Monika Hołymczuk and Piotr Konopka designed this workshop based on their 19 years of experience in building effective remote teams of professionals with disabilities.
Legal Foundations and Disability Assessment System
The training begins with a comprehensive review of legal regulations, including:
Workshop content
The workshop thoroughly discusses 15 key disability categories, including:
This module focuses on:
Case study session (30 minutes)
Participants work on real examples, such as:
Interactive exercises including:
The InnoThink model is based on building remote teams of qualified specialists with disabilities tailored to the client’s business needs. It allows companies to eliminate the PFRON penalty entirely, gain valuable employees, enhance organizational culture, and fulfill ESG and CSR objectives.
No. Inclusive management is simply good management. What’s needed is awareness, flexibility, and open communication — not different principles. Clear goals, feedback, and equal access to development apply universally to all teams.
A manager does not need an exotic method for managing persons with disabilities. The manager needs clear goals, regular feedback, one-to-one meetings, access to information and rapid escalation of problems. Training helps managers agree necessary adjustments, speak openly and avoid two extremes: overprotection and avoiding difficult conversations with the employee.
Before launch, the manager should be able to describe a task, verify its completion and respond to a problem. We also agree when to contact InnoThink and when HR must be involved. The preparation scope follows the role and the team’s needs, rather than an obligation to organise an extensive training programme for the entire company.
Common myths include lower productivity or higher absenteeism. In reality, our employees perform at peer levels with similar attendance. We address concerns with data, training, and real examples that shift perception from “risk” to “value.”
We discuss needs related to performing the work and do not require anyone to explain a diagnosis publicly. We agree preferred communication channels, availability, information-sharing methods and privacy boundaries. A manager should know what helps the employee achieve results. The team does not need a medical file or a weekly seminar about disability.
Health information is shared only with the people who need it, to the extent necessary and permitted. With the team, we agree how work is organised, not a right to know another person’s diagnosis. When tension arises, the manager explains the collaboration rules and expected results without disclosing private information.
The same accountability standards do not require identical working conditions. We set goals, quality standards and deadlines while openly agreeing the necessary adjustments. When a delivery problem occurs, we work with facts, feedback and the standard management process. Neither disability nor the team’s frustration replaces a discussion about the specific result.
We first distinguish among a genuine limitation, missing tools, an unclear instruction and failure to complete an agreed task. Each situation requires a different response. Necessary adjustments are not withdrawn because they are unpopular, but feedback and performance assessment are not abandoned either. The dispute is resolved using the specific task, not labels attached to the employee.
