Red in the Spectrum’s Post

Do you have a colleague on your team who has dyslexia?   Did you know that dyslexia is legally classified as a disability in Ireland if it causes a substantial impact on a team members ability to fulfil their workplace duties?   Yesterday, in the Workplace Relations Commission Jigsaw – Ireland’s Youth Mental Health Charity were ordered to pay €7,000 to a staff member who has #dyslexia and repeatedly sought reasonable accommodations such as installing Grammarly on her computer and allowing for minute taking during meetings. The reasonable accommodations Caoimhe Gorrell sought from Jigsaw had little to no cost implications yet were not provided. Instead, her employment was terminated during probation.   It is important for employers to know that if you have an awareness of a potential disability during a probationary period, you must look into the provision of reasonable accommodations. If the staff member is actively seeking support from you then you certainly must place significant efforts into providing accommodations unless this places you under a disproportionate burden. The WRC felt installing Grammarly and taking meeting minutes was not disproportionately burdensome on Jigsaw and awarded the case in Ms. Gorrell’s favour.   Having a Reasonable Accommodation Policy and a Reasonable Accommodation Process is essential for all Irish employers, especially those with larger staff numbers.   Also, completing Reasonable Accommodation Training is a key first step in creating disability inclusive workspaces.   Ability Focus is the only organisation in Ireland who deliver #CPD accredited Reasonable Accommodation Training which focuses on the key areas of workplace supports for colleagues with disabilities. This training is 90% grant funded from the DSP. Get in touch at info@abilityfocus.ie or call (01) 699 1150 to find out more about training and policy supports. Alternatively reach out to Stephen Kelly on Linkedin. #ReasonableAccommodation #DisabilityInclusion #Diversity #Neurodiversity

Embracing guidelines: the benefits for PWD “Too often, people with disabilities or long-term health conditions face prejudice or cannot access the support they need to help them reach their potential or remain in work. That is a loss of significant workforce capacity and skills.” - Peter Cheese, chief executive of CIPD. Let’s be honest, it’s a statement that too many of us have experienced out in the workforce. You would think that with an estimated 1.3 billion people globally having a disability, society would have already established effective guidelines that support people with disability applying for jobs while also providing the guidance to remain and progress in their role. Isabel Jackson’s article ‘New advice on hiring people with disabilities: an employer’s guide’ provides us insight into the guidelines that companies should adopt when employing PWD. The Department for Work and Pensions (DWP) and the CIPD have released guidelines for businesses to successfully hire and progress PWD. Titled "Recruiting, managing and developing disabled people: a practical guide for managers," helps employers to tap into the vast talent pool of disabled individuals and foster a more inclusive workplace culture. Here's a sneak peek at some of the key guidelines highlighted in the guide: - Language and Behaviour: Avoid using terms like "suffering from" or collective labels such as "the disabled” there’s nothing worse than going to a job interview and feeling like the “victim”.  - Reasonable Adjustments: These adjustments don’t have to be expensive, it can be little things that include flexible working arrangements, additional training, physical workplace changes, and alterations to assessment procedures. It’s important to remember that not everyone needs the same adjustments, so it’s important to ask what they need. - Recruitment and Career Progression: Make your commitment to diversity and inclusion clear in recruitment criteria and offer disabled applicants an interview if they meet the minimum criteria for the role. Ensure that the recruitment process is accessible and accommodating to all candidates. - Support and Wellbeing: Provide ongoing support for disabled employees throughout their careers, including career protection, sickness absence management, and assistance for those leaving the business. I’ve spoken so many times before on this topic and the key message is always the same; by not giving the opportunity to PWD, you're missing out on so many new perspectives that can be used to develop solutions that were missed before. Tip: If you're after more guidance on language, please visit the Media Diversity Australia website and download the Disability Reporting Handbook. As we say in there, always ask the person with disabilities themselves what they need (if they disclose) rather than assume or asking Google. #DisabilityInclusion #DiversityandInclusion #EmpowerDisabilityTalent #WorkplaceDiversity

