2013).

2.2 EKONOMICKÉ HLEDISKO ZAMĚSTNÁVÁNÍ OZP

Jaké otázky musí řešit zaměstnavatelé s ohledem na ekonomickou stránku zaměstnávání OZP:

Najít vhodné zaměstnance se zdravotním postižením a hlavně vhodné pracovní pozice? Odvádět finanční sankce za neplnění potřebného počtu zaměstnaných OZP nebo najít vhodného dodavatele z řad specializovaných zaměstnavatelů na chráněném trhu práce a řešit situaci náhradním plněním? Možnost uplatnit slevu na dani z příjmu zůstává poněkud pozapomenuta, i když u velkých a úspěš-ných zaměstnavatelů může být významným zdrojem financí. Využití příspěvku na zřízení a provoz chráněného pracovního místa (CHPM) je pro velkou část zaměstnavatelů spojeno s mnoha nezná-mými a také s administrativními peripetiemi. Je to však dostupný zdroj poměrně pravidelné finanční kompenzace možných problémů – zpravidla jen počátečních. Zřizování, vymezování chráněných pracovních míst a uplatňování trvalého příspěvku na provoz až do výše 4 tis. Kč měsíčně je opakova-nou a technicky zvládnutelnou agendou, do které lze proniknout.

O jaké částky se v tomto jednoduchém uvažování jedná:• Roční odvod za neplnění zákonem stanoveného počtu zaměstnaných OZP

činí 2,5násobek průměrné mzdy za 1. - 3. čtvrtletí předchozího roku (aktu-álně v roce 2013 cca 61 tis. Kč za jednoho zaměstnance, aktualizováno dle vývoje průměrné mzdy každý rok).

• Sleva na dani z příjmu činí 18 tis. Kč (výjimečně – u osob s těžším zdravot-ním postižením/TZP - až 60 tis. Kč) ročně za jednu zaměstnanou OZP).

• Příspěvek na zřízení nového CHPM podle dohody uzavřené s úřadem práce může činit až mnohanásobek průměrné mzdy, v praxi se pohybuje mezi 30 – 100 tis. Kč – jednorázově proti prokázaným nákladům, dle §75 zákona 435/2004 Sb. • Příspěvek na provoz CHPM na základě uzavřené dohody s úřadem práce

může činit až 48 tis. Kč ročně trvale na jedno místo obsazené OZP.• Ekvivalent „náhradního plnění“ jednoho zaměstnaného OZP činí 7násobek této průměrné mzdy, tedy aktuálně v roce 2013 částku cca 170 tis. Kč hodnoty odebrané a zaplacené produkce zaměstnavatele s více jak 50% OZP.

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ploy people with disabilities

The sum of cost savings and potential benefits of permanently employing people with disabilities can be simplified (and rounded) as follows:

savings on withholdings for noncompliance with mandatory share 61,000 CZK per year income tax credit (generally) 18,000 CZK per yearopportunity to receive an allowance for operating a protected job up to 48,000 CZK per year total up to 127,000 CZK per year

In the electronic version of the “Manual” or on the website http://www.spcsr.cz/en/kalkulacka-en there are calculators that provide an approximation of the financial impact on employers for employing PWD. This allows you to easily quantify the economic benefits of actually employing new PWD in an organization and comparing it with other variants for fulfilling the mandatory share laid down by law.

Note: Logically the calculator covers only that part of the issue underpinned by legislation and which can be generalized. It does not cover the cost of such a decision, which is different and variable for individual employers and in individually specific examples of employing PWD. In some cases, these costs may be zero or minimal, but they may also reach relatively higher levels. Details on this topic are contained in chapter “3.2: The minimum for employing people with disabilities”.

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Součet úspor výdajů a možných přínosů trvalého zaměstnání osoby se zdravotním postižením lze zjednodušeně (a zaokrouhleně) vyjádřit:

úsporou odvodu za neplnění povinného podílu 61 tis. Kč ročně

slevou na dani z příjmu právnických osob (zpravidla) 18 tis. Kč ročně

možností získat příspěvek na provoz chráněného pracovního místa

až 48 tis. Kč ročně

celkem až 127 tis. Kč ročně

V elektronické verzi „Manuálu“ nebo na webové adrese http://www.spcsr.cz/kalkulacka2 je k dispo-zici verze Kalkulačky pro orientační výpočet finančního vlivu zaměstnávání OZP na zaměstnavatele. Ta umožňuje jednoduše vyčíslit ekonomický přínos skutečného zaměstnání nových OZP v organi-zaci a porovnat jej s ostatními variantami plnění povinného podílu podle zákona.

Pozn.: Kalkulačka logicky postihuje pouze tu část problematiky, která má zákonnou oporu a kterou lze zobecnit. Nepostihuje nákladovou část takového rozhodnutí, která je u jednotlivých zaměstnava-telů a v jednotlivých konkrétních příkladech zaměstnání OZP různá a individuální. Tyto náklady mo-hou být v některých případech nulové nebo minimální, někdy mohou ale dosahovat relativně vyšších hodnot. Podrobnosti k tomuto tématu jsou v kapitole 3.2 Informační minimum pro zaměstnávání osob se zdravotním postižením.

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2.3. THE BENEFITS OF EMPLOYING PWD FOR MARKET POSITIONS IN A COMPANYThe transparent and systematic integration of PWD into teams of coworkers may influence, according to experience:

¨¨ the strengthening of the transparency and credibility of a company in terms of entities and persons involved in the activities of the company – “stakeholders” (see part 2, section III);

¨¨ higher attractiveness for investors and the company’s own employees;

¨¨ building a reputation and resulting strong position in the market;

¨¨ distinction from competitors, highlighting the “brand” for consumers;

¨¨ increasing productivity and employee loyalty;

¨¨ increasing turnover;

¨¨ increasing the offer and quality of products or services;

¨¨ enhancing the know-how and image of the company.

Creating the conditions for and employing people with disabilities in a company is ethical and socially responsible. Such responsible entrepreneurs, often large and well known companies, are becoming more and more interested in this opportunity, usually in connection with building the image of a socially responsible business, which enhances their prestige, brand value, and therefore their competitiveness. Incorporating the employment of PWD in the product development of the firm can open the way to new customer segments. It begins with using suggestions and ideas up to directly engaging PWD in product development and focusing on the specific needs of customers from among people with disabilities.

2.4. THE EFFECT OF DIVERSITY TOWARDS PWD ON THE INTERNAL SITUATION IN THE COMPANY

2.4.1. The view of managers and HR professionalsFocus on results, measurable values, the intensity and quality of work, its “normalcy”, employee motivation, the overall efficiency and competitiveness of the company – these are the priorities of the manager, regardless of how big the company is. He is responsible to owners and customers for them. The individual approach, respecting individual needs, optimizing the type of work, creating, monitoring and promoting positive relationships in the workplace – these are generally the conditions under which it is possible to gradually and successfully integrate a person with a disability into the company. In doing so, the priorities of the manager need not be suppressed.

The actual type and severity of the disability is often not so big an influence as it might seem at first glance. Many HR professionals acknowledge that it may be difficult to find the right person if the company decides to employ PWD. Among other factors, this is due to unsatisfactory diagnostics. Medical examiners who grant disability make

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2.3 PŘÍNOS ZAMĚSTNÁVÁNÍ OZP PRO TRŽNÍ POZICI FIRMY

Transparentní a systematické začleňování OZP do týmů spolupracovníků může podle zkušeností ovlivňovat:

• posílení transparentnosti a důvěryhodnosti firmy z pohledu subjektů a osob zainte-resovaných na činnosti firmy - „stakeholderů“;

• vyšší přitažlivost pro investory i pro vlastní zaměstnance;• budování reputace a z ní vyplývající silné pozice na trhu;• odlišení od konkurence, zviditelnění „značky“ pro spotřebitele;• zvýšení produktivity práce a loajality zaměstnanců;• zvýšení obratu;• zvýšení nabídky a kvality produktů či služeb;• posílení know-how i image firmy.

Vytváření podmínek a zaměstnávání osob se ZP v podniku je etické, sociálně odpovědné. Stále víc takových odpovědných podnikatelů, často i velkých a známých firem, se zajímá o tuto možnost, zpravidla ve spojitosti s budováním image sociálně odpovědného podniku, který zvyšuje jejich pres-tiž, hodnotu značky, tedy i konkurenceschopnost. Zapojení zaměstnaných OZP do vývoje produktu firmy může otevírat cestu k novým segmentům zákazníků. Počínaje využitím podnětů a námětů až po přímé zapojení OZP do vývoje produktů se zaměřením na specifické potřeby zákazníků z řad OZP.

2.4 VLIV DIVERZITY VŮČI OZP NA VNITŘNÍ POMĚRY VE FIRMĚ

2.4.1 Pohled manažera a personalistyOrientace na výsledek, měřitelné hodnoty, intenzita a kvalita práce, její „normovatelnost“, motivace zaměstnanců, celková efektivnost a konkurenceschopnost firmy – to jsou priority manažera, bez ohledu na velikost firmy. Za ně je vlastníkům i zákazníkům odpovědný. Individuální přístup, respek-tování individuálních potřeb, optimalizace typu práce, vytváření, monitorování a podpora pozitivních vztahů na pracovišti – to jsou zpravidla podmínky, za kterých je možné postupně a úspěšně začlenit do firmy člověka se zdravotním postižením. Přitom priority z pohledu manažera nemusí být potla-čeny.

Samotný typ a vážnost zdravotního postižení nemá často tak velký vliv, jak by se na první pohled zdálo. Řada personalistů potvrdí, že může být problém najít toho správného člověka, pokud se firma rozhodne zaměstnat OZP. To je způsobeno mimo jiné právě nevyhovující diagnostikou. Posudkoví lékaři, kteří rozhodují o přiznání invalidity, vycházejí výhradně z přísně medicínských hledisek.

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their decisions based exclusively on strictly medical aspects.

They assess the human body and its functions according to “modern medical science”. They identify limitations and not residual potential and the strengths of personality development. This means every employee, not excluding PWD, is a “personality in a shell”. It is to be respected.

To make it possible for the manager to combine and coordinate these conditions and prevent the aforementioned failure, he must have:

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¨¨ at least a minimum of knowledge and experience about diversity (www.diverzitaproozp.cz); about the nature and possible consequences of the disability of a prospective employee; about the rehabilitation process, and about the tools that can be used (see details in later sections);

¨¨ relatively detailed information about the capabilities and expectations of a perspective employee;

¨¨ support from company management – or external professional support;

¨¨ powers to enable him to fulfill these conditions;

¨¨ personal motivation, which owes to his professional and personal experience.

The acceptance and successful working integration of people with disabilities is the joint task of the entire company, including top management, and requires a change in the attitude of everyone. It is not only up to HR, line managers or other specialists. It is worth it if we do not try to shirk it.

Businesses that employ PWD can confirm for the most part that the cultivation of relations between employees initiated by the presence of a worker with a disability has motivated other employees, which is more effective and permanent than charity or volunteering:

¨¨ PWD are good and reliable employees, often more responsible and loyal than other ones.

¨¨ It is possible to find PWD with unilateral and versatile talents and potential development.

¨¨ As jobseekers, these people are a neglected, often untapped human resource.

