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Recruiting, managing 
and developing people 
with a disability or 
health condition
A practical guide for line managers
In col aboration with:

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Introduction 4
‘Disclosure’ and confidentiality 
19
  Workplace diversity and inclusion 
4
  An individual’s choice 
19 
  Disability Confident 
4
  The benefits of ‘disclosing’ a disability 
19
  Who is the guide for 
4
  Encouraging ‘disclosure’ 
19
  How the guide can help you 
5
  Confidentiality & consent to share information  20
 
  Sources of advice 
21
Why it makes good business sense 
6
  The business case for employing 
Retaining people 
22
  disabled people 
6
  An effective framework for retaining people 
22
 
  Returning to work 
22
The role of the line manager 
7
  Sources of advice 
23
  Creating inclusive workplaces 

  Day-to-day management of employees 
Managing performance and development 
24
  with a disability or health condition 
7
  Accessing training and development 
24
  Making adjustments to the performance 
Legal responsibilities and definitions 
8
  management process 
24
  The definition of disability 

  Discussing performance 
24
  The duty to make reasonable adjustments 
8
  Adjustments and improving performance 
25 
  Sources of advice 
8
  Sources of advice 
25
Sickness absence 
26
Language and behaviour 
9
  Effective management of sickness absence 
26
 Language 
9
  Long-term absence and returning to work 
27
 Communication 
10
  Disability-related absence 
27
  Offering assistance 
10
  Sources of advice 
28
  Sources of advice 
10
Career progression 
29
Workplace adjustments 
11
  Adjustments and moving jobs 
29
  The cost of adjustments and Access to Work  11
  Examples of adjustments 
12
Leaving the business or organisation 
30
  Sources of advice 
13
  Dismissing an individual 
30
  Exit interviews 
30 
Recruiting people 
14
  Redundancy criteria and processes 
30
  Attracting a wider range of talent 
14 
  Sources of advice 
31 
  Making adjustments to your recruitment 
 
 processes 
15
Further information and support 
32
  Sources of advice 
16
  Equality and inclusion good practice and 
  the law 

32
Welcoming new starters 
17
  Advice and support on disabilities and 
  Accessible induction 
17 
  health conditions for employers 
33
  Discussing and making adjustments for new 
  Disability organisations 
34
  team members 
17
  Sources of advice 
18
End notes 
36
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A practical guide for line managers





 
The Disability Confident scheme aims to help employers make the most of the opportunities 
provided by employing and developing disabled people.
It is voluntary and has been developed by employers, disabled people’s representatives 
and the government. The scheme has three levels that have been designed to support 
employers on their Disability Confident journey. It is free and easy to sign up
 In col aboration with:
 
 
The CIPD is the professional body for HR and people development. The not-for-profit 
organisation champions better work and working lives and has been setting the benchmark 
for excel ence in people and organisation development for more than 100 years. It has 
150,000 members across the world, provides thought leadership through independent 
research on the world of work, and offers professional training and accreditation for those 
working in HR and learning and development. 
This guide has been produced with the support of a number of individuals and organisations. 
Disability Confident and the CIPD are enormously grateful for their advice and feedback. 
PMS 3005C
R0 G122 B201
C100 M28 Y0 K0
HEX #007AC9
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link to page 36 link to page 36 Introduction
 
Promoting and supporting diversity in the workplace is an important 
aspect of good people management - it’s about valuing everyone in the 
organisation as an individual. However, to reap the benefits of a diverse 
workforce it’s vital to have an inclusive environment where everyone 
feels able to participate and achieve their potential.i
The Disability Confident scheme has been designed by employers and disabled people’s 
representatives to support and recognise businesses that are actively inclusive in their 
recruitment and retention practices. Scheme members have free access to guidance, peer 
support groups and specialist events to give them the skil s and confidence to employ disabled 
people. Members also receive accreditation when they join the scheme, including a certificate 
and Disability Confident badge to use on their website and in recruitment adverts. Employers 
can join Disability Confident here.
The CIPD’s Health and Wel being at Work survey reportii found that the knowledge and 
confidence of line managers is the most common chal enge their organisations experience 
in managing people with a disability or long-term health condition. That’s why Disability 
Confident and the CIPD have worked in partnership to develop this guide which aims to 
support line managers and anyone who leads another individual or team – from those 
working in large organisations to owner-managers of small firms. We also hope it will be a 
useful resource for HR professionals or anyone with an interest in the management of people 
with a disability or long-term health condition.
We know that managers are busy people who want to enable everyone in their team to fulfil 
their potential. This guide therefore aims to be a quick and easy reference tool for managers 
to use in their daily work, providing key information and advice on the employment of 
disabled people. It doesn’t aim to answer every question a manager might have, but it’s a 
starting point and includes links throughout to further, more detailed information.
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Introduction
Using this guide should help managers to:
•  Attract the most suitable talent to the organisation 
•  Be confident about managing and supporting col eagues with a disability or health 
condition, from recruitment and induction through to training, development and 
progression 
•  Understand, identify and reduce the barriers that could potential y be preventing a 
col eague with a disability or health condition from performing and/or developing to their 
full potential 
•  Identify appropriate workplace changes or adjustments to support team members with 
a disability or health condition to reach their full potential and thrive at work
•  Ensure fair treatment for col eagues and foster an inclusive working environment.
Users of this guide will also find that much of the advice is relevant to enable all team 
members to perform at their best, regardless of their identity, background or circumstance, 
and whether they have a disability or not.  
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link to page 36 link to page 36 Why it makes good business sense
 
