For Persons with Depression - Qaderoon

JOB ACCOMMODATIONS For Persons with Depression Edition 1

January 2017

JOB ACCOMMODATIONS for Persons with Depression

January 2017

Edition 1

Job Accommodations for Persons with Depression Edition 1, January 2017

Contents 1.

Introduction

Page 6

What is depression? 6 Types of depression 6 2.

What is an accommodation?

9

Accommodations and best practice

9

3.

How common is depression?

10

4.

Etiquette and inclusive communication

14

Meeting people who have depression

14

5.

Making accommodations

15

Recruitment and selection Job descriptions Advertising and attracting applicants Application forms Interviews and tests Case Study (1a) Retention Induction and training Working arrangements Workplace behaviour Case Study (1b) Working as part of a team Health and Safety Emergency evacuation

15 15 17 17 17 19 20 20 21 22 23 24 24 25

6.

Regulatory Framework in the Kingdom of Saudi Arabia

26

7.

Useful organisations

29

8.

Collaborative Partners

35

5


1 Introduction

This is one of a series of guides, published by the Human Resources Development Fund, which provide practical guidance for employers on specific topics relating to the employment of persons with disabilities. It will be particularly useful for human resources managers, line managers, Taqat Centres, Recruitment Offices and any services promoting the employment of persons with disabilities. What is depression? Depression is a mental health condition that affects how someone thinks, feels and behaves. Every person will experience low mood, sadness and anxiety from time to time. Low mood, however, tends to improve by resolving any issues that may be a concern, getting enough sleep, talking through problems and taking positive action. The main difference between low mood and depression however is that the symptoms of depression tend to be more severe and chronic. They also last longer or have a tendency to recur. Depression is also likely to interfere with everyday life – for example, someone with depression may not have the motivation to leave the house for days at a time There are also some specific types of depression: • Dysthymia Continuous mild depression that lasts for two years or more. Also called persistent depressive disorder or chronic depression. • Bipolar disorder Bipolar disorder is a condition that affects your moods, which can swing from one extreme to another. This mood disorder involves not just periods of depression, but also periods of elation, where the person’s mood is significantly higher than normal. During these periods, a person may have excessive energy with little need for sleep, may have grandiose ideas and may engage in risk-taking behaviour. 6


When someone becomes unwell due to depression, they may feel sad or experience a low mood. They might struggle to think, concentrate or make decisions and may even have thoughts of death or suicide. They could have a reduced interest, or take little pleasure, in day-to-day activities and feel worthless, fatigued and guilty. Depression can affect someone’s appetite, weight, sleep, hygiene, and psychomotor reactions. This means someone’s thought process and physical movements can slow down. Anxiety can also be associated with depression. Depression affects individuals differently and can range from mild, moderate and severe depression. Individuals might move between different mild, moderate and severe depression during one episode of depression or across different episodes. What causes depression? Different factors can trigger an episode of depression, for example an illness, experiencing loss, and upsetting or stressful life events. Triggers may relate to the workplace or they could be unrelated. If the stressor or trigger can be reduced through changes in the workplace these should be made. This should reduce the employee’s likelihood of taking time off sick and could make them more productive. People are more likely to have depression if a family member has had it, if they drink alcohol or use drugs. People that have had periods of depression are more likely to experience further episodes, but this is not inevitable. For some people it can be difficult to find a cause and depression may appear unexpectedly. It can be best to understand the cause of depression by considering a combination of different interacting factors. These include psychological, social, physical and chemical influences. However, many people develop depression for no apparent reason. Treatments for depression Different treatments relate to the factors that cause depression. Cognitive Behaviour Therapy, for example, addresses the way someone thinks with the aim of changing it and to then change behaviour. Medication can also be used to treat depression. In the workplace, it is best practice to make accommodations for employees who are experiencing depression. Accommodations can help reduce sickness absence and 7


not all people that have depression will necessarily take more sick days than people without disabilities. A person might know what keeps them well, how to manage their triggers and what they would like their employer to do to help them manage it. People that have depression may find that working helps them manage their depression.1

1 - http://www.mind.org.uk/information-support/types-of-mental-health-problems/depression/#.WEVLrmSLReU

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2. What is an accommodation?

