Newsletter of the Executive Grade - General Grades Office
March 1998
Issue No. 143
   
 
KIT 143 - Table of Contents
Editor's Note
Employ the Disabled
An Able Disabled Officer - Bennet HA
An Interview with the Commissioner for Rehabilitation
Advice for Managing Mentally-ill Staff
Integration of IT into Day-to-Day Work
IT Glossaries
Human Resources Management
Management Glossaries
Highlights of Training Activities
Management Jokes
行家小檔案
News from GGO
Snapshots
Somewhere in Time
 
Editorial Board
 

An Interview with the Commissioner for Rehabilitation


 

Mr Gus CHOI Chi-wa, SPEO took up the post of the Commissioner for Rehabilitation in January 1996. He is concerned that many officers are still reluctant to accept disabled officers in their work place.

"As EOs are pioneer HRM practitioners, we should act as a change agent and exert influence on departmental management in increasing the intake of disabled candidates. Whenever possible, we should set a good example by taking the lead in placing disabled officers in our own offices," said Gus. "Many office administrative duties are suitable for disabled officers, for example, many of them can operate computers skillfully and they fit perfectly well in the development of a multi-skilled general support service."

"Disabled officers prefer a familiar working environment," Gus continued. "Normally, they are more cautious in their work and inter-personal relationship. They are in general more dedicated workers. Sometimes, we get less devoted service from those able-bodied officers who are looking but not seeing (視而不見), hearing but not listening (聽而不聞), talking but without substance (言之無物) and sitting but not concentrating (坐而不定). Understandably, disabled officers may have to seek medical treatment periodically but this is no different from all of us who have to consult the doctor whenever we fall sick."

"... we should set a good example by taking the lead in placing disabled officers in our own offices," said Gus.
"... we should set a good example by taking the lead in placing disabled officers in our own offices," said Gus.

"Requests from disabled officers for working near their residence should be handled sympathetically as far as possible because our public transport system is not yet barrier-free and Rehabus service is as expensive as taking taxis. Helping one's disabled subordinates or colleagues to solve their travelling problems to work should not be regarded as a special favour but a good management practice that should be applied to all officers whenever practicable."

Last but not least, Gus asked colleagues to put themselves in other people's shoes (將心比己). "If we can help others without affecting our operations, why not offer our hands? Who could say for sure that we would never become disabled in one way or another and need help from others?"

Fiona CHAK, David SO

 

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