¨¨ Incorporating these people in an ordinary workplace has a positive effect on the behavior, motivation and social skills of other employees, thus cultivating corporate culture.

¨¨ The experience and perspective of PWD on corporate tasks can be used directly or indirectly on addressing personal goals, including employing PWD, as well as on the product innovation of the company in terms of the needs of potential customers from among PWD and on building a positive image among customers and the surrounding area.

Each disabled employee is a potential professional consultant in the firm.

A description of the employer can be briefly described – a company that is “disabled friendly” (or “friendly to PWD”), as follows:

¨¨ respects in practice the rules of non-discrimination and equal opportunities;

¨¨ works with partners and organizations of PWD associations;

¨¨ has no serious problems with the accessibility of workplaces and means of communication;

¨¨ have a system of personal development and training of employees – including PWD;

¨¨ already employs several PWD (some in more skilled positions);

¨¨ declares the corporate culture and open relationships by signing the Diversity Charter (for more information part 2, section 2.3).

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2.4.2. Internal relations in the company and in employing PWDFrom the nature of the current economic situation it could be easily said that most companies prefer the approach “emphasis on the market and competitiveness, just no extra problems, we already have enough.” Strategic decisions of top management towards the application of the social pillar of CSR as part of corporate strategy are still rare – more typical for subsidiaries of multinational companies, which have gained positive experience in developed markets this way.

If an initiative (motivated e.g. by the legal obligation to employ PWD) comes from the personnel or financial departments of the company, usually or at the beginning they do not have to look for support from their colleagues in business and production. Especially where they do not understand this goal in a long-term context. It can be claimed from experience that the adaptation, motivation and qualification of people with disabilities can very effectively complement the deficit of qualified people in the coming years (2017-20).

On the contrary – insensitive and unprepared prescriptive management intervention (orders “from above” such as requiring the acceptance of inappropriate or unprepared associates with disabilities in an unprepared environment) rather provokes a negative reaction and lack of motivation in those involved.

Also important is the identification and analysis of previous negative experience with the employment of PWD and their causes:

¨¨ Who in the firm is an advocate of employing PWD (senior management, line manager, HR...)?

¨¨ Is there an influential opponent of the company employing the disabled?

¨¨ Are prejudices or mental barriers against PWD ripe in the company?

¨¨ Does the company have a positive experience with diversity, a flexible approach to work?

¨¨ Was a change in thinking and attitudes successfully instilled in other cases and situations and by what procedures?

¨¨ Are there people in the company who are positively disposed towards the employment of PWD and what are their motives and experiences?

¨¨ How to use them – one-off or continuously?

¨¨ Is it possible to create an ad hoc implementation (flexible) team across the organizational structure to “tune” the atmosphere of the company, with the support of management, to a “positive frequency wave”? (More details in section 4 “Map of procedures”).

2.4.3. Public relation (PR)Grasping such a focused strategy of the social pillar of CSR is somewhat more difficult and less attractive for seasoned PR specialists. It requires a change of approach, innovation in the usual patterns of publicity used in connection with charity, philanthropy or volunteering. The HR strategy is rarely made public, so there are more suitable models of presentation of specific examples of good practice, a combination of the topic with other manifestations of CSR.

In addition to improving the overall image of the company, other ways can also make an interesting topic:

¨¨ Utilizing the skills and perspective of a successful employee with disabilities for communicating with new customer segments and partners of the company.

¨¨ The presentation of examples of the use of creative employees with disabilities for the development of a company product, which, thanks to their perspective, gives new dimensions to as yet neglected customer segments (not only people with disabilities but also older people, people in rehabilitation after injury or illness, etc.).

¨¨ Cooperation with schools and educational establishments dealing with the opportunity to acquire qualified new employees with disabilities or in connection with further education and the promotion of the personal career development of already tried-and-tested employees with disabilities.

¨¨ The presentation of examples of the positive effect of the presence of employees with disabilities on the

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cultivation of the internal environment of the company – for example, in a specific working group (most efficient are authentic personal accounts of experience).

¨¨ The use of the awards that the company has obtained as a result of the practical implementation of the manifestations of the social pillar of CSR.

2.5. CORPORATE PHILANTHROPY AS PART OF THE SOCIAL PILLAR OF CSR AND ITS RELATION TO EMPLOYING PWDDonations, financial or non-financial support of socially beneficial activities is a relatively widespread form of expression of corporate social responsibility, of employers who care about their image. Very often this touches the segment of people with disabilities.

From one-off support for a project that bears the name of the donor, through sustained or recurring support of a permanent partner linked with social services and other benefits for people in need, up to creating their own foundation or endowment fund that contributes across the board or regionally to a chosen social benefit.

Another form of philanthropy is volunteering, which, more than financial support, enables the sharing of common values, expressing the mutual enrichment of both parties – companies and the recipient of aid – with new experiences and points of view.

This issue is elaborated in detail in Annexes 4 and 5.

3. Recommendations for employing PWD in the current environment in the open labor marketThe authors consider it necessary to state at the outset a few common prejudices, often more of a subconscious level, which we encourage people to think about before proceeding to other recommendations:

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2.5 FIREMNÍ FILANTROPIE JAKO SOUČÁST SOCIÁLNÍHO PILÍŘE CSR A JEJÍ VZTAH K ZAMĚSTNÁ-VÁNÍ OZP

Dárcovství, finanční nebo nefinanční podpora společensky prospěšných aktivit je poměrně rozšíře-nou formou projevu společenské odpovědnosti firem, zaměstnavatelů, kteří pečují o svou image. Velmi často se dotýká právě segmentu osob se zdravotním postižením. Od jednorázové podpory projektu, který nese jméno dárce, přes trvalejší či opakovanou podporu stálému partnerovi spojenou se sociálními službami či jiným prospěchem potřebným lidem až k vytvoření vlastní nadace nebo nadačního fondu, který přispívá plošně, regionálně k řešení zvoleného společenského prospěchu.

Jinou formou filantropie je dobrovolnictví, které lépe než finanční podpora umožňuje sdílení společ-ných hodnot, projevující se vzájemným obohacením obou stran – firmy i příjemce pomoci – o nové zkušenosti a úhly pohledu.

Podrobně je tato problematika rozpracována v přílohách č. 4 a 5, které jsou pouze v elektronické verzi na přiloženém DVD.

3. DOPORUČENÍ K ZAMĚSTNÁVÁNÍ OZP V BĚŽ-NÉM PROSTŘEDÍ NA VOLNÉM TRHU PRÁCEAutoři považují za nutné uvést v úvodu několik nejběžnějších předsudků, často spíše v rovině podvě-domí, nad kterými doporučujeme se zamyslet, než přistoupíme k dalším doporučením:

3.1 MÝTY A POVĚRY VE VZTAHU K ZAMĚSTNÁVÁNÍ OZP

Lidé se zdravotním postižením jsou častěji nemocní.Statistiky to nepotvrzují. Větší vliv v praxi má výše výdělku, motivace zaměstnance. Samo postižení není až na výjimky (postižení se záchvatovými stavy a některé specifické typy) zdrojem častějších onemocnění.

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3.1. MYTHS AND SUPERSTITIONS IN RELATION TO EMPLOYING PWD

People with disabilities are often sick.Statistics do not confirm this. The level of wages, motivation of employees, has a greater impact in practice. The disability itself is not the source of frequent illness apart from exceptions (disability with seizures and some specific types).

You should count on a lower and irregular performance from a disabled employee.If a person with a disability is in the appropriate workplace and in an appropriate collective, the impact of the disability can be offset up to the point where it has no impact on company operations. It is the sum of the experience, know-how, which a company can have after several years of successful experience with employing PWD. Such a person appreciates the chance to work and the self-fulfillment that comes with it twice as much.

These people are not very flexible.This may be an actual complication for some types of disability and combinations of them. This impact can be eliminated, however, with proper diagnosis and awareness among coworkers. The degree of trust of the employer and confidence of the employee also play a major role, which the company can systematically influence.

The affected employee is less resistant to stress and strain.Here it is a question of individual cases that must be eliminated with diagnostics and prevention. In any case it is not possible to generalize.

The presence of PWD can negatively affect relationships at work.These situations occur in practice if the workforce is not informed about or for some reasons does not accept a person with disabilities – precautions should be taken to prevent negative views. A typical example among employees – recipients of disability pension: it should be explained to coworkers in an informal fashion that the pension is mainly used to compensate for the personal problems and needs which PWD must put up with (although these problems and needs may not be obvious at first sight). On the contrary, it is clear that the working group will find it very hard to tolerate any unfair or self-seeking attitude of their colleagues with disabilities, relying on the help of others, and similar excesses. The employer then must deal with such situations radically and without delay.

In workplaces with PWD, there will be more problems with occupational safety and inspections.Even this is mostly just prejudice; it is worth comparing diagnostics with a preventive audit on barriers and risks, most measures need not be expensive or complicated.

Employing people with disabilities means more paperwork.This concern is justified only if the employer uses some contributions and tools of the Employment Act – the law, however, also takes into account these increased costs (e.g. contributions under § 76 include a fixed portion for this purpose, which does not need to be proved).

If such an employee’s residual working potential drops or there is a change in work requirements that he or she can no longer handle , it is a problem to let them go.Typical prejudice – not for many years now has the Labor Code contained any provision for providing PWD with special protection in employment relationships. Equal rights and opportunities in terms of the Constitution and Convention of the UN (§ 16 and § 17 of the Labor Code) must be balanced by the equal obligations and personal responsibilities of employees matching (objectively) their individual abilities.

3.2. THE MINIMUM INFORMATION FOR EMPLOYING PEOPLE WITH DISABILITIESIn practice, we encounter people with various types and degrees of disability. Quite often it is a combination of different types of disability. The following section provides basic recommendations on approaching three of the most common types of disability in terms of employability – hearing, vision and physical disabilities.

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3.2.1. General principles common to sensory and physical disabilities3.2.1.1 How to start?Try to specify the following points and answer the following questions:

¨¨ Why do you want to employ PWD?

¨¨ How does this goal fit into the overall strategy of your organization?

¨¨ What benefits do you expect?

¨¨ To what extent are you willing and able to accommodate non-standard conditions that often come with employing PWD?

¨¨ If you are a large company, specify how you will motivate your “recruiters” to also notice PWD in filling required positions.

¨¨ Indicate as closely as possible what job or jobs you are preparing for PWD, including your ideas about the skills and personality requirements for the job seeker and the basic idea of what type and degree of disability would be the least limiting for the prospective employee in that position.

¨¨ Be prepared to be flexible about your ideas and adjust them to the abilities and possibilities of the employee you will employ (modification of the workplace and working hours, size of workload, the possibility of home office, etc.).

¨¨ Prepare job descriptions (if possible) only on the basis for the given job of the required parameters. Finalize the details according to the specific health restrictions of the prospective employee.

THE PARTICULAR SPECIFICATIONS OF THE NECESSARY ADJUSTMENTS OF THE WORKPLACE AND JOB SHOULD ALWAYS BE FINALIZED WITH THE PERSON YOU DECIDE TO EMPLOY. IN MANY CASES, THE ADJUSTMENTS IN THE WORKPLACE WILL BE MINIMAL AND THE WORKPLACE PREPARATION WILL REACH THE LEVEL OF OVERCOMING COMMUNICATION BARRIERS BETWEEN AN EMPLOYEE WITH DISABILITIES AND HIS FUTURE COWORKERS.