Accommodations are a way of removing barriers that get in the way of a person with a disability doing their job. For example, changing where they work, the way in which they do their job or providing equipment to help them. An accommodation is not special treatment, but a way of treating people differently to give everyone the same opportunity to succeed. Accommodations may well be simple, inexpensive and make good business sense. Accommodations and best practice Employers should make accommodations for any employee who might be facing barriers at work because of a disability or long term injury or health condition – even if it has not been diagnosed as a disability or accepted as such by the individual. The best practice approach is to make ‘reasonable’ accommodations for anyone who needs them in order to work effectively and contribute fully to your organisation. Most employers will want to know what is ‘reasonable’. Doing what seems fair for the individual and others who work for you given the size and resources of your organisation is a good place to start. This guidance will help you deliver best practice. In order to demonstrate best practice: • Involve the individual in generating solutions and respect their right to confidentiality. • You might need to treat people differently in order to treat them fairly. • Don’t make assumptions about what people can and can’t do. • Ensure that everyone knows who is responsible for doing what and when it must be done. 9


3. How common is depression?

Global Depression is a common illness worldwide, with an estimated 350 million people affected.2 Depression is the leading cause of disability worldwide, and is a major contributor to disease globally.3 In the most serious cases, depression can lead to suicide. Over 800,000 people die due to suicide every year. Suicide is the second leading cause of death in 15-29-year-olds globally.

350,000,000 Affected

800,000 deaths due to suicide yearly

Suicide: 2nd leading cause of death in 15-29 years old Globally

National Studies in Saudi Arabia have revealed low detection rates for mental disorders. In the city of Al-Khobar, 22% of health clinic patients had mental disorders such as depression and anxiety, however only 8% were diagnosed. In Riyadh, 30% to 40% of those seen in primary care clinics had mental disorders and again, most were not diagnosed. In central Saudi Arabia, 18% of adults were found to have minor mental morbidity. Rates were higher among the young (15–29 years, 23%), divorced people and widows (more than 40%). Suicides have been estimated to occur at a rate of 1.1/100 000 population per annum, and to be most common among men, people aged 30 to 39 years, and immigrants.4 2. http://www.who.int/mediacentre/factsheets/fs369/en/ 3. http://www.who.int/mental_health/prevention/suicide/suicideprevent/en/ 4. http://www.who.int/mental_health/policy/services/SaudiArabia.pdf

10


Al-Khobar

Riyadh

22%

30-40%

mental disorders such as depression and anxiety

mental disorders such as depression and anxiety

8% were diagnosed

most were not diagnosed

National

Central

18% of Adults

have minor mental morbidity.

Higher Rates

23% (15-29 years)

Divorced and Widows

More than 40%

Suicides 1.1/100,000 per annum

Mostly (Men and Women aged 30-39 years) & immigrants

11


People with depression represent an undervalued and untapped pool of talent and are more likely to be unemployed than people without a disability. There is a misconception that people with depression cannot cope with employment. Do not make assumptions about what someone can do. Consider the skills, abilities and aspirations of each individual and implement appropriate and reasonable support so that everyone can maximise their potential. Most people with depression want to work - be it in paid or in voluntary positions. Research shows that employment is good for people with mental health conditions such as depression, while unemployment can be extremely damaging. Effective management of mental health in the workplace is good for business. One in four people will experience some kind of mental health problem in the course of a year. Failure to manage mental health problems effectively can also have high costs in terms of productivity, team morale and interpersonal relationships, staff turnover and individual performance. By regularly talking to employees about their work, for example in appraisals, you may be able to identify difficulties that could be attributable to an employee having depression. This will then give you an opportunity to talk about accommodations that may enable the employee to work more effectively. Accommodations may well be simple and inexpensive and make good business sense. Without accommodations, good candidates may not apply for jobs and good employees could be lost. Precise requirements vary from one individual to another. Always ask the person what they need.

