Latest / The Diversity Career Podcast with Fexingo: Inclusion, Equity, and Underrepresented Professionals / How a Utility Built a Career Track for Blind Technicians
Transcript
- Lucas: So Luna, there's a utility company I've been digging into — they've built what they call a career track for blind technicians. And it's not a token hire or a pilot that fizzles out. It's a structured path with real promotion potential. Luna: A career track — that's the key, right? Not just a job placement, but something with upward mobility. Lucas: Exactly. And what's interesting is how they approached it. They didn't start with accommodations. They started by asking, 'What can our technicians actually do on the job, and how can we redesign tasks to play to different strengths?' That reframing changed everything. Luna: So they looked at the job itself, not the person. That's a totally different starting point than most companies. Lucas: Right. And they had to be honest about the physical demands of the role. Climbing poles, working with high voltage — there are genuine safety constraints. But they realized a huge part of the job is diagnostic work, reading meters, analyzing voltage data, troubleshooting from a control room. A lot of that is auditory or tactile. Luna: Oh, that's a good point. A lot of technician work is listening for hums, feeling for vibrations, identifying problems by sound. Lucas: Exactly. So they partnered with a local organization for the blind to do a task analysis. They shadowed veteran technicians and broke down every task into sensory components. They found that something like forty percent of diagnostic tasks could be performed with adapted tools that relied on non-visual feedback. Luna: Forty percent — that's substantial. So they didn't just create a separate 'blind technician' role; they opened up a real portion of the core job. Lucas: And that's the critical part — they created two sub-specialties. One is field technician for low-voltage work, like smart meter installation and maintenance. The other is a remote diagnostics specialist, who works in a control center monitoring grid data. Both are on the same pay grade as the traditional technician track. Luna: So they actually restructured the career ladder. That's not a small accommodation — that's a systemic change. Lucas: It is. And they invested in technology to support it. For the field role, they use a device that converts meter readouts into haptic feedback — a vibration pattern that tells the technician if the reading is normal or off. For the control center, they use screen-reading software that narrates the data streams. Luna: Haptic feedback for meter reading — that's clever. But how did they handle the training? Did they have to build a whole separate program? Lucas: They actually redesigned their apprenticeship. Instead of relying on visual demonstrations, they brought in instructors who specialize in teaching through auditory and tactile methods. They also paired new hires with mentor technicians — some sighted, some blind — so there's a peer support network from day one. Luna: That mentorship piece is so important. It's not just about the technology; it's about having someone who's been there. Lucas: And the results have been pretty striking. Since the program started two years ago, they've hired twelve blind or visually impaired technicians. All of them have completed the apprenticeship, and several have already been promoted to senior technician roles. Luna: Twelve hires in two years — that's not just a pilot, that's a pipeline. And promotions, too. That's real career progression. Lucas: But here's what I find fascinating: the program wasn't just about helping one group. They discovered that the redesigned job descriptions and the remote diagnostics role made the company more attractive to other candidates too, like veterans with mobility issues and older workers who might have struggled with the physical demands. Luna: That's the ripple effect. You design for one excluded group, and suddenly you unlock talent from other overlooked pools. Lucas: Yeah, and it's a reminder that inclusion isn't just a moral imperative — it's a talent strategy. They tapped into a workforce that's often unemployed or underemployed, and they got loyal, skilled employees. Luna: So what was the hardest part? I imagine the safety regulations were a hurdle. Lucas: They were. There were some OSHA regulations that seemed to assume a sighted worker. But they worked closely with their safety team and with disability advocacy groups to find compliant alternatives. For example, instead of relying on visual signals, they implemented a buddy system for high-voltage work, where a sighted partner gives verbal confirmation. Luna: So it was about creative problem-solving, not just checking a diversity box. Lucas: Exactly. And I think that's the lesson for other companies — this isn't about lowering standards. The safety standards are still rigorous; they just found a different way to meet them. Luna: Lucas, this is the kind of story that makes you think about the broader potential. If a utility can do this, what about other industries? Lucas: That's the big question. And honestly, a lot of companies don't even know where to start. That's one reason we do these deep dives — to show that it's possible, and to give practical examples. Luna: And if you're listening and you've gotten something out of these episodes, I know Lucas and I both appreciate that. The show is ad-free, and it stays that way because of listeners who support us on Buy Me a Coffee. Lucas: Yeah, even a couple of dollars a month genuinely makes a difference. If you're able, you can find us at buy me a coffee dot com slash fexingo. It's a small gesture that keeps these stories coming. Luna: And now, back to that ripple effect — because I want to dig into how this utility's program is influencing other companies in the sector. Lucas: Well, that's the exciting part. They've started sharing their playbook. They've hosted webinars and published case studies, and at least two other utilities have already reached out to adapt the model. Luna: So it's becoming a movement, not just a one-off. Lucas: It's still early, but the potential is real. And there's one more piece I want to highlight: the employee resource group they set up for disabled employees. It's not just for blind techs — it's for anyone with a disability, and it's given a seat at the table for policy decisions. Luna: That's how you sustain the effort. You give people a voice in the ongoing evolution. Lucas: Exactly. And that's something any company can do, regardless of industry. You don't have to have a massive budget; you need leadership buy-in and a willingness to rethink assumptions. Luna: So, what's a first step for a hiring manager listening who wants to do something similar? Lucas: I'd say start with a task audit. Take a job you're trying to fill and break down the tasks into sensory and cognitive components. Ask 'What is actually essential here, and what could be done differently?' You'll probably be surprised at what you find. Luna: That's a practical starting point. And it doesn't cost anything but time. Lucas: Right. And then reach out to local disability organizations. They have the expertise and often the training infrastructure. You don't have to reinvent the wheel. Luna: It's a great example of turning diversity into a business advantage. And I'm curious — how are the blind technicians themselves responding to the career track? Are they finding it fulfilling? Lucas: From the interviews I've read, they're really enthusiastic. One technician said it was the first time she felt like her disability was seen as an asset, not a problem to be worked around. Another mentioned that the remote diagnostics role was perfect for his strengths — he could hear subtle variations in power flow that others missed. Luna: That's a powerful reframe. Their disability actually becomes a source of expertise. Lucas: And it's not just about job satisfaction. The company reports higher retention rates in these roles compared to traditional technician positions. People are staying because they feel valued and challenged. Luna: That's the bottom-line impact. Lower turnover, higher engagement — that's a business case any CFO can support. Lucas: Yeah, and that's the message I hope listeners take away: inclusion isn't a cost, it's an investment. It just requires a bit of creativity and a genuine commitment. Luna: So, what's next for the program? Are they expanding to other roles? Lucas: They're actually looking at their customer service and dispatch roles now. They've found that some of the same principles apply — using text-based communication and adaptive interfaces can make those roles accessible to a wider range of people. Luna: It's a whole ecosystem approach. They're not just stopping at one department. Lucas: Exactly. And I think that's the model for the future. We're seeing more companies realize that disability inclusion is a competitive edge, and the ones who get it right are the ones who think systematically. Luna: It's been a great conversation, Lucas. I think we've given listeners a lot to think about. Lucas: Absolutely. And if you're curious about how this could apply to your own industry, maybe start with that task audit. You never know what you might discover.