Employers are increasingly recognising the importance of employing a 
diverse workforce and of being inclusive to attract, retain and develop 
people with the skil s they need. However, some groups remain under-
represented in the jobs market meaning a loss of skil s and talent to the 
economy and employers.
There are seven mil ion people of working age with a disability or long-term health condition 
in the UK and yet only around half of them are in workiii. This represents a huge pool of 
untapped talent which businesses can’t afford to ignore, particularly in view of the ageing 
population and the likelihood that a greater proportion of the workforce will develop a health 
condition or disability. 
Organisations with a diverse and inclusive workforce can tap into the different perspectives 
and skil s which can boost innovation and performance. Those that aren’t inclusive and 
don’t manage health and disability effectively risk their wider reputation as an employer and 
business, and also risk legal action if they don’t comply with equalities law. 
But organisations that have a positive and inclusive approach to managing disability can reap 
benefits in terms of increased loyalty and commitment from staff. It also makes commercial 
sense. The best businesses like to reflect the make-up of their consumer base in their 
workforce – disabled customers and their families have a spending power worth £249 bil ion.vi
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The role of the line manager
 
Line managers have a vital role in creating an inclusive working 
environment to attract and retain valuable skil s and talent - providing 
day-to-day leadership, removing barriers and building a culture in which 
everyone is respected and has the opportunity to reach their potential.
Effective management of people with a disability or health condition will help you to improve your 
team’s performance and morale, retain valuable team members and reduce sickness absence. 
It’s the line manager who: 
•  Has the ongoing responsibility for implementing the people management policies and 
practices that will affect how supported someone with a disability or health condition 
feels, and whether they can be effective in their role 
•  Will typical y be the first point of contact if someone needs to discuss their health 
concerns or who needs a change or adjustment to their work or working hours, to enable 
them to perform to their full potential
•  Is usual y responsible for managing absence and keeping in touch if someone is off work 
ill or because of their disability, as well as supporting an effective return to work. 
It’s therefore essential that a line manager is knowledgeable about the organisation’s 
framework for managing people with a disability or health condition, and understands their role 
within that. This includes the organisation’s responsibility to make reasonable adjustments. 
The type of relationship that a manager builds with team members is also key. A 
management style based on trust is essential if someone with a disability is going to feel 
comfortable and empowered to discuss their condition and receive the support they need. 
This approach will also help to develop an open and inclusive culture based on respect. 
This means line managers having regular one-to-ones with staff, being comfortable having 
sensitive conversations and asking how people are on a regular basis. If people in your team 
(or those joining you) know you have a positive approach to equality and inclusiveness, they 
will be much more likely to tell you about their disability or health condition. 
There is more information on CIPD’s website about diversity and inclusion in the workplace. 
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link to page 36 Legal responsibilities and definitions
 
The Equality Act 2010 protects people against discrimination at work 
because of their disability or long-term health condition. 
The definition of disability
The Act defines a disability as a physical or mental impairment which has a substantial and 
long-term adverse effect of a person’s ability to carry out normal day-to-day activities. This 
covers a wide range of people and impairments, some of which may not be immediately 
obvious. For example, 3.4 mil ion people have mental health-related impairment, 2 mil ion 
have a learning disability and 1.7 mil ion have a visual impairmentiv.  
‘Reasonable’ adjustments
Employers also have a duty under the Equality Act to make ‘reasonable adjustments’ for 
people with a disability if there are any aspects of a job or workplace which put them at 
a disadvantage. An employer failing to make ‘reasonable adjustments’ for a disabled job 
applicant or employee is one of the most common types of disability discrimination.
Sources of advice
There is more information on the Equality Act at Equality Act 2010: guidance - GOV.UK and 
the definition of disability at Equality Act 2010: how it might affect you - GOV.UK. Acas has 
also produced a guide on Disability discrimination: key points for the workplace.  
You can find more on making workplace adjustments later in this guide. More detailed 
information is also available from Acas on ‘reasonable adjustments’
 
 
TOP TIPS
•   Legal definitions may sound complicated, so the Business Disability Forum (BDF) 
says it is better to concentrate on what adjustments you can make to ensure all 
employees – whether they have an apparent disability or not – have the support 
needed to do their job to the best of their ability.