12


HRDF have developed a short media piece that acts as an introduction to Mental Health. It can be seen on the HRDF YouTube channel. It shows how our mental health is not static and changes over time. While some people may experience mental health difficulties in their lifetime, people should be hopeful for the future and for their personal recovery: https://youtu.be/6xT9h36QRBQ

Who develops depression? The short answer is that anyone can develop a mental health condition such as depression at almost anytime in their life. Mental health problems affect children and older people as well as people of working age. Depression has a number of possible causes. For some people, it happens because of a traumatic life event such as bereavement, relationship breakdown, financial difficulties or bullying. In other situations, the person may have an inherent tendency towards depression, and such genetic factors can be key in the case of bipolar disorder. 5 Some people will have a condition that lasts all their lives and which they will have to manage as they would say, asthma. Many will have an episode from which they will fully recover. Having had a mental health problem in the past does not necessarily mean that the person will be ill again – some people recover fully. Others will have a fluctuating condition and so will have periods when they are well and periods when they are not.

5. http://www.aware.ie/help/information/what-is-depression/#causes

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4. Etiquette and inclusive communication A word on language when speaking about disability When speaking about disability, it is important to use the term "person (or persons) with a disability". The word "person" or "persons" and the disability is deliberately separated by the word "with", to stress that the disability does not define or describe the whole person. When referring to someone who has depression therefore, you should refer to a ‘person with depression'. It is also important not to say the people are suffering from depression. For more information on etiquette and communication, see the Human Resources Development Fund’s ‘Guide for etiquette and rules of communication with persons with disabilities’. https://www.hrdf.org.sa/Program/293/Tawafuq?bc=268 Meeting people who have depression Often the most significant barrier people with mental health conditions experience is created by the attitudes of others. Low self esteem, feelings of guilt and obsessional worries can lead to someone communicating in an unenthusiastic way or in a negative way. The individual may underestimate their positive characteristics and ability to problem solve. Group discussions can be difficult due to confidence and low self-esteem during a period of depression. Everyone is different so be perceptive and open; remember that you may not know if the person has depression. Below is some helpful advice when communicating with a person who has depression: • Be patient and non-judgmental. • Give the person time to make decisions. • If someone is displaying non-typical or distressed behaviour ask, preferably in private, if there is anything you can do to help.

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5. Making Accommodations Recruitment and selection Candidates with depression may be prevented from demonstrating their abilities and potential by conventional recruitment processes. You need to make sure that you do not discriminate against applicants with a disability during the recruitment process. You may also have to make reasonable accommodations. It is important not to make assumptions about what the applicant can or cannot do. Instead, ask applicants about accommodations as part of the recruitment process. If you use external recruitment agencies, ask for evidence that they also make accommodations for applicants with disabilities and work to the standards that underpin this guidance. It is not good practice to ask candidates questions about health or disability prior to offering the job unless the question relates directly to an intrinsic aspect of the role for which the person is applying, or is for the purpose of making accommodations to the application or interview process. This is because, information about a candidate’s health or disability gained during the application and assessment stage might encourage recruiting managers to make negative assumptions about a candidate’s ability before they have the opportunity to demonstrate that they can to do the job. Job descriptions Unreasonable expectations, conflicting demands and a lack of clarity about the scope or responsibilities of a role can generate work-related stress and may cause or exacerbate depression. When drawing up job descriptions: Concentrate on what is to be achieved in a job rather than how it is achieved. A deaf person or person with hearing difficulties may simply do things differently, e.g. communicate externally using email or in writing. 15