“Do you [have Tourette’s]hold the Highest Office in the Land?”: A Call for Accountability and Justice” At 17, I sat in my first disability training session. The trainer asked the group, "Is it appropriate for a male support worker to hold the hand of a male with an intellectual disability?" Even then, my sense of social justice was strong. As a young gay man, I was hurt by responses like, “people may think they’re gay” and “it’s not a good look for the client.” I spoke up, expressing my pain at these prejudiced remarks. What followed was an awkward silence, and we were dismissed for a break. I wasn’t given the opportunity to return from that break. I didn’t get my certificate of attendance, but more importantly, I didn’t get the chance to fight the injustice that unfolded in that room, a scene that has remained with me for nearly 25 years. That moment marked me deeply, making me wary of disclosing my sexual orientation in work settings, even today. The trainer that day held the ‘highest office’ in that room, wielding authority and power. With that power comes the responsibility to create safe and inclusive spaces, a responsibility they failed to uphold. Fast forward to today, and we see a similar dynamic when public figures make harmful remarks. When the Prime Minister made an insensitive joke using Tourette’s syndrome as the punchline many dismissed it as a "mistake" and argued that our hurt was misplaced. But for those living with disabilities, this wasn’t just a mistake, it was another reminder of the ongoing struggles for acceptance. Imagine a 17-year-old with Tourette’s hearing those words. They’ve likely endured bullying and discrimination their whole life, and now, the leader of their country is laughing at their expense. The message they receive is clear: their pain is trivial, their identity is a joke. So, do you hold the ‘highest office’ [in the land]? If you do, then you also hold the greatest responsibility to treat everyone with dignity, to celebrate their uniqueness, and to never use them as the butt of a joke. Social justice isn’t a buzzword; it’s a commitment to fairness and respect, especially from those in power. We must challenge a culture where exclusion and mockery are tolerated, whether in government, workplaces, or everyday life. Silence in the face of injustice is complicity. Those in power must be held accountable, and we must all demand a world where no one’s identity, disability, or humanity is used for amusement. Every person deserves dignity. That starts with leaders being responsible for the impact of their words and actions. Let’s hold ourselves to that standard.

#Employers should establish a #transparent framework for #promotions , particularly when evaluating business cases alongside other #qualifications . It's essential to clearly define the business case criteria before considering suitability, ensuring a fair assessment. #Disability should generally not impact the business case evaluation. However, under Section 39 of the Equality Act (UK), UK employers must make #reasonableadjustments to ensure #equalpromotion opportunities for #disabled #employees , tailored to the role's requirements and the individual's #disability . This may not always mean automatic #promotion but rather adjustments to level the playing field.

🔥 HOT OFF THE PRESS: Deloitte’s Disability Inclusion at Work report released today. The research surveyed 10,000 people with disabilities, chronic health conditions or who are neurodivergent in 20 countries, including 500 people in the UK. Here are the key findings (from my perspective, I recommend you take a read): - 24% reported that they were passed over for a promotion and 23% stated that people had made negative assumptions about their competence in the past year. - 57% of requested workplace adjustments were denied (of the 25% who requested). - For those who did have requests denied, cost was a primary factor, 37%, followed by difficulties in implementation, 35%. - 40% reported experiencing either microaggressions, harassment or bullying at work over the past 12 months. - 44% reported being unable to attend work events due to inaccessibility. - Formal disclosure at work was high, 84%; however, many respondents still chose not to share their disability, neurodivergence or chronic health condition with their team. - Only 37% chose to disclose to less senior members of their team and only 37% to other colleagues outside their team. - 27% said they have workplace role models with disabilities. 39% saying that access to workplace role models with disabilities enhances their belief in their organisation’s inclusive culture and 34% said this made them feel more comfortable disclosing their condition. The brand new report launched this morning to mark International Day of Persons with Disabilities 🙏 Having being diagnosed with autism this year, this report takes on a new meaning and I am grateful to the Deloitte Team who let me read it 24 hours before release. Quality work, as per usual team! Some positive reading, but shows there is a lot of work still to be done! Link in the comments.

EMPLOYING DISABLED PEOPLE: DISABILITY CONFIDENT & CIPD MANAGER’S GUIDE (May 2024) ▪️More businesses are seeking our advice on how to support those with long term health conditions in workplace. ▪️One of the main issues is equipping managers understand their legal obligations. Whilst Managers are not expected to be legal experts alot of Tribunal claims emanate from how the manager handled (or did not handle) the situation. ▪️So this Guide is a USEFUL REFERENCE TOOL for MANAGERS providing KEY information on employing persons with disabilities. The Guide has sections that include: ▪️ROLE OF THE MANAGER: - Is vital, to build positive relationships with employees; hold regular 1-2-1 with staff; be comfortable having sensitive conversations and; ask how people are on regular basis ▪️LEGAL RESPONSIBILITIES & DEFINITIONS: - Whilst disability legislation is different in NI as compared to GB (GB has Equality Act 2010; NI still has DDA 1995) the DEFINITION of DISABILITY is the same as is meaning of LONG TERM and principles of REASONABLE ADJUSTMENTS ▪️LANGUAGE & BEHAVIOUR Be mindful of appropriate language and suggests phrases to avoid such as -'suffering from'; - avoid collective e.g. 'the deaf'; - don't describe person as their condition e.g the diabetic, say 'she has diabetes.' ▪️REASONABLE ADJUSTMENTS - States adjustments are changes to work environment or way the work is carried out, so that someone with disability can do their job more effectively and remove / reduces a barrier they are experiencing. Looks at example of flexible working -Considers what are reasonable adjustments with examples and costs associated. ▪️RECRUITING PEOPLE & WELCOMING NEW STARTERS - looks at how to attract a wide range & make adjustments to recruitment process to ensure candidates are not put at a disadvantage because of their disability /health condition ▪️SICKNESS ABSENCE - this is a difficult area and Guide gives some overview on what managers can do. This is an area we often give advice on how business can support employees return to the workplace and at what point, do they consider potential termination of employment. ▪️SUPPORTING SPECIFIC DISABILITIES AND LONG-TERM HEALTH CONDITIONS IN THE WORKPLACE  - It looks at Long Covid, Mental Health Issues, Neurodiversity, Visual and Sensory Impairment ▪️COMMENT - The Guide is not by any means comprehensive but is a good starting point to help managers understand their role and how they can comply with the law. - Importantly it also identifies when they should seek further information and assistance. Link to Guide below