•  Many adjustments are straightforward, don’t cost anything and can be 
implemented easily.
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Language and behaviour
 
The disability charity Scope have found that two-thirds of people say they 
feel awkward when they meet disabled people. There can be a variety of 
reasons for this – some people may not know many disabled people and 
some simply worry about saying or doing the wrong thing.
Some basic advice on situations you may encounter at work is outlined below. If you would 
like more information and guidance, Scope’s ‘End the awkward’ initiative provides more 
practical tips on what to do and what not to do in a variety of situations.  
Language
Disabled people will often have different preferences and views on what language they find 
appropriate or inappropriate. If you are unsure about how to say something, ask the person 
what they would prefer. 
In general, don’t worry about using common expressions, such as ‘see you later’ in front of 
someone who has a visual impairment or ‘I’ve got to run’ in front of a wheelchair user.
‘End the awkward’ provides tips on preferred language, but there are a few general rules to 
be aware of:
•  Avoid saying someone is ‘suffering from’ as it encourages a view of that person as 
a ‘victim’
•  Don’t use col ective terms or labels like ‘the disabled’, ‘the deaf’, ‘the blind’
•  Don’t describe people by their impairment, for example, ‘she is a diabetic’ 
•  Don’t describe people without a disability as ‘able bodied’ or ‘normal’ – not all disability is 
physical. People with conditions that are not physical, such as autism, may also describe 
themselves as disabled.
Be respectful in the language you use about disability, and expect the same of others, 
whether a disabled person is present or not.
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Language and behaviour
Communication
There are simple principles you can bear in mind when thinking about how you communicate 
about disability at work:
•  Talk to a disabled person as you would to anyone else – focus on a person’s ability rather 
than their disability 
•  How much someone wishes to talk about their disability depends on their individual 
preferences 
•  Speak directly to the disabled person, not their support worker or interpreter
•  If you are having trouble understanding someone’s speech, it’s okay to ask them to repeat 
themselves. Don’t pretend to understand or finish someone’s sentences – be patient. 
Offering assistance
•  Don’t assume a disabled person wants or needs your help 
•  As a basic courtesy, ask before you help and wait until the disabled person accepts your 
offer. Once the person has accepted your offer, listen or ask for specific instructions
•  Don’t worry if your offer is turned down. 
Sources of advice
More advice on language and behaviour is available at ‘End the awkward’. Remploy have also 
produced some hints and tips on ‘disability etiquette’. 
TOP TIPS
Following some basic principles in your day-to-day interactions will help:
•   Don’t make assumptions – everyone is different, so take your lead from the 
individual. 
•   Treat everyone with respect – talk to disabled people in the same way as you talk to 
everyone else. 
•  Don’t worry – being over-sensitive will stop you doing or saying anything. 
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link to page 36 Workplace adjustments
 
Certain aspects or conditions of a job or the workplace can represent 
a barrier for someone with a disability which can mean they are 
disadvantaged. As explained in the section on ‘Legal responsibilities and 
definitions’, employers have a duty to make ‘reasonable adjustments’ for 
people with a disability to help remove that disadvantage.
Adjustments are changes that are made to the work environment or the way the work is 
carried out, so that someone with a disability can do their job more effectively. 
Half of disabled employees state that workplace adjustments are the single most important 
factor helping them to remain in workv. It’s important to remember that:
•  Not all adjustments relate to the physical working environment, such as wheelchair ramps 
•  Other adjustments can be less tangible but just as important, such as changing work 
hours or increasing one-to-one supervision
•  Workplace adjustments can be made for anyone, and not just employees with a disability 
or health condition – for example, changing the working hours of someone who has 
caring responsibilities. 
The cost of adjustments and Access to Work
Some employers worry that employing disabled people and making adjustments will result in 
significant additional costs, but most adjustments cost nothing or very little. 
Where there are costs, financial support may be available for individuals through, for 
example, the government’s Access to Work scheme.
 
Access to Work provides funding for adaptations to the workplace both on 
recruitment and during employment of individuals with a disability or long-
term health condition. This includes specialist equipment, premises alterations, 
assistance travelling to and from work, and some personal support. 

Applications must be made by the employee (although managers should ensure that 
an application has been made if funding is needed).

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Workplace adjustments
Examples of adjustments
Workplace adjustments can include:
•  A more flexible working arrangement, for example, al owing someone to work from home 
or changing their hours so they don’t have to travel to work in the rush hour 
•  Arranging more one-to-one supervision or additional training, or providing a mentor 
•  Making a physical change to the workplace or workstation, for example, changing a desk 
height, or moving office furniture to improve access
•  Altering assessment procedures – such as giving extra time, providing assistive technology 
or offering a ‘work trial’ instead of a traditional formal interview
•  Providing extra equipment or assistance, for example, a new chair or specific software.
Consider ways you can be flexible about how a job is done. By discussing with the employee 
how a job can be done differently, you can often find ways it can be done better. Usual y, the 
individual will have the best ideas on what changes can make the biggest difference to how 
well they can do their job. Many adjustments are straightforward, don’t cost anything and 
can be implemented easily. 
You should keep agreed adjustments under review to see how well they are working and if 
any others are needed.  
Once an adjustment has been agreed, it should be implemented as soon as possible. Keep 
a written record of any agreed adjustments. This will help you and your team member to 
review the adjustments made. This can also be used to pass information to a person’s new 
manager if they move jobs in the future.
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Workplace adjustments
Sources of advice
You are not expected to be an adjustment expert, so take specialist advice where necessary:
•  Use your HR or Occupational Health team if you have one 
•  If you don’t, you could contact Fit for Work or the Access to Work service at 
Jobcentre Plus 
•  Remploy have produced a Disability Guide providing practical advice for employers on 
supporting people with a range of disabilities in the workplace. They also have awareness 
factsheets o
n a range of disabilities and health conditions
•  The Equality and Human Rights Commission has a guide on ‘Employing people: workplace 
adjustments’
•  Specialist disability groups can also provide advice and information on workplace 
adjustments for people with particular disabilities. Links to a range of these are on 
pages 23-24.
 