• Ensure that the job description clearly describes the purpose and scope of the role, as well as management support associated with the post. • Identify any inherent risks associated with the demands of the post including unreasonable or conflicting demands. Ensure you can support the successful candidate with adequate training and resources when appointed. When drawing up candidate specifications: • Be specific about what skills are needed and what the job involves. • Distinguish between essential and desirable criteria, so that you can be flexible when considering accommodations. • Concentrate on what is to be achieved in the job as opposed to how it is to be achieved. Someone with depression may be able to produce the results you are looking for by different means. For example, focus on output rather than time spent at a desk and allow employees to work flexibly to achieve core tasks where possible. • Do not place undue emphasis on formal qualifications or work experience where they are not essential to a role. Avoid an over-emphasis on soft-skills when these may not be strictly essential, e.g. try to avoid requirements like: • Must be fun loving and bubbly with an outstanding personality. • Must be a strong and committed team player. Instead write: • Must be able to build and maintain productive relationships with colleagues, clients and customers. • Must be able to work effectively in a team environment. It may be appropriate to communicate to prospective candidates that there is a particular level of pressure or responsibility attached to some roles. However such statements in job descriptions should not be regarded as an abdication of responsibility. Employers should still manage the pressure and levels of stress to which they expose their employees. Generalities such as: “Must be able to work under pressure” or “must be able to work in stressful situations” should be avoided. 16


TAQAT

www

NATIONAL LABOR GATEWAY

Advertising and attracting applicants When advertising a job: • Use positive wording like "we welcome applicants with disabilities". • Provide a point of contact for people who require accommodations for the recruitment process, using a range of contact methods (e.g. email, phone, SMS, MMS). • State that applications will be accepted in alternative formats, e.g. on paper, audio or by email. • Advertise in more than one medium. In addition to mainstream press, advertise on local radio and through the web. • Post the vacancy on Taqat National Labour Gateway. https://www.taqat.sa/web/guestemployer/home Application forms Accommodations may need to be made to the short-listing process, because an applicant with depression may: • Have gaps in their CV due to their disability. • Have gained experience outside of paid employment, e.g. work experience and voluntary work. Interviews and tests As you want to recruit the best person for the job, you need to ensure that every candidate is able to demonstrate their capacity to do the job. Applying for a job and attending interviews can lead to stress. People who have depression may find that their condition is heightened during the recruitment process. They may need accommodations made to the application and interview process to demonstrate their abilities at an equal level to others. 17


Accommodations might include: • • • • • • • • • •

Additional time during an assessment or interview. Changing the format of an application or assessment. Making the interview less formal by changing the venue to a more informal setting. The applicant may need to know details about what the interview will involve, without necessarily being given the specific questions, to help them prepare. Recruiters should focus on what is to be achieved in a role during an interview and should not make assumptions that a role will be too stressful for a person who experiences depression. Allowing candidates to be supported or accompanied at meetings and interviews by a support worker or advocate. Being flexible around time and dates. This is especially important if a candidate requires a support worker or if they experience side effects such as sleep disturbance or fatigue associated with medication. Allowing a candidate more time to complete tasks or tests devised to assess skills, which are not time critical. This may be especially appropriate for candidates who are not used to a working environment. Building in rest or toilet breaks. Provide ready access to drinking water. This may be especially important for candidates taking medication, which can have side effects like fatigue or excessive thirst.

Remember people returning to work after a period of depression or unemployment may lack confidence, but communication and interpersonal skills are likely to develop once in post.

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Case Study 1 CASE STUDY

Nasser requesting job accommodations - Part One

Nasser has been working as a construction engineer for 7 years. Nasser has experienced depression since he was a teenager following a family bereavement and his condition can fluctuate from mild to moderate. After witnessing a serious workplace accident at work in which a colleague received life changing injuries, Nasser's depression has worsened. It is having an impact on his ability to carry out his work. In particular, Nasser is having often late to work because he is struggling to sleep. As a result, he has fallen behind in his work. His doctor advises Nasser to start taking medication again but it often takes a month to two month before medication stabilises his condition. Nasser's supervisor Mamduah is aware that Nasser experiences depression and that his condition can fluctuate. Mamduah has noticed that Nasser is experiencing low mood and is not interacting with his colleagues as much as he used to.

