Office workplaces are usually abuzz with activity!  Mostly, we like to think it is productive work, but obstacles sometimes present themselves that slow our momentum and turn into downright distractions!  Then you have those dynamic and unique interpersonal relationships starting as mere acquaintances sharing a common thread (work), but in time, if you are fortunate, you may make new friends.  Studies have shown that your workmates can definitely affect your level of success in the office.

Ask.com recently commissioned Harris Interactive to conduct a study on Office Workplace Productivity.  The study revealed some interesting findings.  61 percent of distractions at work come from noisy colleagues.  With the more prevalent cubicles and openness of office space, 27 percent (in spite of their noisy coworkers) prefer the open room setting.   Curiously, 46 percent reported that while they were physically located close to their colleagues, they communicate electronically with them as opposed to face-to-face conversations.

Another big distraction comes from those friendly, well-meaning coworkers (40 percent) who decide to call an impromptu meeting by stopping at your work station at their convenience.  Speaking of meetings, 24 percent feel they have “meeting fatigue,” from spending more time in meetings talking about work than doing it.  While we all understand the importance of interaction and collaboration with our coworkers, 86 percent of the respondents stated that in order to reach maximum productivity they prefer working alone.

Everyone agrees that uninterrupted focus time is essential for peak productivity.  Our brains operate better when we focus on one thing for a few minutes at a time that allows us to actually think.  Minimizing distractions is difficult, and they won’t ever be completely abolished, but each employee can do their part.  Will you think twice before you open that bag of chips in your cube or when you walk by a coworker’s desk and can’t resist the urge to interrupt them?

What distractions affect your workplace?  We’d like to hear your comments!

Source:  PRNewswire, “New Ask.com Study Reveals Distractions in Workplace,” May 7, 2013.

The Americans with Disabilities Act (ADA) was designed to prohibit discrimination on the basis of disability in employment, as well as various other public sector arenas.   For the ADA to afford protection to an individual, he must have a physical or mental impairment that substantially limits one or more major life activities, have a history or record of such an impairment, or is one who is perceived by others as having such an impairment.

An employer has particular obligations to employees and applicants with disabilities.  An employer may not ask questions about an applicant’s disability before making a job offer, and it requires that employers make reasonable accommodations to the known physical or mental limitations of otherwise qualified individuals with disabilities, unless it results in undue hardship.  Reasonable accommodations require several things, but we are going to focus on these two:

• Treat the person as an individual.  Don’t make comparisons or generalize their disability.
• Commit to and engage in the interactive process.

A recent case to consider is that of Nicholas Keith who became certified as a lifeguard in Oakland County, Michigan.  Keith was offered a lifeguard position with the county contingent on a medical exam, but was later rejected.  I should mention that Nicholas Keith was born deaf and cannot speak.  After a doctor examined Keith and a consulting firm performed a job-analysis for the tasks he would perform as a lifeguard, both determined he could not do the job.  Keith sued the county for allegedly violating the ADA.  The district court dismissed the case, but the appeals court upheld his case and sent it back to the district court to be reviewed again.  One of the things the appellate court considered in its determination was that the county did not engage in an interactive process with Keith.  Rather, the county accepted the opinion of the doctor and consultant instead.  Interactively conversing with Keith to determine if there were any reasonable accommodations of which he was aware that would allow him to be a lifeguard could have saved the county a lot in legal fees.  If the county would have asked him, Keith could have told them has the ability to detect loud noises because he has a cochlear implant!

The takeaway is not to judge someone by what we think we know.  Communicate with your employees and applicants to whom you have made an offer, who may need accommodations that are not hardships on your company.  Both you and your employees will benefit!