MANUAL FOR EMPLOYING PEOPLE WITH DISABILITIES IN THE OPEN LABOR MARKET

MANUAL PEOPLE MANUÁL FOR PRO EMPLOYING ZAMĚSTNÁVÁNÍ OZP WITH DISABILITIES IN THE OPEN NA VOLNÉM TRHU PRÁCE LABOR MARKET Autoři: kolektiv řešitelů projektu OP LZZ AUTHORS: TEAM OF INVESTIGATORS OF THE PROJECT OP (CSR), LZZ ve vztahu k zaměstnanosti OZP „Sociální pilíř konceptu společenské odpovědnosti firem na volném trhu práce“, “THE SOCIAL PILLAR OF THE CONCEPT OF CORPORATE SOCIAL RESPONSIBILITY (CSR), IN reg. číslo projektu: CZ.1.04/5.1.01/77.00003 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.

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: Kolektiv řešitelů projektu „Sociální pilíř konceptu společenské odpovědnosti firem (CSR), ve vztahu k zaměst-

Project trhu Tomáš Sokolovský (CVIV Ostrava)CZ.1.04/5.1.01/77.00003, OP LZZ tvoří: nanosti coordinator: OZP na volném práce“, reg. číslo projektu: Authors:

Augusta V. (AZZP ČR); Hejduková J. (SP ČR); Hlaváčková J. (SP ČR); Hrdová Kolíbalová,

Koordinátor projektu: Tomáš Sokolovský (CVIV Ostrava), [email protected] B. (ČMJNV.Brno); M. (SONS J. ČR); P. (CVIVJ.Ostrava); Autorské zpracování: Augusta (AZZPHyvnar ČR); Hejduková (SPKonvalinka ČR); Hlaváčková (SP ČR);Kulichová R. (ČMJN Brno); Kutnohorská (OU Ostrava); Löffelmann, P. (CVIV Ostrava); Rychtář K. (AZZP ČR); Hrdová Kolíbalová B.J.(ČMJN Brno); Hyvnar M. (SONS ČR); Skříšovská L. (SONS ČR); Sokolovský, T. (CVIV Ostrava); Telnarová Z. (OU Ostrava). Konvalinka P. (CVIV Ostrava); Kulichová R. (ČMJN Brno); Kutnohorská J. (OU Ostrava); Löffelmann P. (CVIV Ostrava); Rychtář K. (AZZP ČR); Skříšovská L. (SONS ČR); Technical cooperation: Sokolovský Brinzíková M. (CVIV Ostrava); L. (CVIV T. (CVIV Ostrava);Šenk Telnarová Z. Ostrava). (OU Ostrava). spolupráce:a Brinzíková (CVIV Ostrava); Dulaiová L. (CVIV Ostrava); Šenk L. (CVIV Ostrava). ©Technická Centrum vizualizace interaktivityM.vzdělávání, s.r.o., Ostrava 2013

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

Content PART 1 – EMPLOYING PWD IN THE OPEN LABOR MARKET – WHY, WITH WHOM AND HOW TO DO IT

OBSAH 1. INTRODUCTION..........................................................................................................................................................4 2.

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

2.1

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

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

2.2.

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

2.3.

3.2.3.

1. Úvod 5 THE BENEFITS OF EMPLOYING PWD FOR MARKET POSITIONS IN A COMPANY...............8 2. Proč zaměstnávat osoby se zdravotním postižením 7 THE EFFECT OF DIVERSITY TOWARDS PWD ON THE INTERNAL 2.1 Zákonná povinnost vyjadřující solidární postoj zaměstnavatelů 7 IN THE COMPANY................................................................................................................8 2.2SITUATION Ekonomické hledisko zaměstnávání OZP 7 2.3The view of Přínos zaměstnávání pro tržní pozici firmy 98 managers and HROZP professionals........................................................................................................ 2.4 Vliv diverzity vůči OZP na vnitřní poměry ve firmě 9 Internal relations in the company and in employing PWD.......................................................................10 2.4.1 Pohled manažera a personalisty 9 2.4.2 Vnitřní vztahy ve firmě a zaměstnávání OZP 11 Public relation (PR)...............................................................................................................................................................10 2.4.3 Public relations (PR) 11 CORPORATE PHILANTHROPY AS PART OF THE SOCIAL PILLAR OF CSR AND 2.5 Firemní filantropie jako součást sociálního pilíře CSR a její vztah ITS RELATION TO EMPLOYING PWD.................................................................................................12 11 k zaměstnávání OZP 3. Doporučení k zaměstnávání OZP v běžném prostředí na volném trhu práce 12 FOR EMPLOYING 3.1RECOMMENDATIONS Mýty a pověry ve vztahu k zaměstnáváníPWD OZP IN THE CURRENT 12 3.2ENVIRONMENT InformačníINminimum pro zaměstnávání osob ................................................................. 11 THE OPEN LABOR MARKET. se zdravotním postižením 13 3.2.1 Obecné zásady společné smyslováTO i tělesná postiženíPWD......................................13 MYTHS AND SUPERSTITIONS IN pro RELATION EMPLOYING 12 3.2.1.1 Jak začít? 13 THE MINIMUM INFORMATION FOR EMPLOYING PEOPLE WITH DISABILITIES............... 12 3.2.1.2 Jak a kde hledat vhodné kandidáty 14 General principles to sensory and disabilities. .........................................................13 3.2.2 Minimum common pro zaměstnávání osob sephysical sluchovým postižením 15 3.2.3 Minimum pro zaměstnávání osob se zrakovým postižením 18 How to start?. ..........................................................................................................................................................................13 3.2.4 Minimum pro zaměstnávání osob s tělesným postižením 22 whereprocesů to look(jak for na suitable 4. How and Mapa to…) candidates...............................................................................................13 25 4.1The minimum Strategické rozhodnutí a opatření 25 for employing people with hearing disabilities...............................................................14 4.2 Pilotní část 26 forrealizace employing people with visual disabilities...................................................................17 4.3The minimum Plošná 27

3.2.4.

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

4.

MAP OF PROCEDURES (HOW TO...)........................................................................................... 24

4.1.

STRATEGIC DECISION-MAKING AND ACTIONS........................................................................... 24

4.2.

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

4.3.

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

2.4. 2.4.1. 2.4.2. 2.4.3. 2.5.

3. 3.1. 3.2. 3.2.1. 3.2.1.1 3.2.1.2 3.2.2.

PART 2 – Examples, experience and contexts 1.

PRACTICAL EXPERIENCE WITH THE APPLICATION OF THE SOCIAL PILLAR OF CSR......................................................................................................................................... 28

1.1.

EMPLOYING THE DISABLED – CZECH REPUBLIC........................................................................ 28

1.2.

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

2.

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

ČÁST ZKUŠENOSTI A SOUVISLOSTI 2.1. 2 - PŘÍKLADY, COMPARISON OF THE CONTENT OF THE 3 PILLARS OF CSR IN DOCUMENTS VALID IN THE CZECH REPUBLIC AND ABROAD, INCLUDING THE INCLUSION OF THE CONCEPT29 1. Praktické zkušenosti s uplatněním sociálního pilíře CSR OF CSR INTO EXISTING ISO STANDARDS....................................................................................... 34 1.1 Zaměstnávání OZP - Česká republika 29

2.2.

2.3.

1.2 Zaměstnávání OZP - Zahraničí DESCRIPTION OF COMPETITIONS AND AWARDS GIVEN TO COMPANIES IN CR THAT 34 2.ARE ACTIVELY Normy, ocenění a Charta Diverzity 35 COMMITTED TO THE PRINCIPLES OF CSR 2.1 obsahu 3 pilířů CSR v dokumentech platných v ČR (AS OF 31 Srovnání DECEMBER 2012)................................................................................................................ 34 a v zahraničí vč. začlenění konceptu CSR do stávajících norem ISO 35 DIVERSITY CHARTER – A VOLUNTARY INITIATIVE TO SUPPORT THE IMPLEMENTATION 2.2 Přehled soutěží a cen udělovaných v ČR firmám, které OF DIVERSITY IN GERMANY................................................................................................................ 36 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. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Komunikace se stakeholdery Nástroje na podporu zaměstnávání OZP na volném i chráněném trhu práce Dodržování rovných příležitostí pro znevýhodněné skupiny (v kontextu dodržování lidských práv) Metodika zavádění firemní filantropie pro firmy Interpretace příkladů dobré praxe se zaměstnáváním OZP a s uplatňováním principů firemní filantropie a dobrovolnictví Popis jednotlivých standardů CSR využívaných v ČR Popis soutěží a cen udělovaných v ČR firmám, které se aktivně hlásí k principům CSR Terminologický slovník Seznam zkratek Použité zdroje a literatura Kontakty na centra pomoci studentům se specifickými vzdělávacími potřebami na vysokých školách v ČR (stav v roce 2013) Zahraniční zkušenosti se zaměstnáváním OZP

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Part 1 ČÁST 1. ZAMĚSTNÁVÁNÍ OZP NA VOLNÉM Employing PWD in the open labor market TRHU PRÁCE -PROČ, S KÝM A JAK Why, with whom and how to do it