Mumduah has a meeting with Nasser to discuss how he is feeling and whether the problems he's experiencing at work are related to his depression. During the meeting, Nasser explains that the accident he witnessed has made his depression worse. Nasser also explains that this is why he isn't interacting with colleagues. He has little energy and little interest in engaging in conservations at work.

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Retention Once someone has been offered a job, you may need to put in accommodations to ensure they can perform to their highest capability. Start getting the accommodations in place as soon as practicable after you have made an appointment – it may take time. Consult the individual and make sure that the employee’s manager or supervisor understands the agreed accommodations. Disability awareness training that includes depression and mental health awareness may be especially useful for the candidate’s team. Build in regular reviews of accommodations, for example at the end of the probationary period, in supervision sessions and appraisals to ensure that the accommodations are still effective. A tailored accommodations agreement is a good way of recording and reviewing reasonable accommodations. Ensure that you take the same approach to accommodations when an employee with depression applies for promotion, again not making assumptions about what the employee can or cannot do. Induction and training Disability and the need to make accommodations should be embedded in all policies, for example, policies on sickness, training, and appraisals. New recruits should be made aware of these policies during the induction procedure.

WELCOME

It is important that your standard induction and training programme is accessible, so that employees with depression have the same information about, for example, your organisation’s Health and Safety policies and procedures. Whether an employee with depression is returning to work or starting work for the first time, ensure they have a thorough induction: • Be sensitive. Group induction activities can require strong social skills and be difficult for those who lack confidence or have low self-esteem. • Communicate expectations of the employee clearly. Outline the job requirements and how they fit into the overall business objective. 20


• Provide peer support or a workplace mentor. This can be extremely beneficial to an employee with depression and provide their colleague with valuable personal development. • Provide training and resources to equip the individual to perform their role. Some employees with depression may need additional managerial support and supervision in the induction period. • Ensure that the person is confident and comfortable with existing tasks before you look at increasing the pace of the work or introducing new tasks. • Use an external support worker if the employee would find this useful. Working arrangements An employee may only need accommodations to be made when they are experiencing depression or low mood. They might need on-going support that helps keep them well. It could be useful to create a plan of what the employee and the manager should do, for example, if they the employee is tearful or feeling low. Agreeing this in advance will ensure that these types of situations are easier to manage when they do occur. Best practice or accommodations might include: • • • • • • • • •

Break time that is longer or more frequent. Allowing time to take personal phone calls that relate to wellbeing. Support or guidance to make decisions. Allowing the employee to listen to music and/or audio wellness apps through headphones. An employee may struggle to keep up with work meaning they need support planning it. This might include breaking tasks down into a series of small steps and setting goals to be completed one at a time. The quantity of work could be temporarily reduced. Changing activities during an episode of depression that the employee finds highly stressful or anxiety provoking. These tasks might be reintroduced once the person feels better. Flexible working hours. An employee may have difficulty sleeping or they could feel worse at certain times of the day. An employee may take medication that has side effects meaning they cannot work at certain times of the day. Offering support with prioritising workload, e.g. time management training and stress management training. 21