3.2.1.2 How and where to look for suitable candidates¨¨ Contact the appropriate employment agency. Contacts to these organizations for various types of

disabilities are listed in sections b) c) d). You can count on these organizations to not only provide expert advice on current laws, but also on identifying suitable jobs for PWD in your company, assessing the conditions in the workplace in view of the needs of PWD, help with choosing the right employee, and, if necessary, provide active support to the new employee at the onset of employment in your company and his incorporation.

¨¨ Contact secondary schools, where students with disabilities are studying. Every year dozens of graduates from various fields of education come from these schools. The advantage may be that the school has known its graduates for several years and their recommendations may be more specific. The disadvantage is that you can generally choose from only among new graduates. Contacts to these schools for various types of disabilities are listed in sections b) c) d). Dozens of young people with disabilities also study at regular secondary schools. An overview of these students is available at the Special Educational Center (SPC). Contact for the nearest SPC can be found on the Internet with no problem.

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ních požadavcích na kandidáta a základní představy, jaký typ a stupeň postižení by budoucího zaměstnance na dané pozici co nejméně limitoval.

• Buďte připraveni svoje představy pružně měnit a upravovat podle konkrétních mož-ností a schopností pracovníka, kterého zaměstnáte (úprava pracoviště a pracovní doby, velikost pracovního úvazku, možnost práce na dálku, apod.).

• Popis pracovní náplně připravte (pokud možno) pouze v základních pro danou pracovní pozici nezbytných parametrech. Detaily dopracujete podle konkrétních zdravotních omezení budoucího zaměstnance.

KONKRÉTNÍ SPECIFIKACI NUTNÝCH ÚPRAV PRACOVIŠTĚ A PRACOVNÍ NÁPLNĚ JE NUTNO VŽDY FINÁLNĚ KONZULTOVAT S KONKRÉTNÍ OSOBOU, KTEROU SE ROZ-HODNETE ZAMĚSTNAT. V ŘADĚ PŘÍPADŮ BUDOU ÚPRAVY PRACOVIŠTĚ MINIMÁLNÍ A PŘÍPRAVA PRACOVIŠTĚ SE PŘENESE DO ROVINY PŘEKONÁNÍ KOMUNIKAČNÍ BARI-ÉRY MEZI ZAMĚSTNANCEM SE ZP A JEHO BUDOUCÍMI SPOLUPRACOVNÍKY.

3.2.1.2 Jak a kde hledat vhodné kandidáty • Kontaktujte vhodnou agenturu podporovaného zaměstnávání. Kontakty na tyto

organizace pro jednotlivé druhy postižení jsou v dalším textu v kapitolách 3.2.2, 3.2.3, 3.2.4. Od těchto organizací můžete očekávat nejenom odborné poradenství v návaznosti na aktuální legislativu, ale také vytipování vhodných pracovních míst pro OZP ve vaší firmě, posouzení podmínek na pracovišti z hlediska potřeb OZP, pomoc s výběrem vhodného zaměstnance a v případě potřeby i aktivní podporu nového zaměstnance při nástupu do zaměstnání ve vaší firmě a jeho zapracování.

• Kontaktujte střední školy, které vzdělávají žáky se ZP. Z těchto škol ročně odchází desítky absolventů různých oborů vzdělání. Výhodou může být to, že škola zná své absolventy několik let a doporučení může být kon-krétnější. Nevýhodou je to, že vybírat lze vesměs pouze mezi čerstvými absolven-ty. Kontakty na tyto školy pro jednotlivé druhy postižení jsou v dalším textu v kapi-tolách 3.2.2, 3.2.3, 3.2.4. Desítky mladých lidí se ZP studují i na běžných středních školách. Přehled o těchto studentech mají Speciálně pedagogická centra (SPC). Kontakt na teritoriálně příslušné SPC je možno bez problémů najít na internetu.

• Pokud hledáte OZP s vysokoškolským vzděláním, kontaktujte centra pomoci stu-dentům se specifickými vzdělávacími potřebami, která jsou v současnosti zřizová-na téměř u všech vysokých škol. Kontaktováním těchto středisek mají firmy mož-nost navázat spolupráci s budoucími absolventy již během jejich studia a připravit si je pro své potřeby i po stránce odborné.

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¨¨ If you are looking for PWD with university educations, contact the help centers for students with specific educational needs that are currently established in almost all universities. By contacting these centers, companies have the opportunity to establish cooperation with future graduates during their studies and to prepare for their own needs professionally. The contact list is given in Annex 11 “Contacts to help centers for students with special educational needs at universities in the Czech Republic”.

¨¨ Contact organizations for the disabled. In addition to the list of possible candidates for the job, some organizations will offer you the opportunity to arrange a motivational lecture for their members. You can introduce your firm and talk about the possibilities of employing PWD. Contacts to these organizations for various types of disabilities are listed in sections b) c) d).

¨¨ Publish an advertisement. Use web portals rather than print media. Such resources are more accessible and up-to-date for PWD.

¨¨ General portals and websites dealing with the issue of PWD: http://www.praceprozp.cz/– společný portál National Council of the Disabled and the portal www.sprace.cz; http://burzaprace.kontobariery.cz - work exchange as a project of Konto BARRIERS; http://www.prace.cz/ozp/ - this major portal with job offers (prace.cz) has a working section for PWD; http://portal.mpsv.cz/sz - portal of the ministry of labor and social affairs – employment service.

¨¨ A list of specialized advertising media for various types of disabilities is in sections b) c) d) of this part. Try other portals, with regional activity, etc. Look for them on the Internet.

¨¨ Contact your local branch of the Employment Office of the Czech Republic. Note: In its current state (2013), the help of the Employment Office in this area is largely symbolic. There are exceptions in some regions and the situation should improve in the near future.

¨¨ Ask the current employees of your company whether they know of a suitable candidate with disabilities for the intended position.

3.2.2. The minimum for employing people with hearing disabilitiesPreparing the workplace for the hearing impaired – basic principles:

¨¨ adequate lighting;

¨¨ a hearing-impaired employee should have an overview of the activity in the room – the desk of a hearing-impaired employee should be placed so that his back does not face the door or a wall;

¨¨ Sound signals in the workplace should be accompanied by light signals (entrance bell, telephone, emergency announcement, alarm, etc.) – more information about signaling devices and other assistive devices at www.pomuckyproneslysici.cz.

¨¨ If the hearing-impaired employee is working in manufacturing or the warehouse where machines are used, it is advisable to equip these machines with a light or other visual indication that the machine is in operation.

List of employment assistance agencies focusing on a hearing-impaired employee employees:

¨¨ APPN o.s. – Agency for the Deaf – contact: http://www.appn.cz;

¨¨ Czech Union of Supported Employment - http://www.unie-pz.cz/;

¨¨ Endowment fund for supporting the employment of people with disabilities (NFOZP) - http://www.nfozp.cz/.

Contact list of the largest secondary schools educating pupils with hearing disabilities:

¨¨ Kindergarten, primary school and secondary school for the hearing impaired, Valašské Meziříčí - http://www.val-mez.cz/;

¨¨ Secondary for HP and Vocational School Brno - http://www.ssbrno.cz/;

¨¨ Secondary school, primary school and nursery school for the hearing impaired, Holečkova, Prague - http://www.skolaholeckova.cz/;

¨¨ Secondary school, primary school and nursery school for the hearing impaired, Výmolova, Prague – http://www.sksp.org;

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¨¨ Secondary school, primary school and nursery school for the hearing impaired Hradec Králové - http://www.neslhk.com;

¨¨ Secondary school, primary school and nursery school for the hearing impaired, Olomouc - http://www.sluch-ol.cz;

¨¨ Kindergarten, primary school and secondary school for hearing impaired České Budějovice - http://www.sluchpostcb.cz/

Contacts to organizations for people with hearing disabilities:

Those very active on this issue include

¨¨ ČMJN – Czech-Moravian Union of the Deaf - www.cmjn.cz

¨¨ ČUN – Czech Union of the Deaf - www.cun.cz

¨¨ SNN - Association of the Deaf and Hard of Hearing - www.snncr.cz

The most visited websites dealing with the issue of employing people with hearing disabilities

¨¨ http://www.appn.cz – the website of APPN o.s. contains a column entitled “Available jobs for people with hearing disabilities”;

¨¨ www.neslysici.nfo - Special web pages for the deaf in Moravia;

Choosing a suitable candidate

It should be borne in mind during the stage of selecting suitable candidates based on CV and cover letters that for some people with hearing disabilities (especially with more severe degrees of hearing impairment) the Czech language is a foreign language that is learned the same as hearing people learn, for example, English or German. Their native language is Czech sign language. Czech sign language is a full-featured language that has a specific grammar different from standardized Czech. Therefore, people with hearing disabilities communicating in Czech sign language can make errors in written communication in the Czech language. This has nothing to do with intelligence or working abilities.

If the company employs a recruitment specialist, they should be informed of this fact.

The first meeting with a job seeker, interview

People with hearing disabilities can be easily be divided into DEAF AND HARD OF HEARING.

People who are hard of hearing mostly use spoken language and lip reading to communicate. The proper conditions must be ensured for lip reading. CAREFUL! The use of a hearing aid by people with hearing disabilities does not always guarantee full-fledged communication in spoken language (e.g. in noisy environments). In such a case, it is necessary to maintain the communication principles with people with hearing disabilities.

People with severe hearing loss usually communicate in Czech sign language. If they come in for an interview with a Czech sign language interpreter, the interview is usually similar to a job interview with a foreigner whose language you do not understand. In normal working contact, it is possible to communicate with people with hearing disabilities in writing or other code of communication, which you will agree on.

If a hearing-impaired person comes in for an interview without an interpreter, the interview will take place in a combination of spoken conversation, lip reading (the appropriate conditions must be ensured – see Principles...) and written communication.

The speech of a hearing-impaired person may sound somewhat unnatural; it lacks intonation and dynamics. This is due to the lack of feedback – the deaf cannot hear their speech and so cannot correct it. This is why we cannot ascribe any meaning to this style, nor to any deficiencies in articulation or sentence structure.

Hearing-impaired people deserve special mention. Their speech is sometimes so good that the other party forgets the fact that he is speaking with a hearing-impaired person. He can actually be completely deaf and wholly dependent on lip reading in oral communication. This should be borne in mind so that no basic misunderstanding occurs.

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In addition to checking the necessary knowledge and professional skills of the applicant during the interview, do not forget about:

¨¨ a presentation and possible try out of the position;

¨¨ consultation over possible retrofitting the workplace (signaling, lighting, induction loop, etc.);

¨¨ possible adjustment of the workload with respect to a particular degree of disability of the applicant;

¨¨ discussion about working hours, required length of breaks, and perhaps the possibilities of home office;

¨¨ meeting a future close coworker of the applicant or the party that should represent the applicant where necessary (meeting the entire working team can be done later).