NA TO

1. Introduction

1. ÚVOD

1. Introduction 1. ÚVOD

Corporate social responsibility in the current concept represents a coherent set of activities and practices that are an integral partodpovědnost of the social, environmental and economic of a company’s management and Společenská firem v současném pojetí aspects představuje vzájemněstrategic provázaný soubor činare implemented beyond legal obligations in order to improve the living conditions of the company. This multiností a postupů, které jsou nedílnou součástí řídící strategie podniku v oblasti sociální, environmendimensionality of social responsibility has been newly defined by thepovinností European Union as “the responsibility of tální a ekonomické a jsou realizovány nad rámec zákonných v zájmu zlepšení životních companies for the impact of their activities on society. ” podmínek společnosti. Tuto vícerozměrnost společenské odpovědnosti nově definuje Evropská unie jako „odpovědnost podniků za dopad jejich činnosti na společnost.“ 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, Koncepty firemní společenské odpovědnosti obvykle vycházejí z oblastí environmentální nebo udrthe trend is understandable. An often used form is philanthropy or volunteering. žitelného rozvoje, nejčastěji bývají jakousi „vizitkou“ společenské odpovědnosti podnikání. Jsou víc vidět, trend je pochopitelný. Častou projevy filantropie, dobrovolnictví. NeUnjustly neglected is the social pillar, whichformou requires jsou a more complex approach, případně but which nevertheless contains právem zanedbávaný je sociální pilíř, který vyžaduje komplexnější pojetí, zato však obsahuje značný considerable potential for the development of human resources, as well as for the internal and external relations potenciál rozvoj lidských zdrojů, stejně vnitřních i vnějších vztahů firmy, využitelných of the firm, pro usable for building added social valuejako and improving market position in the future. It does not i pro have budování sociální přidané hodnoty a zlepšování tržní pozice v budoucnosti. Nemusí se zdaleka jedto concern only ethical behavior, charity and volunteer activities. nat jen o etické chování, charitu a dobrovolnické aktivity. The concept of Corporate Social Responsibility – CSR is based on three pillars – economic, social and environmental. These threespolečenské pillars correspond to the three firem characteristics, theopírá so-called triple-bottom-line, or three “Ps”: sociální Koncept odpovědnosti - CSR se o  tzv. tři pilíře – ekonomický, a environmentální. Tyto tři pilíře korespondují s třemi charakteristikami, tzv. triple-bottom-line, ne¨¨ Profit (economic area); boli třemi „Pé“: ¨¨ People (social area); • Profit – zisk (ekonomická oblast); ¨¨ Planet (environmental area); • People – lidé (sociální oblast). • Planet – planeta (environmentální oblast); In the social pillar of CSR, the organization should pay particular attention to: V oblasti sociálního pilíře CSR by se organizace měla zejména věnovat: ¨¨ • compliance with equal opportunities dodržování rovných příležitostí (gender, ethnic minorities, the disabled and older people); (pohlaví, etnické minority, zdravotně postižení a starší lidé);

¨¨ • thezdraví health a bezpečnosti and safety of thezaměstnanců employees of the company; firmy; • péči o vzdělání a rekvalifikaci zaměstnanců; ¨¨ care in educating and retraining employees; • zaměstnávání osob se zhoršenou pozicí na trhu práce ¨¨ employing persons with an impaired position in the labor market, including vč. vytváření vhodných podmínek pro jejich uplatnění; creating suitable conditions for making use of them; • firemní filantropii, sponzorství a dobrovolnictví; ¨¨ • corporate philanthropy, sponsorship and volunteering; vyváženosti pracovního a osobního života zaměstnanců (work-life balance); ¨¨ a balance between the working and personal lives of employees (work-life • balance); diverzitě na pracovišti (etnické minority, handicapovaní a starší lidé); ¨¨ diversity in the workplace (ethnic minorities, disabled people and older • zajištění rekvalifikace propouštěných zaměstnanců people); pro jejich další uplatnění; ¨¨ • providing retraining for laid-off employees for later employing naslouchání a dialogu se zainteresovanými partnery them; a osobami ¨¨ listening to and(stakeholdery). dialog with stakeholders and parties.

Tento manuál ál jje primárně zaměřen na vybrané aktivity sociálního pilíře CSR, s důrazem na zaměstnáThis manual is primarily focused on selected activities of the social pillar of CSR, with an emphasis on employing vání OZP, dodržování rovných příležitostí, firemní filantropii a dobrovolnictví a diverzitu. PWD, respecting equal opportunities, corporate philanthropy, volunteering and diversity. Lidé sewith zdravotním potenciální zaměstnanci typickou skupinouinosob znevýhodPeople disabilities,postižením, potential employees, are typically a groupjsou of people disadvantaged the labor market. něných na trhu práce. Pamatuje na ně i zákon. Ukládá zaměstnavatelům plnění solidární povinnosti The law remembers them. It requires employers to fulfill obligations of solidarity to support their entry into the podporující do zaměstnání. povinnosti je ale z mnoha důvodů spojeno s řaworkplace. Forjejich manyvstup reasons, this obligation isPlnění linked této to a number of problems of a systemic nature. The focus on dou problémů systémového charakteru. Zaměření na tuto kategorii znevýhodněných osob je reprethis category of disadvantaged people is representative of the possibility to validate the benefits of the social pillar 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+, osobám v rámci etnické diverzity, sexuální diverzity i v rámci dalších menšin. page 4

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?

¨¨

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

¨¨

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

¨¨

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

¨¨

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

¨¨

What to do and what not to forget.

¨¨

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

The answers to these questions and more are supplemented by additional information. Who is a person with a disability (PWD)

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.

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1. Introduction

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:

2.1 ZÁKONNÁ POVINNOST VYJADŘUJÍCÍ SOLIDÁRNÍ POSTOJ ZAMĚSTNAVATELŮ Podle zákona má každá people firma, kteráwith má více jak 25 zaměstnanců, povinnost zaměstnávat osoby 2. Why to employ disabilities se zdravotním postižením (OZP). Zákonný podíl OZP činí v ČR 4% z celkového počtu zaměstnanců.

2. Why to employ people with disabilities 2. PROČ ZAMĚSTNÁVAT OSOBY SE ZDRAVOTNÍM POSTIŽENÍM

2.1 LEGALzákona OBLIGATION THEmotivace ATTITUDE OF povinnost SOLIDARITY OF cenu. Proto Ustanovení je nutné EXPRESSING chápat jako nástroj – nikoli za každou EMPLOYERS 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 Under the law, any company that has more than 25 employees has the obligation to employ people with (na rozdíl od řady vyspělých zemí) použity transparentně ve prospěch podpory zaměstnávání OZP, disabilities (PWD). The statutory share of PWD in CR is 4% of the total number of employees. ale neidentifikovatelně se „ztrácejí“ v příjmech státního rozpočtu. Objevují se opakované návrhy k vytvoření účelového fondu, který by jistě k motivaci zaměstnavatelů. by, Therefore, že jejich peníze The provisions of the law should be read as a přispěl tool of motivation – not as an obligationVěděli at all costs. the law jsou použity na  splnění toho, co oni sami nejsou z  jakýchkoliv důvodů schopni zabezpečit. Tedy allows an alternative solution in the form of financial withholdings or compensation. The employer himself has the k zaměstnání OZP. Díky tomu by se více vyhýbali například různým podivným praktikám zneužívání opportunity to decide. It is a pity that such funds paid in this country are not (unlike many developed countries) ustanovení o „náhradním které PWD, se dnes projevují. used transparently in supportplnění“, of employing but občas 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 Přehled uvedený v příloze – Nástroje zaměstnávání OZP i chráněném would know that their moneyč.is 2being used to na podporu fulfill what they themselves are not na volném able to provide for various trhu práce, která je pouze v elektronické verzi na přiloženém DVD, obsahuje výčet právních norem, reasons. That is, for employing PWD. This way, for example, various strange practices of misusing the provisions of které stimulují a ovlivňují pracovní uplatnění osob se zdravotním postižením v České republice (plat“compensation”, which sometimes manifest themselves today, would be better averted. né v roce 2013). 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 2.2 EKONOMICKÉ (effective in 2013). HLEDISKO ZAMĚSTNÁVÁNÍ OZP Jaké otázky musí řešit zaměstnavatelé s ohledem na ekonomickou stránku zaměstnávání OZP:

2.2. THE ECONOMIC ASPECT OF EMPLOYING PWD

Najít vhodné zaměstnance se zdravotním postižením a hlavně vhodné pracovní pozice? Odvádět What issues need to be addressed by employers withzaměstnaných regard to the economic aspect of vhodného employing PWD: finanční sankce za neplnění potřebného počtu OZP nebo najít dodavatele z řad specializovaných zaměstnavatelů na chráněném práce situaci náhradním Finding the right employees with disabilities and especially trhu suitable jobsa řešit for them? The payment ofplněním? financial Možnost uplatnit slevu na dani z příjmu zůstává poněkud pozapomenuta, i když u velkých a úspěšpenalties for non-compliance with the required number of employed PWD or finding a suitable supplier from ných můžeinbýt financí. Využitíthe příspěvku na zřízení a provoz amongzaměstnavatelů specialized employers the významným protected laborzdrojem market and addressing situation of compensation? The chráněného pracovního místa (CHPM) je pro velkou část zaměstnavatelů spojeno s mnoha neznápossibility of claiming an income tax break remains a bit forgotten, even though it can be a major source of mými a také s administrativními peripetiemi. Je to však dostupný zdroj poměrně pravidelné finanční finance for large and successful employers. For a large portion of employers, using a contribution to establish kompenzace možných problémů – zpravidla jen počátečních. Zřizování, vymezování chráněných and operate a protected position (CHMP) is associated with many unknowns and also administrative runarounds. pracovních míst a uplatňování trvalého příspěvku na provoz až do výše 4 tis. Kč měsíčně je opakovaHowever, it is an accessible source of relatively regular financial compensation for possible problems – usually nou a technicky zvládnutelnou agendou, do které lze proniknout. only initial ones. The establishment, designation of protected jobs, and making a lasting contribution to operating it up to 4,000 CZK monthjednoduchém is a recurring and technicallyjedná: manageable program that can be penetrated. O jaké částky seper v tomto uvažování • itRoční odvod za neplnění In this simple reasoning, deals with these amounts: zákonem stanoveného počtu zaměstnaných OZP činí 2,5násobek průměrné mzdy za 1. - 3. čtvrtletí předchozího roku (aktu¨¨ álně Thev roce annual2013 payment for tis. non-compliance with the statutory number of employed cca 61 Kč za jednoho zaměstnance, aktualizováno dle PWD průměrné is 2.5 times mzdy the average vývoje každýwage rok). for the first – third quarter of the previous year • Sleva na dani z příjmu 1861,000 tis. KčCZK (výjimečně – u osob s těžším zdravot(currently in 2013 it is činí about per employee, updated according to the ním postižením/TZP až 60each tis. Kč) ročně za jednu zaměstnanou OZP). growth of the average- wage year). • ¨¨ Příspěvek na zřízení nového podle dohody uzavřené Income tax credit amounts to CHPM 18,000 CZK (rarely – for people withs úřadem severe disabilities práce může činit až mnohanásobek průměrné mzdy, v praxi se / TZP - up to 60,000 CZK) per year for one PWD employee. pohybuje mezi 30 – 100 tis. Kč – jednorázově proti prokázaným ¨¨ nákladům, Contribution thezákona establishment of a new dleto§75 435/2004 Sb. CHMP by agreement with the labor office may be up to many times thena základě average wage; in practice it is between 30práce – 100,000 • Příspěvek na provoz CHPM uzavřené dohody s úřadem CZK – one-off against proven costs, in accordance with § 75 of Act 435/2004 může činit až 48 tis. Kč ročně trvale na jedno místo obsazené OZP. Coll.). • ¨¨ Ekvivalent „náhradního plnění“ zaměstnaného OZP činí Contribution to the operation of jednoho CHMP on the basis of an agreement concluded with 7násobek této průměrné mzdy, tedy aktuálně v roce 2013 the labor office may be up to 48,000 CZK per year permanentlyčástku per place occupied cca by 170 PWD.tis. Kč hodnoty odebrané a zaplacené produkce zaměstnavatele s více jak 50% OZP. ¨¨ 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 7 worked and paid forstrana at an employer with more than 50% PWD.