• If required, providing a safe, secure and confidential place to store and take medication and easy access to drinking water. • Accepting inconsistencies in behaviour or mood. • If required, allowing time off work for rehabilitation, assessments and medical, counselling or psychotherapy appointments. • Encouraging feedback. Praising employees’ achievements instils confidence; constructive criticism helps to define boundaries and expectations. • Being prepared to reallocate some duties throughout the team, remember this does not mean that the core tasks need to be removed from the job. • Recognising that everyone is different and will have their own distinctive mannerisms, behavioural patterns and personality traits. Promote a culture of acceptance that recognises and accepts that, at times, some people with mental health difficulties may communicate or behave in ways that are different to other employees. Workplace behaviour Depression may affect mood or the individual may feel physical pain, low energy levels or they may be less alert. If the employee is experiencing low self esteem, feelings of guilt or suicidal thoughts it could lead to them becoming tearful, anxious or withdrawing from others. The individual may appear to not be enjoying their work and be unmotivated. Best practice or accommodations might include: • Taking a break if someone is upset, has low energy or they need time for personal wellness techniques. • A line manager should accept inconsistencies in an employee’s behaviour or mood but they may need to explain boundaries and expectations if the employee presents inappropriate behaviour in the workplace. • More time than usual to talk or act if psychomotor reactions are slowed. • If an employee expresses suicidal thoughts: • Encourage the person to speak to their medical support and your human resource department representative. • Check their personnel file and if you are concerned about their health and safety call the person listed as their emergency contact. • Do not allow the person to leave the workplace until the employee is linked with a family member and/or a medical support. 22


Case Study 1 CASE STUDY

Nasser requesting job accommodations - Part Two

During the meeting, Nasser discussed the side effects that his medication was having on him. This included poor quality sleep and some nausea while starting the course of medication.

Nasser has asked if some of the duties could be shifted to office based assignments and flexible start times until his medication starts to work effectively.

Mamduah agrees to the temporary location to the offices of the Engineering Company Head Office and reassignment to office based duties.

Once Mamduah and Nasser agreed on the accommodations, Mamduah records the details and schedules a review in a month's time to assess if the accommodations are still necessary and if so, whether any alterations are required.

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Working as part of a team If someone is experiencing an episode of depression, they may find it hard to relate or tolerate other people. Other people may perceive their low mood as being unrelated to disability and treat them differently to how they would do when they are well. Accommodations might include: • Team activities that induce stress could be reduced during a period of depression and reintroduced when the employee feels better. • Guidance or reassurance when engaging with other people. • It might be appropriate for an employee to engage with their colleagues less during an episode of depression. If this is not possible due to their role they may be more comfortable communicating through a certain method like face-to-face, email, video call or by telephone. • Formal and informal support systems can be useful. Peer support, a workplace mentor, a disability related network or employee assistance programme might help the employee. Health and Safety

In the vast majority of cases health and safety presents no barriers to the employment of persons with disabilities. However, health and safety is frequently used as the rationale for the non-recruitment or dismissal of a person with a disability. Employers often have a mistaken belief that the employment of persons with a disability will present an unmanageable risk to the health and safety of both the person with the disability and their colleagues. If you do have health and safety-related concerns regarding an employee with depression, in order to achieve best practice, you should:

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• Adopt a case management approach. • Make an individual, objective and competent assessment of any risks associated with employment of the person with depression. • Implement accommodations which would reduce or remove risks for the individual. • Do all that is reasonably practicable to remove or reduce risks associated with the environment or work activities and to uphold safe working practices. • Deal reasonably with any cases involving residual risks.

Emergency Evacuation Employers should also provide a means of escape and have related safety precautions in place to ensure the preservation of life of all employees in the event of a fire. Employers should work with employees with a disability to develop a personal plan regarding what will happen in the event of an emergency. Considerations for persons with depression might include: • Allowing additional time to practice evacuation. • Use of a fire evacuation lift if one is available. • Additional checks by fire wardens.

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6. Regulatory Framework in the Kingdom of Saudi Arabia The rights of Persons with Disabilities have been clearly stated globally in the United Nations Convention on the Rights of Persons with Disabilities and locally in the definition of disability by the Ministry of Labor and Social Development. A.