Keep in mind that:

¨¨ it is advisable to dedicate more time to the interview;

¨¨ the applicant can come for an interview with a Czech sign language interpreter or other companion (communicate with the applicant, the interpreter is not an authorized representative of a job seeker with hearing impairment;

¨¨ he is really “only” an interpreter);

¨¨ the candidate may have problems with a clear understanding of spoken language, especially if you use complex sentences, conditional form or irony and hyperbole (these aspects of speech cannot be lip-read);

¨¨ the candidate may have problems with the formulation of his answers, but this is no indication of his intellect;

¨¨ in some professions and businesses, different sets of psychological tests are used for selecting future employees, and these are not usually standardized so that they can work with people with hearing disabilities. These tests should be replaced, e.g. by an interview with a psychologist skilled in communication with the hearing impaired (contacts for such psychologists can be obtained from supported employment agencies, which are listed in the introductory part of this section;

¨¨ important during the interview is to be comfortable;

¨¨ any discomfort that may arise during the interview can significantly worsen the applicant’s communication skills.

Evaluation of the interview:

Proceed as with other applicants or evaluate:

¨¨ the expertise of the applicant;

¨¨ communication skills;

¨¨ special skills (even handicrafts, etc.);

¨¨ if needed, evaluate knowledge of foreign languages.

Do not give importance to articulation and the stylistics of sentences (see above), to possibly non-verbal expressions. The same level of tolerance is also required for writing. Although some job seekers with hearing impairment can have a problem with the Czech language, they can still be professionally able and do their work fully. It generally applies that people with hearing impairment work very attentively and responsibly, because they are not distracted by other stimuli in their work (debates among coworkers, radio, etc.).

How to prepare future coworkers for communicating and working together with people with hearing disabilities, the principles of good communication and assistance

To ensure effective communication between people with hearing disabilities and their associates, it is necessary to determine what code of communication best suits the employee with disabilities.

Some people with hearing disabilities use a hearing aid, allowing them to communicate in spoken language. Others communicate in spoken language and read lips and some workers with hearing disabilities prefer written form. The use of ICT greatly eliminates communication barriers. When communicating over the network or by emails, shortcuts can be arranged to speed up communication. In direct personal communication with an employee with a hearing impairment and other coworkers, quickly agree on certain signs, gestures or signals with particular meanings. In complex situations, which could lead to misunderstandings – for example, working

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meetings – it is possible to use the on-line service for translations into Czech sign language, which is freely available, for example, at www.tkcn.cz.

The attention of a person with hearing impairment can be grabbed by using appropriate visual and tactile stimuli such as waving, touching arms,...etc. (for more see the Principles of good communication).

Principles of good communication and assistance for people with hearing disabilities are a separate part of the project outputs. Their application will prevent misunderstandings and mistakes.

How to prepare the workplace for a new employee with hearing impairment in terms of availability and the optimal conditions for job performance

The requirements for adjusting the workplace for employees with hearing impairment were mentioned in the introduction to this section.

Important is occupational safety training (the presence of a Czech sign language interpreter should be considered), where all employees are familiarized with all the specifics of communication with employees with hearing impairment and adjustments in the environment.

Part of the preparation of the workplace should be an agreement on how the employee with hearing impairment will be given tasks (written form is advised to avoid misunderstandings), and whether a Czech sign language interpreter will be necessary (or into Czech sign language or visualizer of Czech speech) at work meetings where the subject will be discussed. (Online interpretation can be used at www.tkcn.cz).

3.2.3. The minimum for employing people with visual disabilitiesHow to prepare the workplace for visually-impaired employees – basic principles:

The biggest problems for the movement of visually-impaired people:

¨¨ glass surfaces giving the impression of a passage;

¨¨ walls covered with mirrors;

¨¨ an environment with no color contrast (uniform color of the walls, doors and door frames, handles uniform with matching color, etc.);

¨¨ an environment with too much color;

¨¨ contrasting unmarked edges at terrain breaks (stairs);

¨¨ like glare (light source shining directly into the eyes or light reflected from shiny surfaces);

¨¨ lack of light.

Note: this is related to lighting the desk or workplace according to the individual needs of the visually-impaired employee (table lamp, screen partition, etc.)

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Jak připravit pracoviště pro nového pracovníka se SP z hlediska dostupnosti i z hlediska optimálních podmínek pro pracovní výkon Obvyklé požadavky na úpravu pracoviště pro zaměstnance se SP byly zmíněny v úvodu tohoto bodu. Důležitá jsou školení o bezpečnosti práce (zvážit přítomnost tlumočníka českého znakového jazy-ka), kde se všichni zaměstnanci seznámí s veškerými specifiky komunikace se zaměstnancem se SP a úpravami prostředí.

Součástí přípravy pracoviště by měla být i dohoda, jakým způsobem budou pracovníkovi se SP za-dávány úkoly (vhodné písemnou formou, aby nedocházelo k nedorozuměním) a zda bude případně nutný tlumočník do českého znakového jazyka (příp. do znakované češtiny či vizualizátor mluvené češtiny) na pracovních schůzích, jejichž předmětem bude i diskuse. (Možnost využití tlumočení on--line na http://www.tkcn.cz).

3.2.3 Minimum pro zaměstnávání osob se zrakovým postižením (OZRP)

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Jak připravit pracovní místo pro OZRP - základní principy:Slabozrakým osobám dělají při pohybu největší problémy:

• prosklené plochy navozující dojem průchozího prostoru; • stěny pokryté zrcadly;• prostředí bez barevného kontrastu (jednotná barva stěn, dveří a zárubní, madla

jednotná s barvou korpusu apod.);• příliš pestrobarevné prostředí; • kontrastně nevyznačené hrany u terénních zlomů (schodiště);• oslnění světlem (světelné zdroje svítící přímo do očí nebo světlo odrážející se

od lesklých ploch);• nedostatek světla.

Pozn.: s tím souvisí i osvětlení stolu nebo pracoviště podle individuálních potřeb pracovníka se ZRP (stolní lampa, stínicí přepážka apod.).

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For the blind, adjusting the workplace is rather done on an organizational level. For example:

¨¨ rearranging the furniture in the office (objects placed in the middle of the room can cause problems for some blind people, so find another suitable location for them);

¨¨ people who can see should be careful not to leave open various windows or doors at head or waist level that could hurt a visually-impaired coworker;

¨¨ for visually-impaired employees to work independently, every item in the workplace must have a designated place where other employees will keep it;

¨¨ The visually-impaired employee must be made systematically familiar with the operation of the workplace and working practices – it would be good to assign a coworker to accompany him in the beginning.

Technical resources

Visually-impaired people currently use voice outputs when working with a computer. This special software reads written texts. The voice outputs also make it possible to check and make corrections in the text.

The problem, however, is working with graphics. They cannot read scanned text or text of poor quality. Blind people also have difficulty with more complex formatting of extensive texts of information or extensive graphic design (e.g. creating tables). It is necessary to keep this in mind when handling the workload of a future employee with visual impairment.

Most digitally literate people with visual impairments own their own modified computer or at least software with voice output. However, it is necessary to determine, upon agreement with the job seeker, whether the software of the workplace is compatible with voice software, or with the magnifying imaging program that the applicant uses. It is possible to consult with professional organizations:

¨¨ TyfloCentrum – www.tyflocentrum.cz;

¨¨ Kafira – www.kafira.cz;

¨¨ Tyflokabinet – www.sons.cz/tyflokabinet;

¨¨ SPEKTRA Prague – www.spektra.cz.

Note: For jobs where the intensive use of information technology and networks is expected, there could be a problem with accessing corporate documents, the corporate information network and its security, etc. For such jobs, it is generally necessary to consider and consult with the aforementioned professional organizations on comprehensive barrier-free information solutions for workers with visual impairment.

List of supported employment agencies focusing on employees with visual problems:

¨¨ SONS ČR (Czech Blind United) – www.sons.cz (organization for people with severe visual impairment from all of CR – employers in an open labor market can take advantage of social services counseling from SONS scattered in different parts of the Czech Republic – more at http://www.sons.cz/sia/aktivizace.php - note: one of the activities of SONS is the coordination and implementation of vocational training and rehabilitation of people with visual impairment, which of course largely follows the needs of workplaces within SONS, possibly within the voluntary sector or social services) Rehabilitation and retraining center Dědina Prague (if you are looking for a visually-impaired person able to work in various intellectual professions using a special PC adjusted for the visually impaired, or a visually-impaired person in the handicrafts field) - http://www.dedina.cz/;

¨¨ Kafira - http://www.kafira.cz (active especially in the Moravian-Silesian region);

¨¨ Czech Union for Supported Employment - http://www.unie-pz.cz/;

¨¨ Endowment Fund for Supporting the Employment of People with Disabilities (NFOZP) - http://www.nfozp.cz/.

Contact list of the largest secondary schools educating students with visual impairment:

¨¨ Secondary school for the visually impaired and secondary vocational school for the visually impaired Radlická, Prague - http://goa.braillnet.cz/;

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¨¨ Secondary school Aloise Klára, Faculty school FTVS UK, Vídeňská, Prague [email protected];

¨¨ Business Academy and secondary vocational school for logistics Opava, Hany Kvapilové, Opava [email protected];

¨¨ Secondary school, primary school and nursery school for the visually impaired, Kamenomlýnská, Brno - www.sss-ou.cz;

¨¨ Secondary school, primary school and nursery school Šumperk, Hanácká, Šumperk www.zssumperk.cz;

¨¨ Conservatory of Jan Deyl and secondary school for the visually impaired, Maltézské náměstí, Prague - http://www.kjd.cz.

Overview of the most popular portals and websites dealing with the issue of employing people with visual impairments

¨¨ Specialized print media – published by Czech Blind United, through the editorial board of the magazines Zora. These magazines come in various forms from enlarged font (enlarged black print), Braille, and electronic mail to MP3 audio format – contact http://www.sons.cz/zora/;

¨¨ Email conference for the visually impaired – you can find a list of conferences for the visually impaired with various thematic or local focus at http://konference.braillnet.cz/mailman/listinfo;

¨¨ www.tyflonet.cz - information for people with visual impairments and signpost to other areas dealing with the issue of people with visual impairments;

Choosing a suitable candidate

In the selection process for applicants with visual impairments, it is not necessary to compromise on requirements so that some part of the interview is skipped; rather try to adapt to the needs of the blind and visually impaired. In the event that a part of the selection process requires a verification of PC skills, allow the visually-impaired applicant to use his own laptop with its special programs and which he needs for working with a computer to solve the task. He can then give you the material in electronic form on a portable drive or send it by email. If part of the selection of applicants includes filling in a knowledge test, it is advised to have the material prepared in large print for the visually impaired. For the blind, this test can be done verbally. In some professions and businesses, different sets of psychological tests are used for selecting future employees , but these are not usually standardized so that people with visual impairments can work with them. It would be good to replace these tests, e.g. with an interview with a psychologist. If the applicant should prepare a project separately during the interview (document, proposal, budget), give him more time than what is necessary, for example, for studying the entries, etc.