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Součet úspor výdajů a možných přínosů trvalého zaměstnání osoby se zdravotním postižením lze The sum of cost savings and potentialvyjádřit: benefits of permanently employing people with disabilities can be simplified zjednodušeně (a zaokrouhleně) (and rounded) as follows: úsporou za neplnění povinnéhowith podílu savings onodvodu withholdings for noncompliance mandatory share income na dani tax creditz příjmu (generally) slevou právnických osob (zpravidla) opportunity to receive an allowance for operating a protected job možností získat příspěvek na provoz chráněného total pracovního místa

61 tis. Kč 61,000 CZKročně per year 18,000 CZKročně per year 18 tis. Kč up to 48,000 CZK per year až tis. Kč ročně up48 to 127,000 CZK per year

celkem

až 127 tis. Kč ročně

strana 8 page 7

2. PROČ ZAMĚSTNÁVAT OSOBY SE ZDRAVOTNÍM POSTIŽENÍM 2. Why to employ people with disabilities

In the electronic version of the “Manual” or on the website http://www.spcsr.cz/en/kalkulacka-en there are V elektronické verzi „Manuálu“ nebo na webové adrese http://www.spcsr.cz/kalkulacka2 k dispocalculators that provide an approximation of the financial impact on employers for employing PWD.jeThis allows zici verze Kalkulačky pro orientační výpočet finančního vlivu zaměstnávání OZP na zaměstnavatele. you to easily quantify the economic benefits of actually employing new PWD in an organization and comparing Ta umožňuje jednoduše vyčíslit ekonomický přínos skutečného zaměstnání nových OZP v organiit with other variants for fulfilling the mandatory share laid down by law. zaci a porovnat jej s ostatními variantami plnění povinného podílu podle zákona. Note: Logically the calculator covers only that part of the issue underpinned by legislation and which can be generalized. Kalkulačka logicky postihuje část problematiky, má zákonnou oporu a kterou ItPozn.: does not cover the cost of such a decision,pouze which tu is different and variable forkterá individual employers and in individually lze zobecnit. Nepostihuje nákladovou část takového rozhodnutí, která je u jednotlivých zaměstnavaspecific examples of employing PWD. In some cases, these costs may be zerorůzná or minimal, but they mayTyto also reach relatively telů a v jednotlivých konkrétních příkladech zaměstnání OZP a individuální. náklady mohou být v některých případech nulové nebo minimální, někdy mohou ale dosahovat relativně vyšších higher levels. Details on this topic are contained in chapter “3.2: The minimum for employing people with disabilities”. hodnot. Podrobnosti k tomuto tématu jsou v kapitole 3.2 Informační minimum pro zaměstnávání osob se zdravotním postižením.

2.3 ZAMĚSTNÁVÁNÍ OZP PRO TRŽNÍ FIRMY 2.3.PŘÍNOS THE BENEFITS OF EMPLOYING PWDPOZICI FOR MARKET POSITIONS IN A COMPANY

2. Why to employ people with disabilities 2. PROČ ZAMĚSTNÁVAT OSOBY SE ZDRAVOTNÍM POSTIŽENÍM

The transparent and systematic integration of PWD into teams of coworkers may influence, according to Transparentní a  systematické začleňování OZP do  týmů spolupracovníků může podle zkušeností experience: ovlivňovat: • posílení of transparentnosti z pohledu a osob zainte¨¨ the strengthening the transparencya důvěryhodnosti and credibility of a firmy company in termssubjektů of entities and persons firmy - „stakeholderů“; involved inresovaných the activities na činnosti of the company – “stakeholders” (see part 2, section III); • vyšší přitažlivost pro investory i pro vlastní ¨¨ higher attractiveness for investors and the company’s own zaměstnance; employees; • budování reputace a z ní vyplývající silné pozice na trhu; ¨¨ building reputationod konkurence, and resulting strong position in„značky“ the market; • a odlišení zviditelnění pro spotřebitele; ¨¨ distinction from competitors, highlighting the “brand” for consumers; • zvýšení produktivity práce a loajality zaměstnanců; • zvýšení obratu; ¨¨ increasing productivity and employee loyalty; • zvýšení nabídky a kvality produktů či služeb; ¨¨ increasing turnover; • posílení know-how i image firmy. ¨¨ increasing the offer and quality of products or services; Vytváření podmínek osob v podniku je etické, sociálně odpovědné. Stále víc ¨¨ enhancing the a zaměstnávání know-how and image of se theZP company. takových odpovědných podnikatelů, často i  velkých a  známých firem, se zajímá o  tuto možnost, Creating the conditions for and employing people with disabilities in a company is ethical and socially responsible. zpravidla ve spojitosti s budováním image sociálně odpovědného podniku, který zvyšuje jejich presSuch responsible entrepreneurs, often large and well known companies, are becomingOZP moredo vývoje and more interested tiž, hodnotu značky, tedy i konkurenceschopnost. Zapojení zaměstnaných produktu in thismůže opportunity, connection with building the image of a socially responsible business, which firmy otevíratusually cestu in k novým segmentům zákazníků. Počínaje využitím podnětů a námětů až enhances their prestige, brand value, and therefore their competitiveness. Incorporating the employment of po přímé zapojení OZP do vývoje produktů se zaměřením na specifické potřeby zákazníků z řad OZP. 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 disabilities.POMĚRY VE FIRMĚ 2.4 VLIV DIVERZITY VŮČI OZP with NA VNITŘNÍ

2.4.1 Pohled manažera a personalisty 2.4. THE na výsledek, EFFECT OFměřitelné DIVERSITY TOWARDS PWD ON THE INTERNAL SITUATIONmotivace IN Orientace hodnoty, intenzita a kvalita práce, její „normovatelnost“, THE COMPANY zaměstnanců, celková efektivnost a  konkurenceschopnost firmy – to jsou priority manažera, bez ohledu na velikost firmy. Za ně je vlastníkům i zákazníkům odpovědný. Individuální přístup, respektování potřeb, optimalizace typu práce, vytváření, monitorování a podpora pozitivních 2.4.1.individuálních The view of managers and HR professionals vztahů na pracovišti – to jsou zpravidla podmínky, za kterých je its možné postupně a úspěšně začlenit Focus on results, measurable values, the intensity and quality of work, “normalcy”, employee motivation, the do firmy člověka se zdravotním postižením. Přitom priority z pohledu manažera nemusí být overall efficiency and competitiveness of the company – these are the priorities of the manager, regardless ofpotlahow čeny. 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 Samotný typ a  vážnost zdravotního postižení nemá často tak velký vliv, jak by se na  první pohled workplace – these are generally the conditions under which it is possible to gradually and successfully integrate zdálo. Řada personalistů potvrdí, že může být problém najít toho správného člověka, pokud se firma a person with a disability into the company. In doing so, the priorities of the manager need not be suppressed. rozhodne zaměstnat OZP. To je způsobeno mimo jiné právě nevyhovující diagnostikou. Posudkoví lékaři, kteřítype rozhodují o přiznání invalidity, vycházejí z přísně hledisek. The actual and severity of the disability is often not sovýhradně big an influence as itmedicínských 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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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 úspěšných zaměstnavatelů může být významným zdrojem financí. Využití příspěvku na zřízení a provoz chráněného místaon(CHPM) je pro velkou their decisionspracovního based exclusively strictly medical aspects.část zaměstnavatelů spojeno s mnoha neznámými a také s administrativními peripetiemi. Je to však dostupný zdroj poměrně pravidelné finanční They assess the možných human body and its functions according “modern medical science”. vymezování They identify limitations and kompenzace problémů – zpravidla jen to počátečních. Zřizování, chráněných Společenská firem v současném pojetí představujeThis vzájemně provázaný soubor činnot residualodpovědnost potential and the strengths of personality means4 every excluding pracovních míst a uplatňování trvalého příspěvku development. na provoz až do výše tis. Kčemployee, měsíčněnot je opakovaností a postupů, které jsou nedílnou řídící strategie podniku v oblasti sociální, environmenPWD, is a “personality in a shell”. It isagendou, tosoučástí be respected. nou a technicky zvládnutelnou do které lze proniknout. tální a ekonomické a jsou realizovány nad rámec zákonných povinností v zájmu zlepšení životních To makespolečnosti. it possible for the manager to combinespolečenské and coordinate these conditions anddefinuje prevent the aforementioned podmínek Tuto vícerozměrnost odpovědnosti nově Evropská unie O jaké částky se v tomto jednoduchém uvažování jedná: he must have: jakofailure, „odpovědnost podniků za dopad jejich činnosti na společnost.“ • Roční odvod za neplnění zákonem stanoveného počtu zaměstnaných OZP