Global In 2008 the Kingdom of Saudi Arabia signed and ratified the United Nations Convention on the Rights of Persons with Disability which states the following:

Article 27 Work and employment 11. States Parties recognize the right of persons with disabilities to work, on an equal basis with others; this includes the right to the opportunity to gain a living by work freely chosen or accepted in a labour market and work environment that is open, inclusive and accessible to persons with disabilities. States Parties shall safeguard and promote the realization of the right to work, including for those who acquire a disability during the course of employment, by taking appropriate steps, including through legislation, to, inter alia: a. Prohibit discrimination on the basis of disability with regard to all matters concerning all forms of employment, including conditions of recruitment, hiring and employment, continuance of employment, career advancement and safe and healthy working conditions; b. Protect the rights of persons with disabilities, on an equal basis with others, to just and favourable conditions of work, including equal opportunities and equal remuneration for work of equal value, safe and healthy working conditions, including protection from harassment, and the redress of grievances;

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c. Ensure that persons with disabilities are able to exercise their labour and trade union rights on an equal basis with others; d. Enable persons with disabilities to have effective access to general technical and vocational guidance programmes, placement services and vocational and continuing training; e. Promote employment opportunities and career advancement for persons with disabilities in the labour market, as well as assistance in finding, obtaining, maintaining and returning to employment; f. Promote opportunities for self-employment, entrepreneurship, the development of cooperatives and starting one’s own business; g. Employ persons with disabilities in the public sector; h. Promote the employment of persons with disabilities in the private sector through appropriate policies and measures, which may include affirmative action programmes, incentives and other measures; i. Ensure that reasonable accommodation is provided to persons with disabilities in the workplace; j. Promote the acquisition by persons with disabilities of work experience in the open labour market; k. Promote vocational and professional rehabilitation, job retention and returnto-work programmes for persons with disabilities.

22. States Parties shall ensure that persons with disabilities are not held in slavery or in servitude, and are protected, on an equal basis with others, from forced or compulsory labour.

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B. National

Who is a person with disability in the workplace? The Executive Regulations to the Labor Law via Royal Decree No. 1982 specifies the definition of disability and employment and recommendations for minimal accommodations and services. The regulation defines a person with a disability as a person who has one or more of the following permanent disabilities: a visual impairment, hearing impairment, cognitive impairment, physical impairment, mobility impairment, learning disability, communication disorder, behavioral disorder, affective disorders, autism or any other disability that is substantiated by a medical diagnosis and report by entity that is authorized by the Ministry of Labor and Social Development. The report should state that the person with disability requires minimal accommodations and/or services to enable him/her to perform his/her tasks and maintain the job. For the official legal document kindly refer to the Executive Regulations of the Labor Law and its appendices (the official copy is only available in Arabic).

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7. Useful organisations

If you are an employer that is interested in recruiting talented and skilled employees including persons with disabilities the following services, organizations and companies can facilitate your business need. p Taqat - National Labor Gateway TAQAT the national labor gateway is a major national initiative to build the largest virtual labor market platform in KSA across both, private and public sectors. TAQAT’s mission is to offer and facilitate employment and training services, efficiently and effectively, to further sustain and develop the labor force. Web

https://www.taqat.sa/web/guest/about-taqat

p HRDF Branches and Taqat Centers Web

https://www.hrdf.org.sa/Locations

Non-HRDF services or organisations listed are not necessarily endorsed by HRDF. p King Faisal Specialist Hospital Providing psychological support, medical and mental health services for people who have mental health difficulties. Tel. Web. Service Region

+966 11 464 7272 +966 12 666 7777 www.kfshrc.edu.sa Region 1, Region 2

+966 11 442 7500 920012312

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p National Committee for Mental Health Web. http://ncmh.org.sa Email. [email protected] p AlAmal Complex for Mental Health in Riyadh Provides medical care, psychological and social counseling to individuals who have mental health difficulties or are recovering from addiction. Tel. Fax. Web. Email. Service Region