Feel free to talk with a blind or visually-impaired applicant about his visual deficiency during the process. For example, how he works with documents, how he works with a PC, which programs he knows, whether he is able to travel by train or bus if the nature of the job requires it or how he gets around in an unfamiliar environment. Talk about his ability to work in an eight-hour working mode (blind people are affected by mental fatigue earlier than other people – it is necessary to look for alternative solutions – part-time, frequent breaks, partial work from home, etc.). An open, two-way communication on the level of partners in an interview will help you avoid misunderstandings at a later time. You should also avoid discriminatory statements and prejudices.


Proceed as with other candidates or evaluate:



¨¨ special skills;


Do not, however, attach importance to body language, facial expressions, or gestures. Due to the absence of visual perception, some reactions of the blind may be somewhat non-standard. Keep in mind that when scoring the results of any written tests, if you give them to a blind candidate, errors due to poor reading and

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misunderstanding an entry can occur in certain tasks. In particular orientation in different tables and filling them in can be problematic for the visually impaired. It does not reflect the intellect of the applicant or his ability to work.

Preparing future able-bodied employees for communicating and working with a visually-impaired person – the principles of good communication and assistance.

Future coworkers should be prepared for the arrival of a visually-impaired employee, both his closest associates and the management personnel who will come into contact with the employee with visual impairment. It is necessary to realize beforehand that eye deformation has a negative effect on a person communicating with someone with a visual impairment. It is necessary to prepare for this moment. In communication, it is necessary to limit nonverbal expressions – the visually-impaired cannot see them. Therefore, add verbal comments to your opinions and emotions and other nonverbal forms of communication when talking to a coworker with severe visual impairment.

If you meet a blind person, for example, in the hallway, always say hello first regardless of age and position and add your name.

Principles of good communication and assistance for people with visual impairments are a separate part of the project outputs. Their application will prevent misunderstandings and mistakes.

How to prepare the workplace for a new employee with a visual impairment in terms of accessibility and the optimal conditions for job performance

The requirements for adjusting the workplace for employees with visual impairments were mentioned in the previous sections of this material. In the context of occupational safety requirements, audible signals should be added to any visual signaling equipment. Color highlight raised thresholds or unevenness in negotiating the workplace and building elements or objects protruding into walkways which a visually-impaired employee might run into.

Glassed surfaces should be well marked with a distinctive tape at a height of 1.4 m. Stairs should be marked with a distinctive yellow tape on the first and last step.

If possible, the area where a person with a visual impairment will be moving around in should contain contrasting colors – e.g. black and white, yellow and black, etc.

Most important, however, is to communicate directly with employees with visual impairments, what adjustments they need and what best suits them. Each person with a visual impairment can have their own specific needs.

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Nepřikládejte však význam řeči těla, mimice, gestikulaci. Některé reakce nevidomého díky absenci vizuálního vjemu mohou být poněkud nestandardní. Výsledky různých písemných testů, pokud jim nevidomého uchazeče podrobíte, hodnoťte střízlivě s tím, že u některých úkolů může být pochybení způsobeno špatným přečtením a nepochopením zadání. Zejména orientace v různých tabulkách a jejich vyplňování může být pro OZRP problematické. To nevypovídá o intelektu uchazeče nebo jeho pracovních schopnostech.

Příprava budoucích intaktních spolupracovníků na komunikaci a spolupráci s OZRP – Standardy diverzitní komunikace.Budoucí spolupracovníky je nutno na příchod OZRP připravit, a to jak jeho nejbližší spolupracovníky tak pracovníky managementu, kteří s pracovníkem se ZRP přijdou do kontaktu. Je nutno si pře-dem uvědomit, že zjevná oční deformace působí vesměs na osobu komunikující s OZRP negativně. Je nutno se na tento moment připravit. V komunikaci je nutno omezit neverbální projevy - OZRP je nemůže vnímat. Proto své postoje a emoce a další neverbální sdělení při komunikaci se spolupra-covníkem s těžkým zrakovým postižením doprovoďte slovním komentářem.

Pokud nevidomého potkáte např. na chodbě, pozdravte vždy jako první bez ohledu na věk a posta-vení a připojte své jméno.

Standardy diverzitní komunikace jsou samostatnou součástí projektových výstupů. Jejich dodržo-vání zamezí nedorozumění a omylům.

Jak připravit pracoviště pro nového pracovníka se ZRP z hlediska dostupnosti i z hlediska optimál-ních podmínek pro pracovní výkon

Obvyklé požadavky na úpravu pracoviště pro zaměstnance se ZRP byly zmíněny v předchozích bo-dech tohoto materiálu. V rámci požadavků bezpečnosti práce je obecně nutno veškerá vizuální signalizační zařízení doplnit zvukovou signalizací. Barevně zvýraznit zvýšené prahy nebo nerovnosti na komunikacích na pracovišti a stavební prvky nebo předměty vystupující do komunikace, do kte-rých by OZRP mohla narazit.Prosklené plochy je dobré opatřit výrazným pásem na skle ve výšce 1,4� m. U schodišť by měla být výrazným žlutým pásem označena hrana prvního a posledního schodu. Pokud je to možné, měly by být prostory, ve kterých se pohybuje OZRP, řešeny v kontrastních bar-vách – např. černá a bílá, žlutá a černá apod.Nejdůležitější však je, domluvit se přímo se zaměstnancem se ZRP, jaké úpravy potřebuje a jaké mu nejvíce vyhovují. Každý člověk se ZRP může mít své specifické potřeby.

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3.2.4. The minimum for employing people with physical disabilitiesPreparing the workplace for a person with physical disabilities – basic principles:

On the basis of your own judgment, specify whether you are capable of employing a person in a wheelchair or with only less severe mobility limitations (e.g. crutches or mobility-impaired upper extremities, fine motor skills, etc.).

If you want to employ a person who moves in a wheelchair, keep in mind that the workplace should meet the requirements for real barrier-free access.

If you opt for a worker who moves on crutches, elbow crutches, “walkers”, etc., the requirements for barrier-free accessibility are somewhat lower. But for such physical disability, it is necessary to provide sufficiently wide doors, corridors, etc. Moving with crutches is not suitable on staircases with narrow or too high steps or a spiral staircase with a small radius. Putting rails in the WC is suitable for persons so affected, etc.

The requirements for barrier-free access (for an employee in a wheelchair):

CHECKING ACCESS TO THE WORKPLACE - Check access to the workplace from the nearest parking lot for cars and public transport stop. Make the check physically, not from the desk! Pay special attention to steps, thresholds (the optimal barrier-free access is without steps or thresholds), door closers (remove them if necessary or adjust them to a smaller force), the width of passages (at least 100 cm), width of doors (minimum 80 cm), elevator controls (maximum height 100 cm – ideal is a horizontal panel), obstacles in the way (stands, chairs, tables), etc.

CHECKING THE WORKPLACE - Desk – the ground clearance underneath the desk should be a minimum of 70 cm (ideal is only a simple worktop), the free width under the table a minimum of 80 cm.

CHECKING THE EQUIPMENT - If required, have a common computer system and during the interview find out what other aids are necessary for the applicant – bigger keys on the keyboard, special mouse, etc. (These devices, of course, are user specific, so let the applicant try them or let him recommend them).

CHECKING WALKING AREAS AROUND THE WORKPLACE - Check access to bathrooms, cafeterias, canteens, etc. Walk through everything, and if there is some place commonly used by other employees that is inaccessible for a worker with physical disabilities, the workplace cannot be considered barrier-free and the necessary adjustments will have to be made.

CHECKING BATHROOMS - Doors a minimum of 80 cm, enough space in the WC, handrails installed, good is a special faucet and sink (but not required).

CHECKING THE WORKPLACE IN TERMS OF CLEANLINESS AND ERGONOMICS - Attention! Even if all of these criteria are met, you do not have to meet the conditions of accessibility for a particular applicant, e.g. an applicant moving in an electric wheelchair may have specific requirements for some necessary dimensions of the workplace.

If you are planning real barrier-free accessibility, AVOID:

LIFTING PLATFORMS - these are halfhearted solutions that none of their daily users enjoy. It is as if all employees coming to work spend a few minutes on a fairground attraction (for negotiating several steps, it is smarter to install a ramp with the desired gradient).

STAIR LIFT – it is a makeshift measure. A stair lift is good perhaps for a person with physical disabilities on a business trip to historic buildings without elevators.

All other HALFHEARTED ADJUSTMENTS offering “barrier-free”, especially those where the movement of a person with physical disabilities requires the assistance of another person.

Various temporary aids to call for help, etc., like doorbells at doors with a footstep, etc. (The exception is an alarm button where the person is alone and he might need to quickly summon aid in an emergency – typically a bathroom stall).

Consult with experts on the results of your own judgment of the potential workplace for a person with physical disabilities in terms of accessibility – e.g. from the Czech Union of Supported Employment.

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List of supported employment agencies focusing on employees with physical disabilities:

¨¨ For an organization that supports employment in your region, check out the website for the Czech Union of Supported Employment - http://www.unie-pz.cz/.

¨¨ Endowment Fund for Supporting the Employment of People with Disabilities (NFOZP) - http://www.nfozp.cz/

¨¨ Konto Bariéry Foundation www.kontobariery.cz.

Contact list of the largest secondary schools educating students with physical disabilities:

¨¨ Jedličkův institute and schools - www.jus.cz;

¨¨ Secondary school of F. D. Roosevelt for the physically disabled, Brno, Křižíkova 11

¨¨ http://www.ssfdr.cz/;

¨¨ Business Academy, vocational school for the physically disabled, Janské Lázně - http://www.oajl.cz;

¨¨ Secondary school for the physically disabled GEMINI - http://www.geminibrno.cz/

Specialized website dealing with employing the physically disabled

¨¨ Website of the Association of the Physically Disabled in the Czech Republic - http://www.svaztp.cz/pracovninabidky

How to choose the right applicant

The first meeting with a job seeker, interview

In addition to discussing the necessary knowledge and professional skills of the applicant during the interview, do not forget about:

¨¨ a demonstration and try out for the job position;

¨¨ consultation over the necessary retrofitting of the workplace;

¨¨ possible adjustment with respect to the particular degree of need of the applicant;

¨¨ discussion about working hours, required length of breaks, and the possibilities of home office;

¨¨ tour of the workplace in all the areas where the employee should or could be moving around in;

¨¨ meeting a future coworker of the applicant or the party that should possibly represent the applicant (meeting the entire working team can be done later).

Keep in mind that:

¨¨ it is advisable to dedicate more time to the interview;

¨¨ the applicant can come to the interview with an assistant or other companion (communicate with the applicant, not with the assistant as an intermediary)

¨¨ the applicant can have problems with the clear articulation of answers during the interview;

¨¨ the applicant can be fidgety up to the point of being nervous or restless;

¨¨ the discomfort that can possibly occur during the interview can cause unexpected somatic symptoms in the applicant (twitching limbs, etc.).


Proceed as with other candidates or evaluate:



¨¨ special skills (even handicraft, etc.);


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Do not attach importance to body language: gestures, articulation, etc., can be misleading. Various stereotypical movements of a person with physical disabilities can mean something different than what you think.

Moreover, check (have it shown) the ability to use the special aids which the applicant should work with.