TOP TIPS

•  Don’t make assumptions about an individual’s abilities or requirements. Some people 
with a disability or long-term health condition don’t need any adjustments. 
•  Treat each employee as an individual. An adjustment for one person may not be 
appropriate for someone with the same condition.
•  Talk to the person who may need an adjustment to find out specifically the problems 
they are experiencing and what would make the most difference – they will be 
the best judge of their ability and some may be able to suggest an adjustment 
themselves.

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Recruiting people
 
When recruiting a new member of your team, the aim should be to 
hire the most suitable person for the job, so the person with the skil s, 
qualities and experience needed for the role. Therefore, job and person 
specifications, application forms and interview questions etc. should 
focus on these.
Attracting a wide range of applicants
You are more likely to find the most suitable person if your recruitment processes are 
designed to attract a wide range of talent and give all candidates, including those with 
a disability or long-term health condition, the opportunity to demonstrate their abilities 
and potential. 
To attract a wide range of applicants: 
•  Make it clear in your recruitment literature that your organisation is committed to inclusion 
and diversity, and welcomes applications from people with a disability or long-term 
health condition 
•  Display your Disability Confident badge 
•  Advertise your vacancy through a range of media to appeal to a diverse audience and 
consider using a mix of channels, including those that specifical y reach disabled people
•  Provide a contact point for people who may have questions about the recruitment process
•  Consider offering disabled people an interview if they meet the minimum criteria for 
the job. 
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Recruiting people
Making adjustments to your recruitment process
You may need to make adjustments to each stage of the recruitment process to make sure 
you don’t put any candidate at a disadvantage because of their disability or health condition. 
You can’t ask questions about an individual’s health or disability during the recruitment 
process (except in limited circumstances). However, as part of the recruitment process 
it’s important to ask all applicants whether they need any particular adjustments or 
arrangements for any part of the recruitment or selection process.
Make sure you give every candidate the opportunity to discuss these in advance of an 
interview or other selection test. You shouldn’t make assumptions about what adjustments 
are needed or are feasible. 
Adjustments to your recruitment or selection processes could include:
•  Ensuring that the interview room is accessible or appropriately equipped
•  Al owing a support worker to attend an interview if required
•  Offering communication support if needed 
•  Adapting tests or selection exercises, for example, by granting some additional time for 
completion, or questioning whether timed tests are needed at al .
You might want to consider whether you could take an alternative approach to get the best 
outcome, for example, by asking: 
•  Do you need to have traditional face-to-face interviews
•  Can you give the option of an interview via video-link or online if it suits the candidate 
better
•  Would a ‘work trial’ rather than a formal interview give you a clearer indication of a 
person’s suitability for the job (by giving them an opportunity to show you what they can 
do, rather than tell you about it)? 
Remember, many adjustments are straightforward and can be implemented easily, at little or 
no cost. 
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link to page 34 link to page 35 Recruiting people
Sources of advice
Do seek expert advice where necessary: 
•  Use your HR or Occupational Health team if you have one 
•  If you don’t, Jobcentre Plus offers help for recruiters and there are a number of 
organisations who specialise in supporting disabled people into work, including Ingeus, 
Remploy, Shaw Trust, Reed in Partnership and Pluss
•  The Recruitment Industry Disability Initiative helps recruiters and employers to become 
disability confident and offer more job opportunities to people with disabilities
•  Specialist disability groups can also provide advice on workplace adjustments for people 
with particular disabilities. Links to a range of these are on pages 34-35.  
•  Your local Jobcentre or disability groups may be able to put you in touch with local 
support networks. 
Further information on recruitment is available at www.gov.uk/recruitment-disabled-people.
TOP TIPS
•  You can’t ask questions about an individual’s health or disability during the 
recruitment process (except in limited circumstances). 
•  But you should ask all applicants whether they need any particular arrangements or 
adjustments for any part of the recruitment or 
selection process. 

•  State clearly that adjustments are available – for the application process, the 
interview and the job itself – so applicants understand why telling you might be 
beneficial.

•   Think about possible barriers and adjustments before you start the recruitment 
process. You may need to make adjustments at each stage to ensure all candidates 
have the opportunity to demonstrate their abilities. 

