Disability July 2016

All you need to know about… DISABILITY at

workLondon HR and Training

2016

Introduction

Intro - London HR and Training

• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden

• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and

Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers

Contents5-6 Definitions7-8 Types of disability9-12 Discrimination arising from disability13-16 Types of discrimination17-20 Reasonable adjustments 21-22 Asking questions before making a job offer23-25 Stereotypes of disabled people26-27 Key drivers for employing people with disabilities28-29 Steps that employers may choose to implement30-31 Recommendations for inclusion32-33 Areas to record and document34-35 Sickness absence and disability36-38 Tips for supervisors of employees with a disability 39-41 Tips for co-workers of an employee with a disability42-43 Good practices of diversity inclusion44-46 An action plan for moving forward47-48 Exercise49-50 To sum up…

Definitions

Definitions• Disability• Disability discrimination

Types of disability

Types of disability

• Mobility impairments• Vision impairments• Deaf or hard of hearing• Speech impairments• Respiratory/chemical sensitivity• Psychiatric impairments• Cognitive impairments

Discrimination arising from disability

Discrimination arising from disability 1 of 3

• Difference between ‘unfavourably’ and ‘less favourably’


Areas where it may occur• Recruitment• Pay• Terms and conditions of employment• Sickness absence• Promotion opportunities• Training opportunities• Dismissals and terminations• Redundancy


Complaints• Informal complaints• Formal complaints

Types of discrimination

Types of discrimination 1 of 3

• Direct discrimination• Indirect discrimination• Harassment• Victimisation


Additional types of discrimination related to disability• Discrimination arising from

disability• Failure to make ‘reasonable

adjustments’


Types of direct discrimination related to disability• Their disability (ordinary direct

discrimination)• The disability of someone they

are associated with (direct discrimination by association)

• How they are perceived (direct discrimination by perception)

Reasonable adjustments

Reasonable adjustments 1 of 3

• Failure to make reasonable adjustments

• Recruitment and reasonable adjustments

• When to make reasonable adjustments

• Questions to ask• Examples of reasonable

adjustments


Typical adjustment requests• Adjusting or modifying tests and

training materials• Allowing the use of a job coach• Modifying or acquiring

equipment or devices• Modifying policies or workplace

rules• Modifying work schedules


Typical adjustment requests (cont.)• Providing qualified readers or

interpreters• Job restructuring• Leave• Reassignment to a vacant

position• Teleworking

Asking questions before making a job

offer

Asking questions before making a job offer

• Pre-employment medical questionnaires

• The interview• Function essential to the role• Positive action• Monitor• Genuine requirement

Stereotypes of disabled people

Stereotypes of disabled people 1 of 2

• Pitiable and pathetic; sweet and innocent; a miracle cure

• Victim or an object of violence• Sinister or evil• Atmosphere/curios or exotica in

freak shows, comics or films• ‘Super-crip’; triumph over

tragedy/noble warrior

Stereotypes of disabled people 2 of 2

• Laughable or the butt of jokes• Having a chip on their

shoulder/aggressive avenger• A burden/outcast• Non-sexual or incapable of a

worthwhile relationship• Incapable of fully participating in

everyday life

Key drivers for employing people with

disabilities

Key drivers for employing people with disabilities

• Corporate social responsibility• Personal commitment from the

CEO or founder• Financial incentives• Pressure from society• Legislation

Steps that employers may choose to

implement

Steps that employers may choose to implement

• Conduct targeted outreach• Form community linkages or

partnerships• Post job vacancies in targeted

spaces• Commence an internship

programme

Recommendations for inclusion

Recommendations for inclusion

Build the business

case

Accommodate

Change the dialogue

Increase workplace awareness

Areas to record and document

Areas to record and document• Medical information that was

provided and further requests for information

• Whether modification of the existing job was considered

• Whether a reasonable adjustment occurred so that the employee could be transferred to a different job

• All offers made and any acceptance or rejection of offers

Sickness absence and disability

Sickness absence and disability

• Cox v. Post Office• Pousson v. British Telecom• Royal Liverpool Children’s NHS

Trust v. Dunsby• Northamptonshire County

Council v. Meikle• O’Hanlon v. HMRC

Tips for supervisors of employees with a

disability

Tips for supervisors of employees with a disability

1 of 2• Take time to understand• Learn appropriate first-aid and

emergency procedures• Collect and maintain emergency

contact information• Practice “golden rule” patience at all

times• Explain rules, duties, tasks,

functions, responsibilities and expectations

Tips for supervisors of employees with a disability

2 of 2• Include workers with difficulties in

the loop of information• Be yourself!• Don’t be overprotective of workers

with disabilities• Encourage workers with disabilities

to ask for any reasonable adjustment they deem necessary

• Don’t talk down to the disabled

Tips for co-workers of an employee with a

disability

Tips for co-workers of an employee with a disability

1 of 2• Say ‘person with disability’ not

‘disabled person’• Don’t use demeaning or

dismissive labels or descriptors• Don’t feel you have to talk louder

to every person who has a disability

• Never pet a guide dog whilst working

Tips for co-workers of an employee with a disability

2 of 2• Don’t push a person in a

wheelchair without first asking permission

• Look beyond the limitations and respect workers with disabilities as complete and well-rounded people

• Realise that persons with disabilities don’t want charity; they want opportunity

Good practices of disability inclusion

An action plan for moving forwards

An action plan for moving forwards 1 of 2

• Audit existing policies and practices

• Draw up a business case for change and get management support

• Develop a good practice policy, check it is legally sound and promote it to all employees

• Clarify line manager and employee responsibilities

An action plan for moving forwards 2 of 2

• Design an action plan to be implemented

• Follow best practice in respect of recruitment

• Keep up to date with changes and legal development

• Network with other employers• Listen to disabled customers and

employees to understand them

Exercise

To sum up…

To sum up…• Conclusion• Summary• Videos• Useful links

Disability July 2016

Business

Transcript of Disability July 2016