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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Contents
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
7
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
8
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
Recruiting, managing and developing people with a disability or health condition
2
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 t
o 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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A practical guide for line managers
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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
Th
e 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 Confiden
t here.
The CIPD’s Health and Wel being at Work survey report
ii 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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A practical guide for line managers
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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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 work
iii. 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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A practical guide for line managers
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 abou
t diversity and inclusion in the workplace.
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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 impairmen
tiv.
‘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 th
e Equality Act at Equality Act 2010: guidance - GOV.UK and
the definition of disability a
t 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 o
n ‘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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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 wor
kv. 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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A practical guide for line managers
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 contac
t Fit for Work or th
e 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 hav
e awareness
factsheets on 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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A practical guide for line managers
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 throug
h 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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A practical guide for line managers
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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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
• Th
e 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 a
t 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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A practical guide for line managers
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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A practical guide for line managers
Welcoming new starters
Sources of advice
Th
e 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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A practical guide for line managers
‘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 repor
t ‘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 charit
y 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 develope
d 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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A practical guide for line managers
‘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?’ guide. Acas have also produced guidance o
n handling
difficult and sensitive conversations.
CIPD have further information o
n 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 contac
t Fit for Work or th
e 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 o
n ‘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 o
f case studies available on the webpage.
GOV.UK
Gov.uk includes guidance for employers o
n employing disabled people, information about
Access to Work and the services provided by J
obcentre 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 UK,
Autism Plus and
The National Autistic Society.
• Back-related pain –
BackCare
• Diabete
s – 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 disabilitie
s - British Institute of Learning Disabilities,
Mencap
• Mental heal
th - Mind, Rethink Mental Il ness, SANE and
Time to Change.
• Multiple Sclerosis -
Multiple Sclerosis Society
• Muscular Dystrophy -
Muscular Dystrophy UK
• Speech impairmen
t - 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