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Welcoming new starters 
 
Starting a new role or job can be stressful, so a good induction for all new 
starters in your team’s important to help them settle in and familiarise 
themselves with the workplace, col eagues and their role. If you can, you 
might also want to consider having a mentor or ‘buddy’ for new starters.
Making adjustments for new team members
If you’re aware that your new team member has a disability or health condition, arrange to 
talk to them as soon as possible after their appointment to discuss any adjustments they 
may need in their new job, so these can be put in place before they start. It might be useful to 
confirm next steps and any agreed adjustments in writing.
As with all employees, you should discuss the job with the new starter on their first day, to 
familiarise them with workplace policies and practices and to outline your expectations. 
Ensure your new team member has the equipment and adjustments needed to do the job as 
soon as they start. If anything is not in place, tell the individual what you are still waiting for 
and when it is expected.
Once the new team member is in post and has a clearer sense of their day-to-day work, it 
may be worth having a further discussion with them to ensure the agreed adjustments are 
meeting their needs.  
Keep a written record of any agreed adjustments. This will help you and your team member 
to review the adjustments made and how well they are working. This can also be used to 
pass information to a person’s new manager if they move jobs in the future. 
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Welcoming new starters
Sources of advice
The Business Disability Forum have developed a template for managers to record 
adjustments. Further information on workplace induction is available from Acas.
TOP TIPS
•   It is important that your team’s induction processes are accessible for all new 
starters and are personalised to their particular needs so they can quickly 
become productive.

•   Talk to your new team member as soon as possible after their appointment to 
welcome them and to discuss any adjustments they may need in their new job. 
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‘Disclosure’ and confidentiality
 
An individual’s disability or long-term health condition may not be visible. 
For example, you may not know about a person’s mental health problem 
unless they tell you about it.
An individual’s choice to tell you about their disability
Employees vary in their preferences regarding what they tell their employer about their 
disability or health condition. Some choose not to say anything because, for example, they 
are concerned it will jeopardise their future career prospects, or they are simply daunted 
by the prospect of the discussion. There is no legal requirement for someone to disclose a 
disability to their employer. 
The benefits of disclosure
Sharing information about a disability or health condition can be beneficial for both the 
individual and the employer. If an employee informs their employer about their disability or 
health condition, effective adjustments can be put in place for that individual, giving them the 
opportunity to ful y utilise their skil s and abilities.
Encouraging disclosure
Actively promoting a positive approach towards health and wel being by the organisation, 
and a clear commitment to disability and inclusion, can encourage your team members to 
feel more confident about tel ing you about their disability or long-term health condition.
The discussion doesn’t need to be daunting. The term ‘disclosure’ sounds formal and has 
negative and/or legal connotations for some people. Using more informal, everyday language 
might help to break down the barriers around discussing disability. Ask people to “share” or 
“tel ” rather than “disclose” or “declare”.
Someone’s health or disability can be a sensitive issue, but most people would prefer a 
concerned and genuine enquiry about how they are as opposed to silence. 
Often employees will not feel confident in speaking up, so a manager making the first move 
to open up the conversation can be important. Disability charity Scope’s report ‘Let’s talk: 
improving conversations about disability at work
’ includes tips for employers to encourage 
employees to share information about their disability or health condition.
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A practical guide for line managers

‘Disclosure’ and confidentiality
In the case of someone who may be stressed or experiencing a mental health issue, the 
mental health charity Mind has information that may be a useful starting point for these 
conversations, which could be useful for any type of health issue as well as mental health. 
Mind and the CIPD have also developed a good practice guide for managers to help them 
manage mental health
 issues at work. 
If a member of your team wants to discuss their disability or health condition, conversations 
should be private and in a place where the individual is comfortable. Listen with empathy 
and respond with openness and common sense. You may also start to discuss possible 
adjustments and support. 
Confidentiality and consent to share information
If an employee has told you about their disability or health condition, as with any personal 
information, this should be treated as confidential. You should give all members of your team 
reassurance of this.
Consent to share information about a disability or health condition must always be sought 
from the individual concerned. If a person doesn’t give you consent to share their information, 
this must be respected.
If your team member gives permission for information about their disability to be shared, 
discuss with them who will be told and by whom, and what they want and don’t want 
col eagues to know. 
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‘Disclosure’ and confidentiality
Sources of advice
You can find further advice on sharing information in Acas’s ‘Do employees have to tell their 
employers they have a disability?’ gu
ide. Acas have also produced guidance on handling 
difficult and sensitive conversations

CIPD have further information on health and wel being at work. 
TOP TIPS
•  Your team members are more likely to tell you about their disability or health 
condition if they feel comfortable doing so. 
•   A positive, open culture about health and wellbeing can increase an individual’s 
trust and confidence to raise any issues with you. 
•  Using everyday language can help to reduce any stigma an individual may feel about 
telling you about their disability or health condition.
•  Make sure you have consent from an employee before sharing their details with 
anyone. This should include what can be shared and with whom.
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Retaining people
 