+966 11 480 4548 +966 11 480 4640 www.alamal.med.sa [email protected] Region 1

p AlAmal Complex for Mental Health in Dammam Provides medical care, psychological and social counseling to individuals who have mental health difficulties or are recovering from addiction. Tel. Fax. Web. Service Region

+966 13 853 9500 +966 13 853 9590 alamalhospital.med.sa Region 4

p AlAmal Complex for Mental Health in Madinah Provides medical care, psychological and social counseling to individuals who have mental health difficulties or are recovering from addiction. Tel. Web. Service Region

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+966 14 861 9224 alamalhospital.med.sa Region 3


p AlAmal Complex for Mental Health in Qassim Provides medical care, psychological and social counseling to individuals who have mental health difficulties or are recovering from addiction. Tel. Web. Service Region

+966 16 385 2010 , +966 16 322 1648 www.bmhh.med.sa Region 5

p AlAmal Complex for Mental Health in Tabuk Provides medical care, psychological and social counseling to individuals who have mental health difficulties or are recovering from addiction. Tel. Service Region

+966 14 423 5144 Region 7

p Motmaena Medical Center Providing courses and psychological consultations for people with mental illness Tel. Service Region

+966 11 229 6669, +966 16 321 4422 Region 1, Region 5

p MediCare Providing private health services psychiatry, studies and research related to, and raise the level of awareness of health and culture own psychiatry Tel. Web. Email. Service Region

+966 11 245 7870, 920005531 www.medicare-clinics.com [email protected] Region 1

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p Thati Center for Family Counseling and Psychological Provides guidance family and psychiatry, specialized training courses in psychosocial for individuals, institutions and companies, government departments and universities Tel. Web. Service Region

+966 11 4655008 www.thati-center.com Region 1

p Social Awareness and Rehabilitation Association Family Awareness programs and provide information Tel. Web. Service Region

+966 11 269 4499, +966 11 263 4111 www.wa3i.org.sa Region 1

p Elite Specialist Clinics Providing private services for health psychiatry Tel. Web. Email Service Region

+966 13 894 0004 www.elite-clinics.net [email protected] Region 4

p Holol for Psychological and Behavioral Consulting Provides psychological and behavioral counseling under the supervision of a group of consultants and psychologists Tel. Fax Web. Service Region

+966 11 4509 876, 920000247 +966 11 450 5591 www.holol.net Region 1, Region 5

p Doroob An elearning platform by the Saudi Ministry of Labor and Social Development. Web. Service Region

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www.doroob.sa 1-13


p King Salman Center for Disability Research Research, lectures, programs and conferences relating to disability issues. Tel. Fax. Web. Service Region

+966 11 488 4401 +966 11 482 6164 www.kscdr.org.sa Region 1-13

p Business Disability Network (Qaderoon) Provides guidance, advice, training and best practice to employers to recruit, retain and include employees with disabilities through inclusive work environments. Tel. Web. Email. Service Region

+966 11 698 6116 www.qaderoon.sa [email protected] Region 1-13

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JAZAN 13

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p World Wide Web Consortium (W3C) W3C is an organisation created to develop and maintain standards on the internet that allows users to access pages on the web without display issues. Web. Service Region

www.w3.org International

p World Health Organization WHO staff work with governments and other partners in more than 150 countries to ensure the highest attainable level of health for all people. Web. Service Region

http://www.who.int/en/ International

p International Labour Organization’s Global Business and Disability Network The ILO Global Business and Disability Network is a network of multinational enterprises, employer organizations, business networks and organizations representing persons with disabilities. Web. Service Region

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http://www.businessanddisability.org/index.php/en/ International


8. Collaborative Partners

HRDF welcome feedback on this job accommodations guide from interested individuals, organisations and employers. Please contact HRDF Tawafuq at [email protected] with feedback and suggestions. • Edition 2 of the guide will incorporate feedback and include the name of organizations and employers who were part of the review. • Deadline to feedback on Edition 1 is May 1st 2017.

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