Preparing future able-bodied employees for communicating and working with the physically disabled – the principles of good communication and assistance

Give clear information about the new employee with physical disabilities, especially to these people in the firm:

¨¨ gatekeeper or receptionist (he or she can and should ensure safe access to the building for the physically-disabled employee);

¨¨ cleaning lady (she should not use water for wiping down surfaces during working hours – major risk of someone using crutches or canes falling);

¨¨ cafeteria workers (if necessary, it could be better if a coworker helps in handing over the lunch tray, etc.);

¨¨ other coworkers who will be in contact with the new employee.

In any case, everyone should receive basic information on the principles of good communication with a person with physical disabilities.

Principles of good communication and assistance for people with physical disabilities are a separate part of the project outputs.

How to prepare the workplace for a new employee with physical disabilities in terms of accessibility and the optimal conditions for job performance

In connection with the previous information contained in this section:

¨¨ do not forget to reserve a parking space marked for a physically-disabled employee;

¨¨ be sure to inform the fire division in the building; in the event of an evacuation, it is necessary to give priority to individuals with limited movement;

¨¨ think about the specific needs of a physically-disabled employee as part of OHS;

¨¨ think from the perspective of a physically-disabled person in other situations where, for example, they bring and install a new copier, the vendor offers a new coffee machine, you deploy a new attendance or security system that should be operated by all employees, etc. (controls, location for removing a finished product – copies, etc., replenishing consumables, all should be readily accessible, easy to manage – barrier-free!).

The physically-disabled employee should have most ordinary assistive devices before starting employment with you. It will only be up to you to ensure that he can fully use them. You will have to resolve any special devices necessary for completing a particular task in your firm. Again, however, upon agreement with the physically-disabled employee. It is possible to obtain a contribution in the form of a social contribution for some equipment that will be used in his life outside of working in your company (e.g. special keyboard or a special mouse for the computer).

Constantly make an effort to improve the working environment for all persons with various types and degrees of disability; you will see the results of going barrier-free in an improved corporate culture and openness in your company. Remember that even your older coworkers with “ordinary” health problems or people injured in sports will make use of barrier-free modifications.

Always take at least a minute to look at every change in the company through the eyes of a wheelchair user, a deaf or blind person.

Remember that barriers are not only a matter of construction. Equally serious are communication barriers. Remember that clear, accurate, easily understandable information, especially “freed of uselessness”, is useful not only for coworkers with disabilities, but for all employees.

(“What can be said or written simply should be said or written simply”).

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4. Map of procedures (How to...)The following section of the manual contains recommended steps, which are based on both domestic and foreign practical experience, and can be a guide for decision-making, planning and managing changes involving the employment of people with disabilities (and not only this group; there are certainly a number of other types of disadvantages requiring different individual approaches).

It contains a possible/recommended/graphic sequence of events, based on practical experience in:

a) company practice, where we often encounter prejudice, ignorance and interpersonal relationships, low-skilled line managers to work with people requiring special needs;

b) the labor market, which suffers from a lack of coordination for retraining people with disabilities, overloading a single state institution, the Employment Office of the Czech Republic, with social agendas and reform, and from the absence of an intermediary entity (similar to what is working in several European countries).

Given the diversity of the conditions, the organizational structure and competence of different businesses and organizations, it involves brief recommendations aimed at guidance and inspiration, rather than some procedure to automatically copy.

4.1. STRATEGIC DECISION-MAKING AND ACTIONSExample: We are not complying with the statutory participation of PWD; we need to employ a total of 80 people with disabilities; at present there are only 36 coworkers under this statute, and of them 7 are of the age 55 and older. We think that there are many jobs where they could employ people with disabilities.

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4. MAPA PROCESŮ (JAK NA TO…)Následující část manuálu obsahuje doporučené kroky, které vycházejí ze zahraničních i domácích praktických zkušeností, které mohou být vodítkem pro rozhodování, plánování a řízení změn, s nimiž je spojeno zaměstnávání osob se zdravotním postižením (a nejen této skupiny, jistě existuje i řada dalších typů znevýhodnění, vyžadujících jinak orientovaný individuální přístup).

Obsahuje možný/doporučený/názorný sled kroků, vycházející z praktických zkušeností:

a) v podnikové praxi, kde často narážíme na předsudky, neinformovanost a mezilidské vztahy, nízkou kvalifikaci liniových manažerů pro práci s lidmi vyžadujícími specifické potřeby;

b) na trhu práce, který doplácí na absenci koordinace rehabilitace OZP, přetížení jediné státní instituce – Úřadu práce ČR sociálními agendami a tzv. sociální reformou a také na neexistenci zprostředkovatelského subjektu (podobného, jaký působí v řadě evropských zemí).

Vzhledem k různorodosti podmínek, organizační a kompetenční struktury různých podniků a or-ganizací se jedná o heslovitá doporučení, jejichž cílem je navést a inspirovat, nikoli automaticky kopírovat postup.

4.1 STRATEGICKÉ ROZHODNUTÍ A OPATŘENÍPříklad: Neplníme zákonem stanovený podíl OZP, potřebujeme zaměstnat celkem 80 lidí se zdravotním postižením, v současné době je mezi námi pouze 36 spolupracovníků s tímto statutem, z toho 7 osob ve věku vyšším než 55 let. Myslíme si, že existuje řada pracovních pozic, kde by mohli pracovat OZP.

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Recommended step Description of content

Creating a basic implementation team for “Project Disability” at the center level

Team members must be given expert knowledge in advance dealing with the impact and character of the disabilities of potential applicants (consulting, benchmarking, diversity...), Supplement with people with experience (coworker with disabilities, an employee who has a child with a disability, etc.)

Identification of the possibility of external support

Contacts to organizations providing support and assistance are described in the section “The minimum for employing people with disabilities”.

Analysis of the structure and appropriateness of existing (occupied) positions by PWD

Develop an overview of existing positions where there are or were not too long ago employees with disabilities – evaluate their qualification structure, personal potential, opportunities for career growth. Identify existing (apparent and hidden) key problems, if they exist at all Process suggestions for improving positions for PWD and remove any deficiencies

Analysis of the workplace in terms of its suitability for people with disabilities

The basic instructions are in the section “The minimum for employing people with disabilities”. This practical question should be answered: How do we determine the boundaries of “acceptability” – technical, investment, costs?

Analysis of “human resources” from the circle of people with disabilities

See “The minimum for employing people with disabilities”.

4.2. PILOT PART


Identifying 1-3 workplaces which are theoretically the most suitable for people with disabilities

Aspects: technical condition; suitability of work (physical, skills, communicative); relationships in the workplace

Defining types and degrees of disability (combinations)

Supplementing the implementation team

- The team member should be at least one suitably “interested” employee from the identified workplaces or from another workplace. - Supplement the team with informal assistants for new employees with disabilities during the first period of adjustment (so-called confidants).

Basic technical requirements Removal of technical and communication barriers for the expected type of disability – see “The minimum for employing people with disabilities” and the “Principles of diverse communication…”

Identifying suitable applicants – candidates

The basic instructions are in the section “The minimum for employing people with disabilities”. Beyond the framework of these principles, we recommend using relationships of an informal nature. People with disabilities have classmates, friends, they meet with a number of similarly affected people. The opportunity to use a coworker - employee – “interested person”. Reach out to the mayors of surrounding communities – informal requests for recommendations.

The selection of applicants If a standard procedure cannot be applied: - Consultation with a physician, psychologist or an expert on the issue; - Draft plan for personal development (qualifications, workload, complexity of tasks, payroll perspective); - Meeting with a “confidant” in the given workplace

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Preparing the workplace The basic instructions are in the section “The minimum for employing people with disabilities”. Discuss more advanced adaptations with the appropriate Employment Office – receiving a contribution is possible.

Prepare future coworkers. Recommendation: Conduct informal meetings of employees of the workplace, perhaps with the presence of an expert, listen to their concerns and attempt to motivate them (not to be “tolerant and considerate” but to actively and constructively participate in “Project Disability” in the company).

Adaptation for the new employee It is recommended to set interim targets, clearly identifiable if possible, even slower adaptation needs to be expected. Avoid hiding obstacles, putting off solutions. Crises can occur concerning both the new employee and the company. Most often they deal with wrong expectations or conditions not previously clarified.

End of adaptation Official conclusion – perform: - Evaluation of experience so far achieved - Adjustment in the plan of personal development;

- Confirmation or adjustment of agreed conditions;

- Addition of partial measures (of a technical or organizational nature);

- Recommendations for the next period.

Basic managerial rule – intervening early, i.e. at the first sign, pays off. The energy devoted to solving a deep and undetected crisis is much bigger – if not already wasted.

4.3. GENERAL IMPLEMENTATIONIn principle, there are three options:

¨¨ Understanding the solution as an independent project within the framework of the CSR strategy – extension of HR procedures;

¨¨ Project it into corporate organizational norms or other existing rules of the company;

¨¨ If the pilot validation was not successful, the causes must be analyzed, and the validation possibly repeated

Accordingly, the specific procedure can vary, and it is not possible to provide universal recommendations. Still, other decisions should be preceded by at least the following steps:


Enlarging the implementation team The implementation team should be, apart from administration, composed of representatives of every unit of corporate management, with of course the representation of people with disabilities.

Analysis of the pilot validation A structured analysis on the individual actions of implemented steps where at least the members of the implementation team should participate, in addition to line supervisors and selected employees (who were not involved in the project), including some of the best employees who are people with disabilities.

SWOT analysis or other similar guidance We recommend a maximum critical approach; loyalty and hypocrisy are guaranteed not to pay off.

Catalog of measures Store of appropriate measures based on previous analyses

Financial analysis in the context of the company’s CSR program

The pilot validation is concerned essentially with individually selected jobs and positions. Adjustments, organizational measures, types of disabilities and their specific needs were assessed and financed individually. For a general solution, it is necessary to decide on adjustments, organizational capabilities and customizations that should satisfy universally.

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Discussions in the implementation team The implementation team should discuss in particular: - The results of the pilot validation; - Proposals for material and time application of the procedure; - Authority in operational decision-making; - The economics of the proposed changes – or the conditions that are associated with costs or expected benefits; - PR part of the project (by own workforce, outsourced), including communication with stakeholders; - Risks, threats, crisis plan in case of internal or external problems; - Means for internal monitoring, feedback and its usage.

Final report and decision / approval In addition to the usual range of such material, there is still one more important step among multinational subsidiaries: approval of the scope and authority of the project in relation to the parent company.

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Part 2 Examples, experience and contexts

1. Practical experience with the application of the social pillar of CSRThis chapter summarizes the experience of the Czech Republic and several other EU countries.

1.1. EMPLOYING THE DISABLED – CZECH REPUBLICCollecting and summarizing examples of good practice in the employment of people with disabilities in the Czech Republic was conducted through research, the goal of which was to answer the question whether firms in the Czech Republic are employing PWD. If yes, what is it doing to get there, what is their experience with employing PWD, whether they are applying the principles of diversity1 and whether people with disabilities are a benefit or “mandatory” burden for employers.

The qualitative method of investigation was chosen, because qualitative research data gives deeper insight into the issue and no targeted idealization of assumptions occurs. The investigation was conducted in the form of structured interviews with open questions so that companies could express themselves more freely and openly. The questions were verified by preliminary research.

There were 16 questions (outside of identification) divided into subcategories:

¨¨ Identification data: Company name, address, type of business.