The overwhelming majority of people with a disability or health condition 
develop it during their working life.
An effective framework for retention
Having an effective framework in place to retain people with a disability or health condition 
is crucial – it saves money on recruitment and training, and prevents businesses from losing 
valuable skil s and talent. 
If a member of your team becomes disabled or if their existing condition worsens, as far as 
you can, treat them in the same way as a new starter who has a disability. But be aware 
that they may still be coming to terms with their disability and how it is affecting their 
day-to-day life. 
Initial y someone may not want to discuss their disability with you. If this is the case, make 
sure there is signposting for the individual to have a confidential discussion with someone 
else, for example, a wel -being champion or HR adviser.
Returning to work
If a person is looking to return to work after a long absence, make it clear you are open to 
have a discussion with them about making adjustments to help ease them back into work. 
These could include, for example: 
•  A phased return to work initial y working certain days a week or having shorter days for a 
period of time (and adjusted duties during that time)
•  Re-designing a person’s job role 
•  A move to a different role.  
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link to page 34 link to page 35 Retaining people
Sources of advice
You are not expected to be an adjustment expert, so take specialist advice where necessary:
•  Use your HR or Occupational Health team if you have one 
•  If you don’t, you can get help from the Employer Adviser and Work Psychology Services at 
Jobcentre Plus, or you could contact Fit for Work or the Access to Work service 
•  Remploy provide a range of specialist, practical advice and guidance for employers to 
support people in the workplace with a range of disabilities and health conditions. This 
includes mental health and wel being, a disability guide, disability awareness factsheets 
and training 
•  The Equality and Human Rights Commission has a guide on ‘Employing people: workplace 
adjustments’
•  Specialist disability groups can also provide advice on workplace adjustments for people 
with particular disabilities. Links to a range of these are on pages 34-35.  
 
TOP TIPS
•  Don’t make assumptions about an individual’s abilities or requirements. 
•  Talk to the person about potential workplace adjustments. However, if they have 
only recently acquired their disability, they may not know the barriers they are likely 
to face at work yet, or how they can be overcome.

•  Keep a written record of any agreed adjustments and keep them under regular 
review to see how well they are working.
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Managing performance and development 
 
There should never be assumptions about someone’s ability to perform 
to a high standard due to a disability or health condition. Developing 
an inclusive culture means recognising that people with a disability or 
long-term health condition can thrive at work if they have the 
appropriate understanding and support.
Access to training and development
Ensure all team members have equal access to training and development and career 
opportunities. If training is being delivered outside your team member’s workplace, check 
that the training is accessible.
Making adjustments to the performance management process
Most large and medium-sized employers have formal performance management and 
appraisal processes in place. You may need to consider adjustments to these to ensure a 
disabled team member can participate ful y and is not disadvantaged by any part of the 
process. Adjustments could include, for example: 
•  Using accessible meeting rooms 
•  Al owing the team member longer to prepare for meetings and appraisals 
•  Having a work col eague or advocate present to support them. 
Discussing performance
Remember that performance management should, in essence, be a positive process and 
focus on the support needed to help everyone perform to the best of their ability. 
To effectively manage your team’s performance, you should have regular discussions 
with all of your team members on a one-to-one basis. These discussions can be formal 
meetings focused on the individual’s work, providing constructive feedback and identifying 
development needs. 
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Managing performance and development
However, a more informal approach can be an effective way of giving ongoing feedback 
and exploring any issues which may be affecting an individual’s performance, such as an 
underlying health condition. Informal conversations can be used to identify possible 
solutions to overcome any barriers a person is facing, and to help them perform to the best 
of their ability.
Discussions or meetings about performance should focus on the employee’s work, but asking 
straightforward, open questions about how they are and whether anything is affecting their 
performance can encourage people to open up about any health issues. 
Adjustments and improving performance
It’s important that the performance management process takes full account of any health 
condition or disability where there is under-performance on the part of an individual. These 
should be ful y explored and discussed before any formal process is initiated. The focus of 
any performance management process should be on positive improvement, and supportive 
measures put in place to help someone reach their potential. 
If under-performance is an issue, you need to discuss potential adjustments or support that 
could help bridge someone’s gap in performance. Possible adjustments could include extra 
training or supervision, providing a mentor or adjusting someone’s responsibilities. 
Sources of advice
Acas have produced guidance on good performance management.  
TOP TIPS
•  Ensure all team members have equal access to training and development and career 
opportunities.
•  An informal element to performance management is key to encouraging trust and 
openness. This will then make it easier for an individual to disclose any underlying 
health issues (if they choose to do so) and identify any adjustments needed.