1. ÚVOD

činí a2,5násobek mzdy za 1. - 3.about čtvrtletí předchozího roku (aktu¨¨ at least minimum of průměrné knowledge and experience diversity (www.diverzitaproozp.cz); Koncepty firemní společenské odpovědnosti obvykle vycházejí z oblastí environmentální nebo udrálně v roce 2013 cca 61 tis. Kč za jednoho zaměstnance, aktualizováno dle about bývají the nature and „vizitkou“ possible consequences ofodpovědnosti the disability ofpodnikání. a prospective employee; žitelného rozvoje, nejčastěji jakousi společenské Jsou víc vývoje průměrné mzdy každý rok). about the rehabilitation process, and about the tools případně that can bedobrovolnictví. used (see detailsNein later vidět, trend je pochopitelný. Častou formou jsou filantropie, • sections); Sleva na dani z příjmu činíprojevy 18 tis. Kč (výjimečně – u osob s těžším zdravotprávem zanedbávaný je sociální pilíř, který vyžaduje komplexnější pojetí, zato zaměstnanou však obsahujeOZP). značný ním postižením/TZP - až 60 tis. Kč) ročně za jednu ¨¨ •lidských relatively detailed information about the capabilities and expectations of a perspective potenciál pro rozvoj zdrojů, stejně jako vnitřních i vnějších vztahů firmy, využitelných i pro Příspěvek na zřízení nového CHPM podle dohody uzavřené s úřadem budování sociální přidané hodnoty a zlepšování tržní pozice v budoucnosti. Nemusí se zdaleka jedemployee; práce může činit až mnohanásobek průměrné mzdy, v praxi se nat jen o etické chování, charitu a dobrovolnické aktivity. pohybuje mezi 30 management – 100 tis. Kč ––orjednorázově proti prokázaným ¨¨ support from company external professional support;

ČÁST 1. ZAMĚSTNÁVÁNÍ OZP NA VOLNÉM nákladům, dlehim §75 zákona 435/2004 Sb. ¨¨ odpovědnosti powers to enable these conditions; Koncept společenské firemto- fulfill CSR se na základě opírá o  tzv.uzavřené tři pilíře dohody – ekonomický, • Příspěvek na provoz CHPM s úřademsociální práce TRHU PRÁCE -PROČ, S KÝM A JAK NA TO ¨ ¨ personal motivation, which owes to his professional and personal experience. a environmentální. Tyto třimůže pilíře činit korespondují charakteristikami, tzv. triple-bottom-line, až 48 tis. s třemi Kč ročně trvale na jedno místo obsazené OZP. ne1. ÚVOD

A description of the employer can be briefly described – a company that is “disabled friendly” (or “friendly to Lidé se zdravotním postižením, zaměstnanci jsou věnovat: typickou skupinou osob znevýhodV oblasti sociálního CSR bypotenciální se organizace měla zejména PWD”), as follows: pilíře něných na trhu práce. Pamatuje na ně i zákon. Ukládá zaměstnavatelům plnění solidární povinnosti dodržování rovných příležitostí ¨¨ • respects in practice the rules of non-discrimination and equal opportunities; podporující jejich vstup do zaměstnání. Plnění této povinnosti je ale z mnoha důvodů spojeno s řa(pohlaví, etnické minority, zdravotně postižení a starší lidé); ¨ works with partnersna tuto and organizations of PWD associations; dou problémů systémového ¨ charakteru. Zaměření kategorii znevýhodněných osob je repre• zdraví a bezpečnosti zaměstnanců firmy; zentativní možností pro ověření přínosu sociálního pilíře CSR (SP CSR). Praxe ukazuje, že and podobně ¨¨ • haspéči no serious problems with the accessibility of workplaces means of o vzdělání a rekvalifikaci zaměstnanců; lze vyjít vstříc i dalším kategoriím znevýhodněných osob na trhu práce, například osobám 55+, osocommunication; • zaměstnávání osob se zhoršenou pozicí na trhu práce bám v rámci etnické diverzity, sexuální diverzity i v rámci dalších menšin. ¨¨ have of personal development employees – including vč.a system vytváření vhodných podmínekand protraining jejich of uplatnění; • PWD; firemní filantropii, sponzorství a dobrovolnictví; • vyváženosti pracovního a osobního strana several 5 ¨¨ already employs PWD (some in moreživota skilledzaměstnanců positions); (work-life balance); ¨¨ declares the corporate culture and open relationships by signing the Diversity • diverzitě na pracovišti (etnické minority, handicapovaní Charter (for lidé); more information part 2, section 2.3). a starší • zajištění rekvalifikace propouštěných zaměstnanců pro jejich další uplatnění; • naslouchání a dialogu se zainteresovanými partnery a osobami (stakeholdery). page 9

2. Why to employ people with disabilities

boliThe třemi „Pé“: acceptance and working integration of people with zaměstnaného disabilities is theOZP joint činí task of the entire • successful Ekvivalent „náhradního plnění“ jednoho 7násobek této mzdy, tedy v roce 2013Itčástku • Profittop – zisk (ekonomická oblast);a change company, including management, andprůměrné requires in theaktuálně attitude of everyone. is not only up to HR, Kčoblast). hodnoty odebrané produkce zaměstnavatele • or People – cca lidé 170 (sociální line managers other specialists. Ittis. is worth it if we do not try toa zaplacené shirk it. s více jak 50% OZP. • Planet – planeta (environmentální oblast); Businesses that employ PWD can confirm for the most part that the cultivation of relations between employees Společenská odpovědnost firem v současném pojetí představuje vzájemně provázaný soubor čininitiated by the presence of a worker a disability has motivated other employees, which is more effective and V oblasti sociálního pilíře by sewith organizace měla zejména věnovat: ností a postupů, které jsouCSR nedílnou součástí strana řídící strategie podniku v oblasti sociální, environmen7 permanent than charity or volunteering: tální a ekonomické a jsou realizovány nad rámecrovných zákonných povinností v zájmu zlepšení životních • dodržování příležitostí podmínek společnosti. Tuto vícerozměrnost odpovědnosti definuje Evropská (pohlaví,společenské etnické minority, zdravotněnově postižení a starší lidé); unie ¨•¨ PWD are good and reliable employees, often more responsible and loyal than jako „odpovědnost podniků za dopad jejich činnosti na společnost.“ zdraví a bezpečnosti zaměstnanců firmy; • other péčiones. o vzdělání a rekvalifikaci zaměstnanců; Koncepty firemní společenské ¨odpovědnosti vycházejí z oblastí environmentální nebo udr•¨ It zaměstnávání osob sewith zhoršenou pozicí na trhutalents práce is possibleobvykle to find PWD unilateral and versatile and potential žitelného rozvoje, nejčastěji bývají development. jakousi „vizitkou“ společenské odpovědnosti vč. vytváření vhodných podmínek pro jejich podnikání. uplatnění; Jsou víc vidět, trend je pochopitelný. Častou formoufilantropii, jsou projevy filantropie, případně dobrovolnictví. Nesponzorství a dobrovolnictví; ¨•¨ Asfiremní jobseekers, these people are a neglected, often untapped human resource. právem zanedbávaný je sociální• pilíř,vyváženosti který vyžaduje komplexnější pojetí, zato však obsahuje značný pracovního a osobního života zaměstnanců ¨¨ Incorporating these people in an ordinary workplace has a positive i pro effect on potenciál pro rozvoj lidských zdrojů, stejně jako vnitřních i vnějších vztahů firmy, využitelných (work-life balance); the behavior, motivation and social skills of other employees, thus cultivating budování sociální přidané hodnoty tržní pozice v budoucnosti. se zdaleka jed• a zlepšování diverzitě na pracovišti (etnické minority, Nemusí handicapovaní corporate culture. nat jen o etické chování, charitu a dobrovolnické aktivity. a starší lidé); zajištění rekvalifikace propouštěných zaměstnanců ¨•¨ The experience and perspective of PWD on corporate tasks can be used Koncept společenské odpovědnosti firem CSR o  tzv.personal tři pilířegoals, – ekonomický, sociální pro jejich další se uplatnění; directly or -indirectly onopírá addressing including employing PWD, a environmentální. Tyto tři pilíře• korespondují s třemi charakteristikami, tzv. triple-bottom-line, nenaslouchání a dialogu se zainteresovanými partnery as well as on the product innovation of the company in terms of the needs boli třemi „Pé“: (stakeholdery). ofa osobami potential customers from among PWD and on building a positive image • Profit – zisk (ekonomická oblast); and the surrounding area. among customers Tento manuál na vybrané ál •jje primárně People – zaměřen lidé (sociální oblast). aktivity sociálního pilíře CSR, s důrazem na zaměstnádisabled employee is a potential professional in the firm. váníEach OZP, dodržování rovných příležitostí, firemníconsultant filantropii • Planet – planeta (environmentální oblast); a dobrovolnictví a diverzitu.

ností a postupů, které jsou nedílnou součástí řídící strategie podniku v oblasti sociální, environmentální a ekonomické a jsou realizovány nad rámec zákonných povinností v zájmu zlepšení životních podmínek společnosti. Tuto vícerozměrnost společenské odpovědnosti nově definuje Evropská unie Internal relations the company in employing PWD jako2.4.2. „odpovědnost podniků in za dopad jejich and činnosti na společnost.“