¨¨ Employing the disabled: Year of hiring first PWD, length of employing PWD, type of disability of the PWD employee, the work of PWD in the profession.

¨¨ Reasons for employing PWD: Reason for employing PWD, method of selecting PWD, measures for employing PWD. Contribution of PWD for the company:

¨¨ Performance of employees from among PWD in comparison with other employees, any differences. Contribution of employing PWD for the company:

As part of the investigation, 50 companies employing PWD were addressed, with 20 responding. This indicates a representative sample with a high degree of validity and reliability. The companies were of different sizes, from 19 to 24,519 employees; this margin made it possible to compare the approach of large and small companies towards CSR.

1 Concerning diversity towards people with disabilities

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ČÁST 2. PŘÍKLADY, ZKUŠENOSTI A SOUVISLOSTI

1.PRAKTICKÉ ZKUŠENOSTI S UPLATNĚNÍM SOCIÁLNÍHO PILÍŘE CSR

1.1 ZAMĚSTNÁVÁNÍ OZP - ČESKÁ REPUBLIKASběr a sumarizace příkladů dobré praxe z oblasti zaměstnávání OZP v ČR byl proveden formou výzkumného šetření, jehož cílem bylo získat odpověď na otázky, zda firmy v ČR zaměstnávají OZP. Pokud ano, co je k tomu vede, jaké mají se zaměstnáváním OZP zkušenosti, zda jsou u nich uplatňo-vány principy diverzity1 a zdali jsou OZP pro zaměstnavatele přínosem nebo „povinnou“ zátěží.

Byla zvolena kvalitativní metoda výzkumného šetření, protože kvalitativní výzkumná data umožňují hlubší vhled do problematiky a nedochází k cílené idealizaci předpokladů. Výzkumné šetření bylo provedeno technikou strukturovaného dotazování s otevřenými otázkami, aby firmy měly možnost vyjádřit se volněji a otevřeněji. Otázky byly ověřeny předvýzkumem.

Otázek bylo 16 (mimo identifikačních) a byly rozčleněny do subkategorií:• Identifikační údaje: Název firmy, sídlo firmy, obor podnikání.• Zaměstnávání OZP: Rok přijetí prvního OZP, délka zaměstnávání OZP, typ postižení

zaměstnané OZP, práce OZP v profesi. • Důvody zaměstnávání OZP: Důvod zaměstnávání OZP, způsob výběru OZP, opatře-

ní pro zaměstnávání OZP.• Přínos OZP pro firmu: Výkonnost zaměstnanců z řad OZP ve srovnání s ostatními

pracovníky, případné rozdíly. Přínos zaměstnávání OZP pro firmu.

V rámci šetření bylo osloveno 50 firem, které OZP zaměstnávají, odpovědělo 20. Jedná se tedy o re-prezentativní soubor s vysokou mírou validity a reliability. Firmy byly různé velikosti od 19 do 24 519 zaměstnanců, toto rozpětí umožnilo komparovat přístup velkých a malých firem k CSR.

1 Diverzita byla chápána směrem k OZP.

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Companies that actively participated in the research employed from 1 to 326 PWD (Škoda Auto, a.s.). Of the companies surveyed, Czech Savings Bank still employs a large number of PWD (71). Dalkia Group in CR (37 PWD); the company BORS, a.s. located in Břeclav 16 PWD; in the social services of Pestrá, where 10 of the 19 employees are PWD; the company Naděje, o.s., branch Zlín 6 PWD out of 46 people.

Results and discussion

No definitive conclusion can be made whether employing PWD depends on the size of the company. The companies that responded positively to the research have been employing PWD mainly for a long time (more than 15 years for 11 companies, 3 companies with first-year PWD were not indicated, and for the remaining 6 it was less than 5 years). Czech Savings Bank has the longest experience with employing PWD, since 1975, Dalkia Group in CR – since 1977, and Plzeňský Prazdroj since 1983.2 Regarding the type of disabilities, they were not precisely specified, with the exception of physical and hearing impairment, and various types of invalidity were reported. Here it was obviously a matter of complying with Act No. 101/2000 Coll., the law on protecting personal data.

The spectrum of PWD professions

PWD most often work in blue-collar occupations, followed by administrative if it concerns an academic profession, then a job at a university or in IT services. The performance of PWD has been rated as only positive. We did not encounter any negative evaluation; in issues relating to the benefit of PWD for the company, which included control questions for evaluating PWD in the workforce, their contribution to the company was given as: responsible approach to work, often higher performance, and positive effect on the environment.

Reasons for employing PWD

The interesting answers concerning the reason for employing PWD were noted:

¨¨ Their approach to doing their work is far more responsible than people without disabilities.

¨¨ Employees with disabilities have characteristics and experiences that enrich other employees and motivate them to perform better.

¨¨ The job seekers included qualified applicants from among PWD.

¨¨ Employees – PWD are often more productive and diligent than other employees.

¨¨ It does not matter whether a person is disabled, but whether he has the requirements and qualifications to do the work.

¨¨ We do not distinguish – we solely evaluate the professional knowledge and ability of the applicants.

¨¨ In most cases, they are employees who worked here before they became PWD, and we adapted the conditions to allow them to continue working here3.

¨¨ We think that it is all about having fully-fledged employees. If they are successful in the selection for a position where the change in their medical condition is not an obstacle, there is no reason not to employ PWD.

¨¨ Other employees look at their PWD colleagues and realize the value of life and this often changes their life’s priorities and overall attitude towards work.

¨¨ Higher sensitivity of employees towards people with disabilities.

¨¨ Good atmosphere in the team.

¨¨ Primarily positive is the education in social awareness for the majority of able-bodied employees.

¨¨ We consider it a good example for our students*, who can apply this experience into practice4.

¨¨ If employees become PWD during the course of employment, we make no distinction between them and the other employees.

If we want to illustrate the frequency of the reasons given for employing PWD, then it is primarily an economic question (tax breaks), company image, principles of CSR without specification or ethical principles.

2 The years are approximate3 GUMOTEX, a. s., Břeclav4 University of Ostrava

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Benefit of PWD for practice:

Employing people with disabilities is seen as the fulfillment of CSR strategy: In the implementation of CSR and in providing security for employees (sickness or injury resulting in disability does not lead to loss of employment). The economic impact of this legislation (tax benefits or penalties for failure to comply with PWD quotas). The benefit is a fair approach and the elimination of differences between people who are medically disadvantaged and those who have no medical restrictions. “We would like to hire more employees, but given the large proportion of heavy manual work, it is not easy5.” As the largest and most important company in the region, we do not shirk from employing people with disabilities, which can serve as a model for other companies6. Of course, fulfilling the principles of the positive perception of diversity is important for the image of the company not only in the eyes of the public, but employees as well. Tax deductions and benefits7. Especially fulfilling the principles of CSR, but also the financial benefits.”

Conclusion

The priority areas of CSR for companies in the survey are equal opportunities for all, including disadvantaged groups. However, there is no uniform terminology for disadvantaged groups except PWD. Meanwhile, there are quite a lot of disadvantaged groups in the labor market. Equal opportunities are often incorrectly narrowed down only to PWD and an understanding of economic, social, demographic, and cultural equal opportunities is often absent.

A clear summary of the basic research results is in the following tables and graphs. A full report on the investigation is in Annex 5 entitled “Interpretation of examples of the good practices of employing people with disabilities and the application of the principles of corporate philanthropy and volunteering.”

Table 1: Identification data

Name of company / institution

Address Branch of business, or activities

Total number of employees

of which consist of PWD

% of PWD employees

1 AGC Flat Glass Czech, a. s., member of AGC Group

Sklářská 450, 416 74 Teplice Manufacture and processing of sheet glass

904 18 1.99

2 BORS Břeclav, a. s. Bratislavská 26, 690 62 Břeclav

motorized road transport

395 16 4.05

3 BUZULUK, a. s. Buzulucká 108, 267 62 Komárov

piston rings, garages, small castings, rubber machinery, metalworking

678 15 2.21

4 Skupina Dalkia in CR, Dalkia Czech Republic

28. října 3337/7, 709 74 Ostrava

power industry 2,290 37 1.62

5 DHL Supply Chain Pohořelice, Ostrava, Prague (4 entities)

storage, packing, cargo handling and technical activities for transportation

1,840 19 1.03

6 EMBA, spol. s r.o. 512 47 Paseky nad Jizerou 235

manufacture of smooth cardboard

139 2 1.44

7 School of the Environment ČZU in Prague

Kamýcká 129, 165 21 Prague 6 - Suchdol

public secondary school

123 1 0.81

8 GUMOTEX, a. s. Mládežnická 3a no. 3062, 690 72 Břeclav

development, manufacture and sale of products made from plastic, rubber, and textiles

1,140 20 1.75

9 IBM Česká republika, spol. s r. o.

V Parku 4, 148 00 Prague 4 technology

and innovation

not given not given

5 EMBA, spol. s r.o. Paseky nad Jizerou6 GUMOTEX, a. s., Břeclav7 Plzeňský Prazdroj

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Address Branch of business, or activities

Total number of employees

of which consist of PWD

% of PWD employees

10 Iron Mountain ČR Zahradní 105, 252 61 Jeneč commercial registry, document archiving

60 2 3.33

11 KES – kabelové a elektrické systémy, spol. s r. o.

Popinecká 983/30, 739 32 Vratimov

production of cable bundles for the automotive industry

650 6 0.92

12 NADĚJE, o. s., Zlín branch K Brance 11/19c, Prague 5 - Stodůlky, branch Zlín bří Sousedíků 349, 760 01 Zlín

social services 79 6 7.59

13 NELAN, spol. s r. o. Třebeň – district Horní Ves 1, 350 02 Cheb

production of plastic windows and doors

40 2 5.00

14 University of Ostrava in Ostrava

Dvořákova 7, 701 03 Ostrava

see the OU charter 982 12 1.22

15 Pestrá společnost, o. p. s. Kpt. Stránského 995/4, 198 00 Prague 9

training of assistant and guide dogs, Bezbatour travel agency

19 10 52.63

16 Plzeňský Prazdroj, a. s. U Prazdroje 7, 304 97 Pilsen brewing and malting, produ-ction and sale of beverages

2,020 24 1.19

17 Family brewery BERNARD, a. s. 5. května 1, 396 01 Hum-polec

beer production 141 4 2.83

18 Linet, spol. s r. o. Želevčice 5, 274 01 Slaný production and in-stallation of medical equipment

560 11 1.96

19 Česká spořitelna, a.s. Olbrachova 62, Prague 4 banking 9,794 71 0.72

20 Škoda Auto, a.s. Třída Václava Klementa 869, 293 60 Mladá Boleslav

development and manufacture of motor vehiclesand their compo-nents

24,519 326 1.33

Table 2: Employing PWD:


Year of employing first PWD

Length of employing PWD

Type of disability Working in a profession Table 3: Graph 1

1 AGC Flat Glass Czech, a. s., member of AGC Group

1991 throughout the company’s existence (21 years)

of a light character administration, IT

2 BORS Břeclav, a. s. 1994 Since start of the company – 18 years

people with reduced work capacity (problems with the spine, heart disease)

operating and service personnel

3 BUZULUK, a. s. 1992 Since start of the company – 20 years

ZPS, disability degree I, II and III

workers in manufacturing, quality controllers, THP

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Year of employing first PWD

Length of employing PWD

Type of disability Working in a profession Table 3: Graph 1

4 Skupina Dalkia in CR, Dalkia Czech Republic

1977 35 years ability of PWD to perform a given function assessed by the provider of individual ccupational health services

workers and THP profession (stoker, operational electricians, lead chemist, operational locksmith, measurement and control mechanic, TG machinist, chemical water treatment operator, accountant, TG energy equipment operator, supply technician, project implementation technician, trader)

5 DHL Supply Chain 1996 16 years disability degree I and II

warehouseman, maintenance man, shift supervisor

6 EMBA, spol. s r.o. 2007 5 years ZTP/P 3, TP 2 exchange, workers in manufacturing

7 School of the Environment ČZU in Prague

2007 5 years multiple sclerosis science and technical university worker

8 GUMOTEX, a. s. 1991 21 years musculoskeletal disorders

rubber-plastic worker, handling worker, THP

9 IBM Česká republika, spol. s r. o.

not given not given not given not given

10 Iron Mountain ČR 2007 5 years disability of lower limbs – the ability to move without assistive devices

data entry, business development executive

11 KES – kabelové a elektrické systémy, spol. s r. o.

1997 15 years amputation of lower limbs, deafness, partial loss of hearing due to accident

THP, production

12 NADĚJE, o. s., Zlín branch not given not given Asperger’s syndrome, others not monitored

receptionist (2), cleaning lady (2), assistant cook (1), maintenance man (1)

13 NELAN, spol. s r. o. 2012 not given wheelchair users administration

14 University of Ostrava in Ostrava

not given not given TZP (4), ZPS (8) academic staff (3), THP

15 Pestrá společnost, o. p. s. 2009 3 years physical disability manager, IT, graphics, administration, sales

16 Plzeňský Prazdroj, a. s. 1983 29 years various types of disa-bilities

administration (8), labo-rers (16)

17 Family brewery BERNARD, a. s. 1995 17 years reduced work disabili-ty, partial disability

production worker, clea-ning lady, sales assistant, supervisor

18 Linet, spol. s r. o. 1992 20 years not given mainly manufacture

19 Česká spořitelna, a.s. 1975 37 years disability 1st, 2nd, 3rd degree

employees without qualifications and skills, lower and middle man-agement

20 Škoda Auto, a.s. 1991 21 years disability 1st, 2nd, 3rd degree

blue-collar workerstechnical and economic staff

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Table 3: PWD working in a profession

Category – Profession Number of employers % of total number of employers

Blue-collar workers 11 55Administration 5 25University profession 4 20Total 20 100%

Table 4: Method of selecting PWD

Category – Selection method Number of employers % of total number of employers

Responsible approach to work 2 10Tax break 2 10Employed in the firm before injury 4 20Other 9 45We do not distinguish in selection 3 12Total 20 100%

Table 5: Benefit of employing PWD for the company

Category – Benefit of employing PWD Number of employers % of total number of employers

Economic viewpoint, tax credit 5 25Improving company image 5 25Ethical aspects 3 15Principles of CSR 5 25PWD are reliable employees 2 10Total 20 100%

1.2. EMPLOYING PEOPLE WITH DISABILITIES – FOREIGNThe authors of this manual have gathered a variety of material from abroad that deal with the issue of the social pillar of CSR. With the exception of Austrian and Danish experiences, material exclusively focused on the social pillar of CSR could not be located.

All manuals and other documents used are based on the labor market conditions and laws of the country in which they were processed. Given the ever-deepening integrity of legislation and the market throughout Europe, the experience and principles described here are applied in most cases in the Czech Republic, either within existing legislation or with a view to modifying legislation in the future. Additional information is contained in the material which forms Annex 12 “The foreign experience of employing people with disabilities”.

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2. Standards, awards and Diversity Charter

2.1. COMPARISON OF THE CONTENT OF THE 3 PILLARS OF CSR IN DOCUMENTS VALID IN THE CZECH REPUBLIC AND ABROAD, INCLUDING THE INCLUSION OF THE CONCEPT OF CSR INTO EXISTING ISO STANDARDS

CSR and basic normative documents for its implementation in the Czech Republic

In recent years in the world there has been quite a considerable growth in the number of documents setting out standards of Corporate Social Responsibility (CSR) – terminology, an economic, social, political and legislative framework of activities that could be included in this area; guidance and direct instructions on introducing the concept of CSR in practice, including the management system associated with this concept and the principles of evaluating the results and effects of CSR.

The trend of creating international documents is followed in the Czech Republic by efforts of some organizations and institutions to create their own domestic standards. If we do not include the government initiative declared in 2010 in an official document “Strategy for Sustainable Development CR”, some of them are the result of a direct order from the business sector. Annex 6 contains a brief presentation of the most important and currently most widely used documents.

2.2. DESCRIPTION OF COMPETITIONS AND AWARDS GIVEN TO COMPANIES IN CR THAT ARE ACTIVELY COMMITTED TO THE PRINCIPLES OF CSR (AS OF 31 DECEMBER 2012)More information about the individual awards in the table are in Annex 7 “Description of competitions and awards given to Czech companies that are actively committed to the principles of CSR.”

Name Announcer Basic characteristics Direct relation to the activities of the project

Possible Relation to the activities of the project

Note

RESPONSIBLE COMPANY OF THE YEAR

Vodafone Czech Republic a.s.

Organizer: Agency Communa

Separate category of the competition VODAFONE COMPANY OF THE YEAR.

For companies that are entered in the Commercial Register, they must have at least a two-year history and their annual turnover does not exceed the limit of 1.4 billion CZK

YES YES Employing PWD can be included in the “business story” part of the questionnaire

FUTURUM AWARD Business Leaders Forum

Competition for innovative projects in the fields of the environment and occupational health and safety.

Participation in the competition is not limited by the size or type of registered entities.

NO YES For the category Occupational health and safety, employing PWD can be prospectively implemented

NATIONAL AWARD OF THE CZECH REPUBLIC

FOR SOCIAL RESPONSIBILITY

Quality Council of the Czech Republic

Two categories: business sector, public sector. It takes into account all 3 pillars of CSR

Evaluation according to KORP methodology.


NO YES

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2. Standards, awards and D

iversity Charter

TOP RESPONSIBLE COMPANY

Platform Business for Society

Two basic categories: large company and small company. Sub-categories are also announced. (e.g. Company friendly to seniors, etc.).


NO YES A possible sub-award could be “Company friendly to PWD”

VIA BONA Foundation VIA and The Kellner Family Foundation under the auspices of the Embassy of the United States of America

Awards of individuals and companies for their charitable efforts in the Czech Republic

Usually 7 categories.

Candidates for awards are proposed (nominated) either directly by the non-profit organizations whose projects are supported by the nominated candidate or by the companies themselves supporting the development of these organizations.

YES YES This award is one of the few that pays attention directly to the issue of employing people with disabilities.

SOCIALLY BENEFICIAL ENTREPRENEUR OF THE YEAR

Ernst & Young and Schwabova Foundation for Social Business

in cooperation with HR Partners

It is an extension of the project Entrepreneur of the Year of the Czech Republic.

The competition recognizes a socially beneficial entrepreneur.

The entrepreneur can be nominated by any other entity or can do it himself

YES YES In the competitive questionnaire, the question of PWD is not mentioned, but generally a person who initiated a project focused on the issue of employing persons with disabilities can be entered.

BRIDGES AWARD National Council of People with Disabilities

Award for extraordinary activity or an act for the benefit of people with disabilities.

Category: public administration, non-governmental entity, personality of the PWD movement and a special award.

Participation based on the proposal of a third party

YES YES It focuses only on one small segment of the CSR issue; but it highlights a neglected area of activity by organizations for people with disabilities.

BEST EMPLOYERS CR International company Aon Hewitt

A study with an output that ranks the best employers.

Able to participate in the study are companies working for at least 2 years and employing at least 50 permanent staff. The main criterion is evaluated by their own employees.

YES YES Interest on the issue of employing people with disabilities is limited, however, only to monitoring a general indicator of compliance with equal opportunities.

COMPANY OF THE YEAR FOR EQUAL OPPORTUNITY

Gender Studies, o.p.s.

Focusing solely on the issue of equal opportunities for men and women.

Two categories: small and medium-sized companies, large companies

NO NO

TRADEMARK “WORK OF THE DISABLED”

Endowment fund for sup-porting people with disabilities together with the Association for Valuing Quality

This is not a competition or award, but an indication that 75% of a product or service is due to PWD in a company that employs at least 50% PWD Two categories: produ-cts and work / service Granting the label is charged

YES YES This label highlights the capabilities of PWD and their employers

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iversity Charter

2.3. DIVERSITY CHARTER – A VOLUNTARY INITIATIVE TO SUPPORT THE IMPLEMENTATION OF DIVERSITY IN GERMANYIn December 2006, four German companies (Deutsche Telekom AG, Deutsche BP, Deutsche Bank AG, DaimlerChrysler AG) initiated a voluntary campaign – “Diversity as an Opportunity – Diversity Charter of Companies in Germany”. By signing the document, a company declares its willingness to support, promote and develop diversity within the company. By May 2007, 70 companies had signed the charter. In France, a similar initiative was launched in 2004 and joined by 3,000 companies so far. An enlargement of similar initiatives by firms in the EU can contribute to further promoting the values of diversity.

Diversity Charter for Germany Diversity as Opportunity

The economy in Germany has been impacted by the diversity of modern companies, affected by globalization and reflected in demographic changes. We came to the conclusion that we can only be successful in business if we accept and employ the phenomenon of diversity. The phenomenon of diversity also includes diversity in the composition of our workforce and the diverse needs of customers and business partners. The diverse skills and talents of managers and employees open the way to innovative and creative solutions.

By implementing the Charter of Diversity in our company, we are aiming to create a work environment that is free of all prejudices. We deeply value all of our colleagues regardless of gender, race, nationality, ethnic origin, religion, belief, disability, age or sexual orientation. Appreciating and supporting the potential represented by a diverse workforce poses economic benefits for our companies.

We encourage an atmosphere of mutual respect and trust, which will have a positive impact on our reputation and morality in relation to our partners and customers in Germany and around the world.

Under this Charter we undertake to:

1. cultivate a corporate culture characterized by mutual respect and appreciation of each individual. We seek to create conditions so that everyone (superiors and colleagues) respects these values and observes them. This requires the clearly declared support of managers and supervisors.

2. see to it that our human resource management processes will be compatible with the existing structure of competencies, skills and talents of our customers and with our own performance standards for workers.

3. value diversity both within and outside our companies, be aware of the inherent potential of this diversity and try to utilize it for the benefit of our company.

4. ensure that the implementation of this Charter is properly promoted in internal and external communication.

5. annually publish our efforts and achievements in promoting diversity on a regular basis.

6. inform our employees and colleagues about the implementation of this Charter and ensure their active participation.

We are totally convinced that the promotion and appreciation of human diversity will have a positive impact on German society. We welcome this company initiative and fully support it.

(Keil et al., 2007, pp. 30-31.)

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iversity Charter

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