Predicting Communication Access Needs for Deaf Employees

In many workplaces, ensuring proper communication for Deaf employees who utilize sign language often involves either contracting with interpreting agencies or hiring staff interpreters. The challenge for employers lies in accurately forecasting the communication access needs of these employees.

Traditionally, organizations might look to historical data to estimate future needs. However, this method proves inadequate for determining the precise number of interpreters or the hours required for effective communication accessibility. The practice of hiring interpreters for each specific need, calculated on a per-assignment basis, can lead to exorbitant costs. This is due to the hourly minimums typically imposed by the interpreting industry, which can double expenses compared to hiring interpreters for full days. Such a model not only increases costs but also limits the frequency and quality of communication access for Deaf employees.

Interpreters usually work in pairs to facilitate seamless communication. To facilitate effective communication in a group conversation, generally, a team of interpreters is required— one interpreter signs the spoken content for the Deaf employee, while the other voices in English what the Deaf employee signs. This dynamic is crucial for the Deaf employee’s participation in various meetings and discussions beyond one-on-one interactions. However, limiting the amount of hours a Deaf employee has access to their team of interpreters can severely restrict a Deaf employee's involvement in group conversation, directly impacting their opportunities for involvement in team projects and potential for career advancement.

Underestimating the need for interpreters can hinder the ability to make immediate adjustments for spontaneous needs, particularly in environments like government agencies when have lengthy and complex processes in government contracting. This can perpetuate a non-inclusive culture, potentially deterring skilled individuals with disabilities from seeking or maintaining employment and affecting overall employee morale and productivity.

Moreover, relying solely on a reactive, historical data-driven approach may delay addressing communication needs until they are fully apparent and documented. A more proactive strategy, anticipating and preparing for future needs, can foster a more inclusive environment. This approach not only accommodates current legal standards and trends but also focuses on the individualized needs of employees, enhancing their workplace experience and opportunities.

Thus, to foster an inclusive and dynamic workplace, organizations should move beyond conventional methods and adopt a more holistic approach that considers both current and future accommodation needs. This not only ensures compliance with legal requirements but also supports the growth and integration of employees with disabilities, contributing to a more productive and positive workplace environment.