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Ergonomics is a holistic discipline encompassing a wide range of special interest groups. The role of an ergonomics consultant is to provide integrated solutions to improve comfort, safety and productivity. In Australia, there are two types of consultants - generalists and specialists. Both have training in ergonomics but specialist knowledge may be the result of previous education or work experience. This paper presents three projects illustrating generalist and specialist (visual ergonomics) consultancy: development of a vision screening protocol, solving visual discomfort in an office environment and solving postural discomfort in heavy industry. These case studies demonstrate how multiple ergonomics consultants may work together to solve ergonomics problems. It also describes some of the challenges for consultants, for those engaging their services and for the ergonomics profession, e.g. recognizing the boundaries of expertise, sharing information with business competitors, the costs-benefits of engaging multiple consultants and the risk of fragmentation of ergonomics knowledge and solutions. Since ergonomics problems are often multifaceted, ergonomics consultants should have a solid grounding in all domains of ergonomics, even if they ultimately only practice in one specialty or domain. This will benefit the profession and ensure that ergonomics remains a holistic discipline. [ABSTRACT FROM AUTHOR]

BACKGROUND: There is entrenched exclusion of around half the working age people with disability in Australia and elsewhere. There also appears to be a lack of attention being paid to the ‘demand’ side of efforts to improve the employment of people with disability, particularly in relation to small and medium sized organizations. OBJECTIVE: To identify gaps in disability employment research, policy, and strategies in relation to small to medium employers; and to identify challenges and potential solutions for these employers in becoming disability confident and inclusive organizations. METHODS: A comprehensive search of literature was conducted including published articles, books, and reports. Searches were also conducted on relevant government and disability employment related web sites. RESULTS: First, although larger employers are contributing to the discussion of ways to increase the employment of people with disability, small to medium employers are largely missing from the discussion. Second, reliance on the broad business case argument alone for employing people with disability, is not enough to change attitudes and organizational cultures that are at the root of the workforce exclusion of people with disability. CONCLUSIONS: The major barrier to employment of people with disability is negative attitudes that result in discriminatory organizational cultures. Current initiatives in this area are not addressing the needs or potential role of small to medium organizations. Solutions to both these issues are described. [ABSTRACT FROM AUTHOR]

BACKGROUND: The Australian Government has applied considerable focus to improving the unemployment rate of people with disability through initiatives to build their capacity and job readiness. Far less attention has been paid to addressing the needs of business, especially small- to medium-sized enterprises (SME). OBJECTIVE: We evaluated the Diversity Field Officer Service (DFOS) pilot, which aimed to address that gap through providing direct support to SME to build disability confidence and more inclusive organizations. METHODS: We used a mixed method approach (pre- and post-service surveys along with post-service semi-structured interviews) with representatives from 36 businesses. We used descriptive statistics and thematic analysis to summarise the survey data and interview material, respectively. RESULTS: Confidence in employing people with disability increased, as did the employment of, and intention to employ, people with disability. Many businesses were implementing, or planning to implement, measures to increase the employment of people with disability. DFOS capacity building exercises and activities (e.g., one-to-one conversations to understand the specific needs and challenges of their businesses) were all rated highly. Participants were generally supportive of an ongoing role for DFOS. CONCLUSION: The DFOS holds promise as a strategy to increase the employment of people with disability in SME. [ABSTRACT FROM AUTHOR]