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Sickness absence
 
Don’t assume that team members with a disability or health condition 
will have more sickness absence than any other team members – this is 
often not the case. For example, Mencap have found that if placed in the 
right job, people with a learning disability actual y have fewer sick days 
than people without a learning disability.
Effective absence management
Employees may need time off for a variety of reasons, from short-term sickness to longer-
term health issues. Effective absence management is vital to support the needs of individuals 
and minimise the impact on the business. 
As a line manager, you have a crucial role to play in this, from day-to-day management of 
sickness absences to creating an open and inclusive working environment where col eagues 
feel able to discuss health and wel being issues.
These also link to effective management of people with a disability or health condition in your 
team. This could be, for example: 
•  Recognising when absences might be related to a disability
•  How to support an individual where this could be the case
•  How you manage an individual’s absences related to their known disability or health 
condition.
If one of your team members is taking a lot of time off sick, and you are not aware of any 
disability or health condition, discuss this with them to find out exactly the cause of the 
problems they are experiencing and whether workplace adjustments can be made to 
help them. 
Discussions about health issues can be difficult for both employees and managers. An 
informal approach can be a good way to encourage an open, two-way dialogue about any 
barriers your team member is facing, and how they might be overcome.
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Sickness absence
Long-term absence and returning to work
Stay in regular contact with any employee who is absent for a long time, not only to find out 
how they are, but also to keep them in touch with work. This will make the transition back to 
work easier for the person when they are ready to return. 
If a person is looking to return to work after a long-term absence, discuss with them 
adjustments which can help to ease them back into the work routine.
These could include, for example: 
•  A phased return to work initial y working certain days a week or having shorter days for a 
period of time (and adjusted duties during that time)
•  Re-designing a person’s job role
•  A move to a different role.  
Disability-related absence
In some circumstances, some people with a disability or long-term health condition may 
need to take additional time off, for example, for medical treatment or rehabilitation. 
Standard treatment and recording of these absences can mean that that person faces a 
disadvantage as a result of their disability. Expert organisations such as the Business Disability 
Forum recommends recording ‘standard’ sickness and disability-related absence separately to 
avoid this. Some employers have a ‘disability leave’ policy to help managers to do this.
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Sickness absence
Sources of advice
A number of organisations have produced advice and guidance on managing absence, 
including the Health and Safety Executive, CIPD and Acas.
Fit for Work offers free and impartial advice to anyone looking for help with issues around 
health, work and sickness absence.
 
TOP TIPS
•  Creating an open and supportive environment can help give team members the 
confidence to discuss an underlying health condition or disability, and explore 
possible adjustments to help them overcome any barriers they face.   

•   Record disability-related absence separately from other sickness absences, so that 
employment decisions, such as bonuses or disciplinary action, are not affected by 
a person’s disability. 

•  Be clear, consistent and open about your approach on sickness absence to avoid 
misunderstanding and concern.
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Career progression
 
Disabled people and those with long-term health conditions should 
have the same opportunities for promotion and progression as all team 
members. You might want to explore additional opportunities to support 
progression for disabled team members, such as mentoring or peer 
support with other disabled employees.
Adjustments and moving jobs
If a disabled member of your team is moving to another part of your organisation, their new 
manager will need to know the adjustments they need as soon as possible. Remember to ask 
your team member if you can pass on any information and reports on workplace adjustments 
so they can be put in place automatical y.  
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Leaving the business or organisation
 
There are a number of other reasons an employee may leave you 
team. These include voluntary resignation, dismissal, redundancy 
and retirement.
Dismissal
If you are considering dismissing an employee with a disability, you need to make sure 
you have taken all reasonable steps to, for example, improve that person’s performance 
or attendance. 
Exit interviews
All employees who resign should be offered an exit interview. They can be asked if their 
decision to leave was influenced by a disability or health condition. The feedback can be used 
to see what could be done differently in future.  
Redundancy criteria and processes
If you are considering making redundancies, you need to make sure that people with a 
disability or health condition are not placed at a disadvantage because of their condition. 
Think careful y about the criteria you use to select employees for redundancy, which should 
be objective. You will need to make adjustments to any criteria that would place a disabled 
employee at a disadvantage. For example, if sickness absence is a criterion, you could exclude 
disability-related absence from the absences you take into account.
You will need to make sure that the way you manage the redundancy process doesn’t 
disadvantage a disabled person. For example, by making alternative arrangements if 
someone is unable to attend a meeting about the terms of the redundancy for a reason 
related to their condition. 
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Leaving the business or organisation
Sources of advice
For further information on changing and leaving employment, the Acas Disability 
discrimination: key points for the workplace
 guide covers promotion, dismissal and 
redundancy.
The Equality and Human Rights Commission have produced guidance on ‘Avoiding unlawful 
discrimination when dismissing a worker
’.
TOP TIPS
•   If your team member who is moving jobs has a workplace adjustment agreement, 
sharing this with their new line manager is often the best way to pass on 
information. 

•  If a disabled member of your team asks you for a reference, remember to focus 
on that person’s skills, experience and qualities. Don’t mention their disability or 
health condition.

•  If you are considering making redundancies, make sure disabled people are not 
disadvantaged in your redundancy selection criteria or in the way you manage 
the process.  