2. Why to employ people with disabilities

From the nature of the current economic situation it could be easily said that most companies prefer the approach Koncepty firemní společenské obvykle z oblastí nebo” Strategic udr“emphasis on the market andodpovědnosti competitiveness, just novycházejí extra problems, weenvironmentální already have enough. žitelného rozvoje, nejčastěji bývají jakousi „vizitkou“ společenské odpovědnosti podnikání. Jsou víc decisions of top management towards the application of the social pillar of CSR as part of corporate strategy vidět, formou jsou projevy filantropie, dobrovolnictví. Ne- in are trend still rareje–pochopitelný. more typical forČastou subsidiaries of multinational companies, whichpřípadně have gained positive experience právem zanedbávaný je sociální pilíř, který vyžaduje komplexnější pojetí, zato však obsahuje značný developed markets this way. potenciál pro rozvoj lidských zdrojů, stejně jako vnitřních i vnějších vztahů firmy, využitelných i pro If an initiative e.g. by thea zlepšování legal obligation employv budoucnosti. PWD) comes from the personnel or financial budování sociální(motivated přidané hodnoty tržnítopozice Nemusí se zdaleka jeddepartments of the company, usually or at the beginning they do not have to look for support from their nat jen o etické chování, charitu a dobrovolnické aktivity. colleagues in business and production. Especially where they do not understand this goal in a long-term context. Koncept společenské firem - CSR se opírá o and tzv.qualification tři pilíře –ofekonomický, sociální can It can be claimed fromodpovědnosti experience that the adaptation, motivation people with disabilities a environmentální. Tyto tři pilíře s třemi charakteristikami, tzv. triple-bottom-line, nevery effectively complement the korespondují deficit of qualified people in the coming years (2017-20). boli třemi „Pé“: On the contrary – insensitive and unprepared prescriptive management intervention (orders “from above” • Profit zisk (ekonomická oblast);or unprepared associates with disabilities in an unprepared such as requiring the –acceptance of inappropriate • People – lidé (sociální oblast). environment) rather provokes a negative reaction and lack of motivation in those involved. • Planet – planeta (environmentální oblast); Also important is the identification and analysis of previous negative experience with the employment of PWD and their causes: pilíře CSR by se organizace měla zejména věnovat: V oblasti sociálního in the firm is an advocate of employing PWD (senior management, line •¨¨ Who dodržování rovných příležitostí (pohlaví,HR...)? etnické minority, zdravotně postižení a starší lidé); manager, •¨¨ Iszdraví a bezpečnosti zaměstnanců firmy; employing the disabled? there an influential opponent of the company • péči o vzdělání a rekvalifikaci zaměstnanců; ¨¨ Are prejudices or mental barriers against PWD ripe in the company? • zaměstnávání osob se zhoršenou pozicí na trhu práce ¨¨ Does the company have podmínek a positive experience with diversity, a flexible vč. vytváření vhodných pro jejich uplatnění; approach to work? sponzorství a dobrovolnictví; • firemní filantropii, •¨¨ Was vyváženosti a osobního života zaměstnanců a changepracovního in thinking and attitudes successfully instilled in other cases (work-life balance); and situations and by what procedures? • diverzitě na pracovišti (etnické minority, handicapovaní ¨¨ Are there people in the company who are positively disposed towards the a starší lidé); employment of PWD and what are their motives and experiences? • zajištění rekvalifikace propouštěných zaměstnanců ¨¨ How to use další themuplatnění; – one-off or continuously? pro jejich •¨¨ Isnaslouchání a dialogu se zainteresovanými it possible to create an ad hoc implementationpartnery (flexible) team across the a osobami (stakeholdery). organizational structure to “tune” the atmosphere of the company, with the support of management, to a “positive frequency wave”? (More details in Tento manuál aktivity sociálního pilíře CSR, s důrazem na zaměstnáál jje primárně zaměřen na vybrané section 4 “Map of procedures”). vání OZP, dodržování rovných příležitostí, firemní filantropii a dobrovolnictví a diverzitu. 2.4.3. Public relation (PR) LidéGrasping se zdravotním postižením, typickou skupinou znevýhodsuch a focused strategypotenciální of the socialzaměstnanci pillar of CSR isjsou somewhat more difficult osob and less attractive for něných na trhu práce. Pamatuje na ně i zákon. Ukládá zaměstnavatelům plnění solidární povinnosti seasoned PR specialists. It requires a change of approach, innovation in the usual patterns of publicity used in podporující jejich této povinnosti je aleisz mnoha důvodů s řaconnection withvstup charity,do zaměstnání. philanthropy or Plnění volunteering. The HR strategy rarely made public, spojeno so there are more dousuitable problémů systémového charakteru. Zaměření na tuto kategorii znevýhodněných osob je repremodels of presentation of specific examples of good practice, a combination of the topic with other zentativní možností pro ověření přínosu sociálního pilíře CSR (SP CSR). Praxe ukazuje, že podobně manifestations of CSR. lze vyjít vstříc i dalším kategoriím znevýhodněných osob na trhu práce, například osobám 55+, osoIn v rámci addition etnické to improving the overall image of the company, ways can also make an interesting topic: bám diverzity, sexuální diverzity i v rámci other dalších menšin. ¨¨

Utilizing the skills and perspective of a successful employee with disabilities for communicating with new customer segments and partners of strana the company. 5

¨¨

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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RELATION TO EMPLOYING PWD

Jinou formou filantropie je dobrovolnictví, které lépe než finanční podpora umožňuje sdílení společDonations, financial or non-financial support of socially beneficial activities is ai příjemce relatively widespread form of ných hodnot, projevující se vzájemným obohacením obou stran – firmy pomoci – o nové expression of corporate social responsibility, of employers who care about their image. Very often this touches the zkušenosti a úhly pohledu. segment of people with disabilities. Podrobně je support tato problematika rozpracována v přílohách č. 4 through a 5, které jsou pouze v elektronické From one-off for a project that bears the name of the donor, sustained or recurring support of verzi na přiloženém DVD. 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.

3. DOPORUČENÍ K ZAMĚSTNÁVÁNÍ OZP V BĚŽNÉM NA VOLNÉM TRHU PRÁCE This issue is PROSTŘEDÍ elaborated in detail in Annexes 4 and 5.

Autoři považují za nutné uvést v úvodu několik nejběžnějších předsudků, často spíše v rovině podvědomí, nad kterými doporučujeme se zamyslet, než přistoupíme k dalším doporučením:

3. Recommendations for employing PWD in the current environment in the open labor market

3.1 MÝTY A POVĚRY VE VZTAHU K ZAMĚSTNÁVÁNÍ OZP

Lidé se zdravotním postižením The authors consider it necessary to state jsou at thečastěji outset nemocní. a few common prejudices, often more of a subconscious Statistiky to nepotvrzují. Větší vliv v praxi má výše výdělku,tomotivace zaměstnance. Samo level, which we encourage people to think about before proceeding other recommendations: postižení není až na výjimky (postižení se záchvatovými stavy a některé specifické typy) zdrojem častějších onemocnění.

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3. DOPORUČENÍ K ZAMĚSTNÁVÁNÍ OZP V BĚŽNÉM PROSTŘEDÍ NA VOLNÉM TRHU PRÁCE 3. Recommendations for employing PWD in the current environment in the open labor market

2.5 FIREMNÍ FILANTROPIE JAKO SOUČÁST SOCIÁLNÍHO PILÍŘE CSR A JEJÍ VZTAH K ZAMĚSTNÁcultivation of the internal environment of the company – for example, in a specific working group (most VÁNÍ OZP efficient are authentic personal accounts of experience). Dárcovství, finanční podpora aktivit je poměrně rozšíře¨¨ The use of the nebo awardsnefinanční that the company hasspolečensky obtained as aprospěšných result of the practical implementation of the nou formou projevu ofspolečenské odpovědnosti firem, zaměstnavatelů, kteří pečují o  svou image. manifestations the social pillar of CSR. 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 prospěchu. 2.5. CORPORATE PHILANTHROPY AS PART k řešení OF THEzvoleného SOCIAL společenského PILLAR OF CSR AND ITS

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).

3. Recommendations for employing PWD in the current environment in the open labor market

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 DISABILITIES In 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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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, 3.2.1.stimulují Generala ovlivňují principlespracovní commonuplatnění to sensory andse zdravotním physical disabilities které osob postižením v České republice (platné v roce 2013). 3.2.1.1 How to start? Try to specify the following points and answer the following questions:

3. DOPORUČENÍ K ZAMĚSTNÁVÁNÍ OZP V BĚŽNÉM PROSTŘEDÍ NA VOLNÉM TRHU PRÁCE

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3. Recommendations for employing PWD in the current environment in the open labor market

