Brain injury is a relatively new concept in the work world, and employees who have suffered brain injuries are encountering problems. Those who have suffered brain injuries often have hidden disabilities. And when such disabilities are present, employers cannot understand why they cannot perform specific job functions.
According to an article written by Louisiana State University, "The Civil Rights Act of 1964 expressly forbade discrimination against minority groups in employment and other aspects of society, and the Rehabilitation Act of 1973 specifically recognized people with handicaps as a minority group."
Since then, finding a job for brain injury survivors has become exceedingly difficult. Many organizations evaluate potential employees based on disability alone. And since brain injuries are so complex, a myriad of limitations often result. If a brain injured individual is hired, employers often assess them based on their disability.
Scott Legendre has experienced discrimination on the job as a result of his disability. Having endured a missile wound which led to brain injury, he has faced challenges. Little did he know that taking a job would be another one. Legendre has worked for the federal government for nearly ten years. "In those ten years, I have advanced only one grade level," he says. He blames this on the tendencies of employers to question his ability to meet the demands of work.
Cami, a 54-year-old TBI survivor has discovered much of the same. "I have discovered not only my employers but doctors and the community as a whole are not informed about TBI," she says.
Though brain injuries have become common in recent years, employers' understanding of their implications have not. Karen Lindley experienced job discrimination when management at her job changed. When hired, Lindley told her employer that she had some cognitive disabilities. She has difficulty with short-term memory. "If someone tells me something like their name, phone number, or instructions, my ability to retain that information is unreliable, particularly if new information is given to me afterward," Lindley explains.
But after a few months of working with new management, Karen began to encounter problems. Though informed, Karen's manager began to overwhelm her with information. When she was unable to retain the information, her manager grew angry.
Karen tried to explain her situation, but was pulled to the side. "This is the way I do business. I am not going to write you an e-mail, or just a few words on a post-it. And if you can't remember what I tell you, we may have to make some changes around here," the manager told her.
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