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Further information and support
 
Equality and inclusion – good practice and the law
The fol owing organisations provide a range of information and guidance on workplace 
inclusion and the legal framework – the Equality Act 2010.
Chartered Institute of Personnel and Development (CIPD)
CIPD is the professional body for HR and people development. It provides information on 
a range of people management issues, including diversity, inclusion and wel being in the 
workplace. 
Equality and Human Rights Commission (EHRC) 
The EHRC promotes and monitors human rights. It has a range of information on disability 
discrimination, including:
•  Guidance for employers on the Equality Act 2010
•  Employing people, workplace adjustments
Advisory, Conciliation and Arbitration Services (Acas)
Acas provides free and impartial information, advice, and training to employers and 
employees on all aspects of workplace relations and employment law, including a number of 
disability discrimination and health at work: 
•  key points for the workplace
•  obligations for employers
•  myths about disability in the workplace
•  mental health in the workplace
•  health and wel being
Employers Network for Equality and Inclusion (enei)
enei is an employer network promoting workplace equality and inclusion of employers. It can 
provide training, consultancy and information for members. 
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Further information and support
Advice and support on disabilities and health conditions for employers
The fol owing are sources of information and advice on recruiting, retaining and developing 
disabled people.
Disability Confident 
The Disability Confident webpage provides guidance and resources about employing disabled 
people and how the Disability Confident employer scheme can help your business. There is 
also a range of case studies available on the webpage.
GOV.UK
Gov.uk includes guidance for employers on employing disabled people, information about 
Access to Work and the services provided by Jobcentre Plus.
Business Disability Forum (BDF) 
Business Disability Forum is a not for profit member organisation that offers information, 
support and advice to help businesses across all sectors to recruit and retain disabled people 
and to serve disabled customers. It can help employers to make sure that their recruitment 
tools and processes are ful y accessible for disabled people.
Purple
Purple seeks to bring disabled people and businesses together and provides a range of 
support services. 
The Recruitment Industry Disability Initiative (RIDI)
RIDI’s purpose is to break down the barriers faced by disabled people who are entering or 
progressing through the job market. They help recruiters and employers to become disability 
confident and offer more job opportunities to people with disabilities.
British Association for Supported Employment (BASE) 
BASE is the national trade association involved in securing employment for disabled people. 
Their website offers guidance for employers on disability and work. BASE members work 
closely with disabled jobseekers and employers to help find sustainable work for the 
disabled person.
Ingeus
Ingeus deliver specialist services in employment and health, working with employers to 
support their workforce development and recruitment.
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Further information and support
Pluss
Pluss is a social enterprise which supports disabled people into work and provide disability 
employment services tailored to employers.
Reed in Partnership
Reed in Partnership provides services that positively transform people and their communities. 
They deliver employment support, skil s training, youth services, health interventions and 
business support.
Remploy
Remploy is the UK’s leading disability specialist, with more than 70 years of experience 
delivering employment and skil s support. They provide a bespoke range of resources for 
employers including:
Attracting, developing and retaining an inclusive workforce
Mental health and wel being
Training
A disability guide
Disability awareness factsheets.
Workplace adjustments advice and guidance
Skil s and apprenticeship programmes
Shaw Trust 
Shaw Trust provide specialist services for employers UK-wide, including training and 
consultancy, accessibility and absence management services. Shaw Trust accessibility services 
also advise on making digital and physical environments accessible.   
Disability organisations
The fol owing are organisations which represent disabled people and therefore have specialist 
knowledge on a range of disabilities and health conditions and offer advice and guidance 
for employers: 
•  Scope provides information on a range of disabilities and health conditions
•  Leonard Cheshire Disability can help businesses make their workplaces as inclusive as possible
•  Disability Rights UK provides a number of services for employers
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Further information and support
The fol owing are organisations which can provide support and information on particular 
disabilities and health conditions:
•  Arthritis – Arthritis Research UK
•  Attention Deficit Hyperactivity Disorder (ADHD) – AADD-UK
•  Autism - Autism Al iance UKAutism Plus and The National Autistic Society.
•  Back-related pain – BackCare
•  Diabetes – Diabetes UK
•  Dyslexia - Dyslexia Action and British Dyslexia Association
•  Dyspraxia – Dyspraxia Foundation
•  Epilepsy - Epilepsy Action
•  Hearing impairment - Action on Hearing Loss, British Deaf Association & 
UK Council on Deafness
•  Heart disease – British Heart Foundation
•  Learning disabilities - British Institute of Learning DisabilitiesMencap
•  Mental health - Mind, Rethink Mental Il ness, SANE and Time to Change.
•  Multiple Sclerosis - Multiple Sclerosis Society
•  Muscular Dystrophy - Muscular Dystrophy UK
•  Speech impairment - The British Stammering Association
•  Spinal injuries – Spinal Injuries Association
•  Strokes - Stroke Association
•  Visual impairment - RNIB
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Endnotes
 
i  https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet
ii  https://www.cipd.co.uk/knowledge/culture/wel -being/health-wel -being-work
iii   https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/
employmentandemployeetypes/datasets/labourmarketstatusofdisabledpeoplea08
iv  https://www.gov.uk/government/statistics/family-resources-survey-financial-year-201617
v   https://businessdisabilityforum.org.uk/media_manager/public/261/STAGE%202%20
RETAINING%20DISABLED%20TALENT%20STATE%20OF%20THE%20NATION%20
REPORT%20FINAL.pdf

vi   https://assets.publishing.service.gov.uk/government/uploads/system/uploads/
attachment_data/file/531242/family-resources-survey-2014-15.pdf
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Published by the
Department for Work and Pensions
Date: November 2018
www.gov.uk/dwp

Document Outline