¨ Why do you want to employ PWD? 2.2¨EKONOMICKÉ HLEDISKO ZAMĚSTNÁVÁNÍ OZP ních požadavcích na kandidáta a základní představy, jaký typ a stupeň postižení by ¨¨ How does this goal fit into the overall strategy of your organization? zaměstnance na dané pozici co nejméně limitoval. Jaké musíbudoucího řešit zaměstnavatelé s ohledem na ekonomickou stránku zaměstnávání OZP: ¨¨ otázky What benefits do you expect? • Buďte připraveni svoje představy pružně měnit a upravovat podle konkrétních mož¨¨ vhodné To whatzaměstnance extent you willing and able to accommodate non-standard conditions that often come with nostíare a schopností pracovníka, kteréhoa hlavně zaměstnáte (úprava pracoviště a pracovní Najít se zdravotním postižením vhodné pracovní pozice? Odvádět PWD? velikost doby, pracovního úvazku, možnost práce na dálku, finančníemploying sankce za neplnění potřebného počtu zaměstnaných OZP nebo najítapod.). vhodného dodavatele • Popis pracovní náplně připravte (pokud možno) pouze v základních proplněním? danou z řad zaměstnavatelů na chráněném trhu práce a řešit situaci náhradním ¨¨ specializovaných If you are a large company, specify how you will motivate your “recruiters” to also notice PWD in filling pracovní pozici nezbytných parametrech. Detaily dopracujete podle konkrétních Možnost uplatnit slevu na dani z příjmu zůstává poněkud pozapomenuta, i když u velkých a úspěšrequired positions. zdravotních omezení budoucího zaměstnance. ných může být významným financí. Využití na zřízení a provoz ¨¨ zaměstnavatelů Indicate as closely as possible what job or zdrojem jobs you are preparing for příspěvku PWD, including your ideas about chráněného pracovního místa (CHPM) je pro velkou část zaměstnavatelů spojeno s mnoha neznáthe skills and personality requirements for the job seeker and the basic idea of what type and degree of mými a také s administrativními peripetiemi. Je to však dostupný zdroj poměrně pravidelné finanční disability would be the least limiting for the prospective employee in that position. KONKRÉTNÍ SPECIFIKACI NUTNÝCH ÚPRAV PRACOVIŠTĚ A  PRACOVNÍ NÁPLNĚ JE kompenzace možných problémů – zpravidla jen počátečních. Zřizování, vymezování chráněných NUTNO VŽDY FINÁLNĚ KONZULTOVAT S  KONKRÉTNÍ OSOBOU, KTEROU SE the ROZ¨¨ Be prepared to be flexibletrvalého about your ideas and adjust them to the 4abilities possibilities of pracovních míst a uplatňování příspěvku na provoz až do výše tis. Kč and měsíčně je opakovaHODNETE ZAMĚSTNAT. V ŘADĚ PŘÍPADŮ BUDOU ÚPRAVY PRACOVIŠTĚ MINIMÁLNÍ employee zvládnutelnou you will employagendou, (modification of thelze workplace and working hours, size of workload, the nou a technicky do které proniknout. A PŘÍPRAVA PRACOVIŠTĚ SE PŘENESE DO ROVINY PŘEKONÁNÍ KOMUNIKAČNÍ BARIpossibility of home office, etc.). ÉRY MEZI ZAMĚSTNANCEM SE ZP A JEHO BUDOUCÍMI SPOLUPRACOVNÍKY. O jaké jednoduchém uvažování jedná: ¨¨ částky Preparese jobv tomto descriptions (if possible) only on the basis for the given job of the required parameters. Finalize • Roční odvod za neplnění zákonem stanoveného zaměstnaných OZP the details according to the specific health restrictions of the prospective počtu employee. 3.2.1.2 Jak a kde hledatčiní vhodné kandidáty 2,5násobek průměrné mzdy za 1. - 3. čtvrtletí předchozího roku (aktu• Kontaktujte vhodnou zaměstnávání. Kontakty na tyto álně v roce 2013agenturu cca 61 tis.podporovaného Kč za jednoho zaměstnance, aktualizováno dle vývoje průměrné mzdy každý rok). organizace pro jednotlivé druhy postižení jsou v dalším textu v kapitolách 3.2.2, THE PARTICULAR SPECIFICATIONS OF THE NECESSARY ADJUSTMENTS OF THE WORKPLACE • Sleva na dani z příjmu 18můžete tis. Kč (výjimečně – u osob s těžším 3.2.3, 3.2.4. Od těchto organizací očekávat nejenom odborné poradenství AND JOB SHOULD ALWAYS BEčiní FINALIZED WITH THE PERSON YOU DECIDE TOzdravotEMPLOY. IN ním postižením/TZP až 60 tis. Kč) ročně za jednu zaměstnanou OZP). v návaznosti na aktuální legislativu, ale také vytipování vhodných pracovních míst MANY CASES, THE ADJUSTMENTS IN THE WORKPLACE WILL BE MINIMAL AND THE WORKPLACE • OZP Příspěvek na zřízení nového CHPM dohody uzavřené s úřadem pro ve vaší firmě, posouzení podmínek na pracovišti z hlediska potřeb OZP, PREPARATION WILL REACH THE LEVEL OF podle OVERCOMING COMMUNICATION BARRIERS práce může činit až mnohanásobek průměrné mzdy, v praxi se pomoc s výběrem vhodného zaměstnance a v případě potřeby i aktivní podporu BETWEEN AN EMPLOYEE WITH DISABILITIES AND HIS FUTURE COWORKERS. pohybuje mezi 30při– nástupu 100 tis. Kč – jednorázověve vaší proti prokázaným nového zaměstnance do zaměstnání firmě a jeho zapracování. nákladům, dle §75 zákona 435/2004 Sb. • Kontaktujte střední školy, které vzdělávají žáky se ZP. 3.2.1.2 How and where to look for suitable CHPM candidates • Příspěvek na provoz na základě uzavřené dohody s úřadem práce Z těchto škol ročně odchází desítky absolventů různých oborů vzdělání. Výhodou může činit až 48 tis. Kč ročně trvale na jedno místo obsazené OZP. ¨¨ Contact the appropriate employment agency. Contacts to these organizations for various types of může být to, že škola zná své absolventy několik let a doporučení může být kon• listed Ekvivalent „náhradního plnění“ jednoho zaměstnaného OZP činíprovide expert disabilities krétnější. are inNevýhodou sections b) c) je d).to, Youže can count on these organizations to not only vybírat lze vesměs pouze mezi čerstvými absolven7násobek tétoon průměrné mzdy, tedyjobs aktuálně v roce 2013 částkuassessing the advice on ty. current laws, but also identifying suitable forpostižení PWD in your Kontakty na tyto pro odebrané jednotlivé druhy jsoucompany, vzaměstnavatele dalším textu v kapicca 170 tis. Kč školy hodnoty a zaplacené produkce conditionstolách in the workplace in view of Desítky the needsmladých of PWD, help with choosing the right employee, and, 3.2.2, 3.2.3, 3.2.4. lidí se ZP studují i na běžných středních s více jak 50% OZP. if necessary, provide active support to thestudentech new employee at the onset of pedagogická employment incentra your company školách. Přehled o těchto mají Speciálně (SPC). and his incorporation. Kontakt na teritoriálně příslušné SPC je možno bez problémů najít na internetu. strana 7 students hledáteschools, OZP s vysokoškolským vzděláním, stu¨¨ Contact• Pokud secondary where with kontaktujte disabilitiescentra are pomoci studying. která jsou v současnosti zřizováEvery yeardentům dozens se of specifickými graduates fromvzdělávacími various fieldspotřebami, of education come from these schools. The na téměř u všech vysokých škol. Kontaktováním těchto středisek mají firmy možadvantage may be that the school has known its graduates for several years and their recommendations nostspecific. navázatThe spolupráci s budoucími již během studia a připravit may be more disadvantage is that youabsolventy can generally choose jejich from only among new si je pro své potřeby i po stránce odborné. 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.

3. Recommendations for employing PWD in the current environment in the open labor market

¨¨

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 disabilities Preparing 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 hearingimpaired 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;

¨¨

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

¨¨

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

¨¨

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

¨¨

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;

¨¨

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

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

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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3. Recommendations for employing PWD in the current environment in the open labor market

¨¨

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;

¨¨

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

¨¨

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).

¨¨

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

¨¨

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

Keep in mind that:

3. Recommendations for employing PWD in the current environment in the open labor market

¨¨

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;

¨¨

special skills (even handicrafts, etc.);

¨¨

communication skills;

¨¨

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

page 16

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

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 Jak připravit pracoviště pro nového pracovníka se SP z hlediska dostupnosti i z hlediska optimálních hearing impairment and adjustments podmínek pro pracovní výkon in the environment. Obvyklé pracoviště zaměstnance SP byly zmíněnywith v úvodu tohoto bodu. Part of thepožadavky preparation na úpravu of the workplace shouldpro be an agreement onsehow the employee hearing impairment Důležitá jsoutasks školení o bezpečnosti práce (zvážit přítomnost tlumočníka českého znakového jazywill be given (written form is advised to avoid misunderstandings), and whether a Czech sign language ka), kde se všichni zaměstnanci seznámí s veškerými specifiky komunikace se zaměstnancem se SP interpreter will be necessary (or into Czech sign language or visualizer of Czech speech) at work meetings where a úpravami prostředí. the subject will be discussed. (Online interpretation can be used at www.tkcn.cz). Součástí přípravy pracoviště by měla být i dohoda, jakým způsobem budou pracovníkovi se SP za3.2.3. The minimum forpísemnou employing peopleaby with visual disabilities dávány úkoly (vhodné formou, nedocházelo k nedorozuměním) a zda bude případně nutný jazyka (příp. do znakované češtiny či vizualizátor mluvené How to tlumočník prepare thedo českého workplace forznakového visually-impaired employees – basic principles: češtiny) na pracovních schůzích, jejichž předmětem bude i diskuse. (Možnost využití tlumočení onThe biggest problems for the movement of visually-impaired people: -line na http://www.tkcn.cz). ¨¨ glass surfaces giving the impression of a passage; 3.2.3 prowith zaměstnávání osob se zrakovým postižením (OZRP) ¨¨ Minimum walls covered 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;

¨¨

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

¨¨

contrasting unmarked edges at terrain breaks (stairs);

¨¨

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.)

Jak připravit pracovní místo pro OZRP - základní principy: Slabozrakým osobám dělají při pohybu největší problémy: page 17 • prosklené plochy navozující dojem průchozího prostoru;

3. DOPORUČENÍ K ZAMĚSTNÁVÁNÍ V BĚŽNÉM PROSTŘEDÍ NA VOLNÉM TRHU PRÁCE 3. Recommendations for employing PWD in the current environment inOZP the open labor market

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

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

3. Recommendations for employing PWD in the current environment in the open labor market

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;

¨¨

Tyflokabinet – www.sons.cz/tyflokabinet;

¨¨

Kafira – www.kafira.cz;

¨¨

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);

¨¨

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

¨¨

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

page 18

¨¨

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

¨¨

Business Academy and secondary vocational school for logistics Opava, Hany Kvapilové, Opava office@ oa-opava.cz;

¨¨

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. Evaluation of the interview: Proceed as with other candidates or evaluate: ¨¨

the expertise of the applicant;

¨¨

special skills;

¨¨

communication skills;

¨¨

if needed, evaluate knowledge of foreign languages.

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

page 19

3. Recommendations for employing PWD in the current environment in the open labor market

¨¨

Nepřikládejte však význam řeči těla, mimice, gestikulaci. Některé reakce nevidomého díky absenci vizuálního vjemuan mohou býtoccur poněkud nestandardní. Výsledky různých písemných pokud jim misunderstanding entry can in certain tasks. In particular orientation in different tablestestů, and filling them nevidomého uchazeče podrobíte, hodnoťteIt střízlivě u některých úkolů může být pochybení in can be problematic for the visually impaired. does nots tím, reflectžethe intellect of the applicant or his ability to způsobeno špatným přečtením a  nepochopením zadání. Zejména orientace v  různých tabulkách work. a  jejich vyplňování může být pro OZRP problematické. To nevypovídá o  intelektu uchazeče nebo Preparing future schopnostech. able-bodied employees for communicating and working with a visually-impaired jeho pracovních person – the principles of good communication and assistance.

3. Recommendations for employing PWD in the PROSTŘEDÍ current environment in the open labor market 3. DOPORUČENÍ K ZAMĚSTNÁVÁNÍ OZP V BĚŽNÉM NA VOLNÉM TRHU PRÁCE

Příprava budoucích intaktních spolupracovníků komunikaci a spolupráci s OZRP – Standardy Future coworkers should be prepared for the arrival of na a visually-impaired employee, both his closest associates diverzitní komunikace. and the management personnel who will come into contact with the employee with visual impairment. It is Budoucí je nutno na příchod OZRP jakonjeho nejbližší spolupracovníky necessary spolupracovníky to realize beforehand that eye deformation has apřipravit, negativea to effect a person communicating with tak pracovníky managementu, kteří s  pracovníkem se ZRP přijdou do  kontaktu. Je nutno si přesomeone with a visual impairment. It is necessary to prepare for this moment. In communication, it is necessary dem uvědomit, zjevná oční působí vesměs na osobu komunikující negativně. to limit nonverbalže expressions – thedeformace visually-impaired cannot see them. Therefore, add verbals OZRP comments to your Je nutno se na tento moment připravit. V komunikaci je nutno omezit neverbální projevy - OZRP opinions and emotions and other nonverbal forms of communication when talking to a coworker with severe je nemůže vnímat. Proto své postoje a emoce a další neverbální sdělení při komunikaci se spolupravisual impairment. covníkem s těžkým zrakovým postižením doprovoďte slovním komentářem. If you meet a blind person, for example, in the hallway, always say hello first regardless of age and position and Pokud potkáte např. na chodbě, pozdravte vždy jako první bez ohledu na věk a postaadd yournevidomého name. vení a připojte své jméno. 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. Standardy diverzitní komunikace jsou samostatnou součástí projektových výstupů. Jejich dodržování nedorozumění How zamezí to prepare the workplace aforomylům. a new employee with a visual impairment in terms of accessibility and the optimal conditions for job performance Jak připravit pracoviště pro nového pracovníka se ZRP z hlediska dostupnosti i z hlediska optimálThe requirements for adjusting the workplace for employees with visual impairments were mentioned in the ních podmínek pro pracovní výkon previous sections of this material. In the context of occupational safety requirements, audible signals should be added to požadavky any visual signaling equipment. Color highlight raised thresholds or unevenness in negotiating the Obvyklé na úpravu pracoviště pro zaměstnance se ZRP byly zmíněny v předchozích boworkplace and building elements or objects protruding into walkways which a visually-impaired employee might dech tohoto materiálu. V  rámci požadavků bezpečnosti práce je obecně nutno veškerá vizuální run into. signalizační zařízení doplnit zvukovou signalizací. Barevně zvýraznit zvýšené prahy nebo nerovnosti na komunikacích na pracovišti a stavební prvky nebo do komunikace, do kteGlassed surfaces should be well marked with a distinctive tapepředměty at a heightvystupující of 1.4 m. Stairs should be marked with rých by OZRP mohla narazit. a distinctive yellow tape on the first and last step. Prosklené plochy je dobré opatřit výrazným pásem na skle ve výšce 1,4� m. U schodišť by měla být If possible, the area where a person with ahrana visualprvního impairment will be moving around in should contain contrasting výrazným žlutým pásem označena a posledního schodu. colors – e.g. black and white, yellow and black, etc. Pokud je to možné, měly by být prostory, ve kterých se pohybuje OZRP, řešeny v kontrastních barvách – např. černá a bílá, žlutá a černá apod. Most important, however, is to communicate directly with employees with visual impairments, what adjustments Nejdůležitější však je, domluvit se přímo se zaměstnancem se ZRP,can jaké úpravy potřebuje they need and what best suits them. Each person with a visual impairment have their own specifica jaké needs.mu nejvíce vyhovují. Každý člověk se ZRP může mít své specifické potřeby.

strana 21 page 20

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

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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3. Recommendations for employing PWD in the current environment in the open labor market

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.

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:

3. Recommendations for employing PWD in the current environment in the open labor market

¨¨

Jedličkův institute and schools - www.jus.cz;

¨¨

http://www.ssfdr.cz/;

¨¨

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

¨¨

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

¨¨

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

¨¨

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

¨¨

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

¨¨

consultation over the necessary retrofitting of the workplace;

¨¨

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

¨¨

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

¨¨

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

Evaluation of the interview: Proceed as with other candidates or evaluate: ¨¨

the expertise of the applicant;

¨¨

special skills (even handicraft, etc.);

¨¨

communication skills;

¨¨

if needed, evaluate knowledge of foreign languages.

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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 Do not attach importance to body language: gestures, articulation, etc., can be misleading. Various stereotypical ustanovení o „náhradním plnění“, které se dnes občas projevují. movements of a person with physical disabilities can mean something different than what you think. Přehled v příloze č. the 2 –ability Nástroje na podporu zaměstnávání OZP na volném i chráněném Moreover,uvedený check (have it shown) to use the special aids which the applicant should work with. trhu práce, která je pouze v elektronické verzi na přiloženém DVD, obsahuje výčet právních norem, Preparing future able-bodied employees for communicating and working with the physically disabled – the které stimulují a ovlivňují pracovní uplatnění osob se zdravotním postižením v České republice (platprinciples good communication and assistance né v roceof 2013). Give clear information about the new employee with physical disabilities, especially to these people in the firm:

In connection the previous information contained this section: O jaké částkywith se v tomto jednoduchém uvažováníinjedná: • Roční odvod za neplnění zákonem stanoveného počtu zaměstnaných OZP ¨¨ činí do not forget to reserve a parking space for a physically-disabled employee; 2,5násobek průměrné mzdy za 1.marked - 3. čtvrtletí předchozího roku (aktuv roce 2013 the ccafire 61 division tis. Kč za jednoho zaměstnance, dleit is ¨¨ álně be sure to inform in the building; in the event aktualizováno of an evacuation, vývoje průměrné mzdy každý rok). necessary to give priority to individuals with limited movement; • ¨¨ Sleva na dani činí 18oftis. Kč (výjimečně – employee u osob s těžším think about thez příjmu specific needs a physically-disabled as part ofzdravotOHS; ním postižením/TZP - až 60 tis. Kč) ročně za jednu zaměstnanou OZP). think from na zřízení the perspective of aCHPM physically-disabled person in others úřadem situations where, • ¨¨ Příspěvek nového podle dohody uzavřené for example, they až mnohanásobek bring and install a new copier, mzdy, the vendor offers práce může činit průměrné v praxi se a new coffee machine, you deploy a new attendance or security system that should pohybuje mezi 30 – 100 tis. Kč – jednorázově proti prokázaným be operated by all employees, etc.zákona (controls, location for nákladům, dle §75 435/2004 Sb.removing a finished product – copies, etc., replenishing consumables, all should be readily accessible, easys úřadem to managepráce – barrier• Příspěvek na provoz CHPM na základě uzavřené dohody může činit až 48 tis. Kč ročně trvale na jedno místo obsazené OZP. free!). • Ekvivalent „náhradního plnění“ jednoho zaměstnaného OZP činí The physically-disabled employee should most ordinary assistive devicesv roce before 2013 starting employment with 7násobek této have průměrné mzdy, tedy aktuálně částku you. It will only be up to you to ensure that he can fully use them. You will have to resolve any special devices cca 170 tis. Kč hodnoty odebrané a zaplacené produkce zaměstnavatele necessary for completings více a particular taskOZP. in your firm. Again, however, upon agreement with the physicallyjak 50% 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 strana 7 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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3. Recommendations for employing PWD in the current environment in the open labor market

¨ gatekeeper orHLEDISKO receptionistZAMĚSTNÁVÁNÍ (he or she can andOZP should ensure safe access to the building for the physically2.2¨EKONOMICKÉ disabled employee); Jaké musí s ohledem na ekonomickou stránku zaměstnávání OZP: ¨¨ otázky cleaning ladyřešit (shezaměstnavatelé should not use water for wiping down surfaces during working hours – major risk of someone using crutches or canes falling); Najít vhodné zaměstnance se zdravotním postižením a hlavně vhodné pracovní pozice? Odvádět ¨¨ cafeteria workers (if necessary, it could be better if a coworker helps in handing over the lunch tray, etc.); finanční sankce za neplnění potřebného počtu zaměstnaných OZP nebo najít vhodného dodavatele ¨¨ specializovaných other coworkers who will be in contact with the new trhu employee. z řad zaměstnavatelů na chráněném práce a řešit situaci náhradním plněním? Možnost slevu na dani z příjmu zůstává poněkud pozapomenuta, i když u velkých In any case,uplatnit everyone should receive basic information on the principles of good communication witha úspěša person ných zaměstnavatelů může být významným zdrojem financí. Využití příspěvku na zřízení a provoz with physical disabilities. chráněného pracovního místa (CHPM) je pro velkou část zaměstnavatelů spojeno s mnoha neznáPrinciples of good communicationperipetiemi. and assistance forvšak people with physical disabilitiespravidelné are a separate part mými a také s administrativními Je to dostupný zdroj poměrně finanční of the project outputs. kompenzace možných problémů – zpravidla jen počátečních. Zřizování, vymezování chráněných pracovních místthe a uplatňování trvalého až disabilities do výše 4 tis. Kč měsíčně je opakovaHow to prepare workplace for a new příspěvku employee na provoz with physical in terms of accessibility and nou a technicky zvládnutelnou agendou, do které lze proniknout. the optimal conditions for job performance

4. Map of procedures (How to...) 4. MAPA PROCESŮ (JAK NA TO…)

4. Map of procedures (How to...)

4. MAPA PROCESŮ 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 (JAK NA TO…) the employment of people with disabilities (and not only this group; there are certainly a number of other types of disadvantages individual approaches). Následující část requiring manuáludifferent obsahuje doporučené kroky, které vycházejí ze zahraničních i domácích praktických které mohou být vodítkem proofrozhodování, a řízení změn,in:s nimiž It contains azkušeností, possible/recommended/graphic sequence events, basedplánování on practical experience je spojeno zaměstnávání osob se zdravotním postižením (a nejen této skupiny, jistě existuje i řada a) company practice, where we often encounter prejudice, ignorance and interpersonal relationships, lowdalších typů znevýhodnění, vyžadujících jinak orientovaný individuální přístup). skilled line managers to work with people requiring special needs;

Obsahuje možný/doporučený/názorný sledakroků, b) the labor market, which suffers from lack ofvycházející coordinationz praktických for retraining zkušeností: people with disabilities, overloading a single state institution, the Employment Office of the Czech Republic, with social agendas a) and v podnikové kde často of narážíme na předsudky, neinformovanost a mezilidské vztahy, reform, and praxi, from the absence an intermediary entity (similar to what is working in several European nízkou kvalifikaci liniových manažerů pro práci s lidmi vyžadujícími specifické potřeby; countries). b) na trhu práce, který doplácí na absenci koordinace rehabilitace OZP, přetížení jediné státní Given the diversity of the conditions, the organizational structure and competence different businesses instituce – Úřadu práce ČR sociálními agendami a tzv. sociální reformouofa také na neexistenci and organizations, it involves brief recommendations aimed at guidance and inspiration, rather than zprostředkovatelského subjektu (podobného, jaký působí v řadě evropských zemí). some procedure to automatically copy. Vzhledem k různorodosti podmínek, organizační a kompetenční struktury různých podniků a organizací se jedná o  heslovitá doporučení, jejichž cílem je navést a  inspirovat, nikoli automaticky 4.1. STRATEGIC DECISION-MAKING AND ACTIONS kopírovat postup. Example: 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 4.1 STRATEGICKÉ ROZHODNUTÍ A OPATŘENÍ older. We think thatzákonem there are many jobs where could employ people with disabilities. Příklad: Neplníme stanovený podílthey 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. strana 25 page 24

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”.

Recommended step

Description of content

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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4. Map of procedures (How to...)

4.2. PILOT PART

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.

4. Map of procedures (How to...)

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 IMPLEMENTATION In 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:

Recommended step

Description of content

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.

4. Map of procedures (How to...)

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Part 2

ČÁST 2. PŘÍKLADY, ZKUŠENOSTI A SOUVISLOSTI Examples, experience and contexts

1. PRAKTICKÉ ZKUŠENOSTI S UPLATNĚNÍM SOCIÁLNÍHO PILÍŘE CSR pillar of CSR 1. Practical experience with the application of the social

1. Practical experience with the application of the social pillar of CSR

This chapter summarizes the experience of the Czech Republic and several other EU countries. 1.PRAKTICKÉ ZKUŠENOSTI S UPLATNĚNÍM SOCIÁLNÍHO PILÍŘE CSR

1.1. EMPLOYING THE DISABLED – CZECH REPUBLIC

Collecting and summarizing examples of good practice in the employment of people with disabilities in the 1.1 ZAMĚSTNÁVÁNÍ OZP - ČESKÁ REPUBLIKA Sběr sumarizace dobré praxe research, z  oblasti the zaměstnávání OZP v  ČR byl proveden formou Czecha Republic waspříkladů conducted through goal of which was to answer the question whether firms výzkumného šetření, jehož cílem bylo získat odpověď na otázky, zda firmy v ČR zaměstnávají OZP. in the Czech Republic are employing PWD. If yes, what is it doing to get there, what is their experience with Pokud ano, co je k tomu vede, jaké mají se zaměstnáváním OZP zkušenosti, zda jsou u nich uplatňoemploying PWD, whether they are applying the principles of diversity1 and whether people with disabilities are a vány principy diverzity1 a zdali jsou OZP pro zaměstnavatele přínosem nebo „povinnou“ zátěží. benefit or “mandatory” burden for employers.

Byla zvolena kvalitativní metoda výzkumného šetření,because protožequalitative kvalitativníresearch výzkumná data umožňují The qualitative method of investigation was chosen, data gives deeper insight into hlubší vhled do  problematiky a  nedochází k  cílené idealizaci předpokladů. Výzkumné šetření bylo the issue and no targeted idealization of assumptions occurs. The investigation was conducted in the form of provedeno technikou strukturovaného dotazování s otevřenými otázkami, aby firmy měly možnost structured interviews with open questions so that companies could express themselves more freely and openly. vyjádřit se volněji a otevřeněji. Otázky byly ověřeny předvýzkumem.

The questions were verified by preliminary research.

Otázek bylo 16 (mimo identifikačních) a byly rozčleněny do  subkategorií: There were 16• questions (outside of Název identification) divided into subcategories: Identifikační údaje: firmy, sídlo firmy, obor podnikání. • Zaměstnávání OZP: Rok přijetí prvního OZP, délka zaměstnávání OZP, typ postižení ¨¨ Identification data: Company name, address, type of business. zaměstnané OZP, práce OZP v profesi. ¨¨ Employing the disabled: Year ofOZP: hiringDůvod first PWD, length of employing PWD, typeOZP, of disability • Důvody zaměstnávání zaměstnávání OZP, způsob výběru opatře- of the PWD employee, work of PWD inOZP. the profession. ní the pro zaměstnávání • Přínos OZP pro firmu: Výkonnost z řadmethod OZP ve srovnání s ostatními ¨¨ Reasons for employing PWD: Reason for zaměstnanců employing PWD, of selecting PWD, measures for pracovníky, případné rozdíly. Přínos zaměstnávání OZP pro firmu.

employing PWD. Contribution of PWD for the company:

¨¨ Performance of employees from among PWD in comparison with 20. other employees, any differences. V rámci šetření bylo osloveno 50 firem, které OZP zaměstnávají, odpovědělo Jedná se tedy o reprezentativní soubor s vysokou mírou validity a reliability. Contribution of employing PWD for the company: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.

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 strana 29 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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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

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.

¨¨

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

¨¨

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

¨¨

Good atmosphere in the team.

¨¨

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

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 3 4

The years are approximate GUMOTEX, a. s., Břeclav University of Ostrava

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1. Practical experience with the application of the social pillar of CSR

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.

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

1. Practical experience with the application of the social pillar of CSR

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

not given

not given

5 6 7

and innovation

EMBA, spol. s r.o. Paseky nad Jizerou GUMOTEX, a. s., Břeclav 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 social services 5 - Stodůlky, branch Zlín bří Sousedíků 349, 760 01 Zlín

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, production and sale of beverages

2,020

24

1.19

17

Family brewery BERNARD, a. s.

5. května 1, 396 01 Humpolec

beer production

141

4

2.83

18

Linet, spol. s r. o.

Želevčice 5, 274 01 Slaný

production and in- 560 stallation of medical equipment

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, development and 293 60 Mladá Boleslav manufacture of motor vehicles and their components

24,519

326

1.33

Table 2: Employing PWD: Name of company / institution

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 people with reduced the company work capacity – 18 years (problems with the spine, heart disease)

operating and service personnel

3

BUZULUK, a. s.

1992

Since start of ZPS, disability degree the company I, II and III – 20 years

workers in manufacturing, quality controllers, THP

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1. Practical experience with the application of the social pillar of CSR

Name of company / institution

1. Practical experience with the application of the social pillar of CSR

Name of company / institution

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 THP, production limbs, deafness, partial loss of hearing due to accident

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 disabilities

administration (8), laborers (16)

17

Family brewery BERNARD, a. s.

1995

17 years

reduced work disability, partial disability

production worker, cleaning 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 management

20

Škoda Auto, a.s.

1991

21 years

disability 1st, 2nd, 3rd degree

blue-collar workers technical 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 5 4 20

55 25 20 100%

Category – Selection method

Number of employers

% of total number of employers

Responsible approach to work Tax break Employed in the firm before injury Other We do not distinguish in selection Total

2 2 4 9 3 20

10 10 20 45 12 100%

Administration University profession

Total Table 4: Method of selecting PWD

Category – Benefit of employing PWD

Number of employers

% of total number of employers

Economic viewpoint, tax credit

5 5 3 5 2 20

25 25 15 25 10 100%

Improving company image

Ethical aspects Principles of CSR PWD are reliable employees Total

1.2. EMPLOYING PEOPLE WITH DISABILITIES – FOREIGN The 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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1. Practical experience with the application of the social pillar of CSR

Table 5: Benefit of employing PWD for the company

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. Standards, awards and Diversity Charter

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

RESPONSIBLE COMPANY OF THE YEAR

Vodafone Separate category of the Czech Republic competition VODAFONE a.s. COMPANY OF THE YEAR.

FUTURUM AWARD

Basic characteristics

Organizer: Agency Communa

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

Business Leaders Forum

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

Direct relation to the activities of the project

Possible Note Relation to the activities of the project

YES

YES

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

NO

YES

For the category Occupational health and safety, employing PWD can be prospectively implemented

NO

YES

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

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TOP RESPONSIBLE COMPANY

Platform Business for Society

Two basic categories: large NO company and small company. Sub-categories are also announced. (e.g. Company friendly to seniors, etc.).

YES

A possible sub-award could be “Company friendly to PWD”

YES

YES

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

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.

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.

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.

NO

NO

This is not a competition or award, YES 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: products and work / service Granting the label is charged

YES

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

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

in cooperation with HR Partners BRIDGES AWARD

National Council of People with Disabilities

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. 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 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

BEST EMPLOYERS CR

COMPANY OF THE YEAR FOR EQUAL OPPORTUNITY

International company Aon Hewitt

A study with an output that ranks the best employers.

Gender Studies, o.p.s.

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

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.

Two categories: small and medium-sized companies, large companies TRADEMARK “WORK OF THE DISABLED”

Endowment fund for supporting people with disabilities together with the Association for Valuing Quality

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This label highlights the capabilities of PWD and their employers

2. Standards, awards and Diversity Charter

SOCIALLY BENEFICIAL Ernst & ENTREPRENEUR OF Young and THE YEAR Schwabova Foundation for Social Business

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

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

2. Standards, awards and Diversity Charter

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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