🌈"Disability is the overlooked 'D' in DE&I." Disability in the workplace is a form of diversity, yet is widely misunderstood and often excluded from diversity considerations. 🌈Up to 80% of disabilities are not apparent; autoimmune disorders, developmental differences, migraines, heart disease, mental health conditions, learning differences, and differences in neurological functioning and sensory perception are all examples of non-visible disabilities. 🌈The barriers faced by disabled employees are frequently overlooked or outright denied. Barriers are exacerbated by dismissive comments such as: "You don't look disabled," "You don't seem like you're struggling," and "You don't look/act like my nephew who has XYZ." 🌈People with disabilities are capable of contributing to the workforce in meaningful ways and employers should always provide reasonable accommodations to help them get the job done! #disability #dei #diversity #disabilityatwork

Neurodiversity refers to neurological variations that people experience. These commonly include: •autism; •attention deficit hyperactivity disorder (ADHD); •dyslexia (problems with information processing); •dyspraxia (which affects movement, coordination and spatial awareness); •dyscalculia (difficulty with number concepts); and •dysgraphia (writing skills). Examples of successful neurodiverse people are Bill Gates, actress Emma Watson and possibly Albert Einstein. However, many neurodiverse people may also suffer from anxiety or depression, and many of these conditions are concurrent. Neurodiversity is not a synonym for disability. Not all neurodiverse employees will be disabled, but many are. Under the Equality Act 2010, an employee is classed as disabled if they have a physical or mental impairment that has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities and lasts more than 12 months. To meet the legal definition of disabled, an employee does not need to have a diagnosis. Many neurodiverse people may not, but still experience a substantial and long-term effect on their day-to-day activities. Supporting neurodiverse employees: The adjustments needed will differ for everyone, as the way neurodiversity affects each person is unique. Even with a reasonable adjustment, neurodiverse people may find they do not experience equity; for example, if they have problems with time management and use scheduling applications, they will continue to experience time management issues. Traditional interviews may not suit neurodiverse candidates, as they may find it difficult to look interviewers in the eye and may not be able to digest information if the interviewer speaks for too long. Employers should reflect on the information given to the candidate before they attend to ensure clarity and reduce anxiety, and think about alternatives to an interview. Neurodiversity and discrimination: Many people with neurodiversity choose not to disclose their condition and it is not reasonable to make employers liable if they were unaware of it. But if they are aware, or employees have disclosed mental health disabilities, then the business is required to provide reasonable adjustments, otherwise they may face claims for disability discrimination. Organisations should also not treat neurodiverse people unfavourably because of their disability, or harass them or victimise them for raising concerns about disability discrimination. Companies should ensure they have a culture that encourages disabled employees (and candidates) to disclose their disability. Businesses need to reflect on how best to support and use neurodivergent employees because, with support, neurodiverse workers are more likely to be included in the talent pipeline and bring this diverse thinking to senior management positions. [People Management] #employment #recruitment #hr #diversuty #neurodiversity

New guidance offering advice to managers on how to better support employees with disabilities by the Department for Work and Pensions (DWP) 'Recruiting, managing and developing disabled people: a practical guide for managers aims to encourage managers' aims to take a “proactive and inclusive approach to employing disabled people and people with long-term health conditions”. According to DWP statistics, although there are around 9.5 million people of working age with a disability in the UK, only 5.1 million of these people are in work. Peter Cheese, chief executive of CIPD, said: “Too often, people with disabilities or long-term health conditions face prejudice or cannot access the support they need to help them reach their potential or remain in work. That is a loss of significant workforce capacity and skills. “That’s why Disability Confident and the CIPD have worked in partnership to update this guide, which aims to support managers and anyone who leads another individual or team, in the recruitment, management and development of people with disabilities and long-term health conditions.” Mims Davies MP, minister for disabled people, health and work, said the new guidance is a “really useful tool for managers that will support even more people to progress – whatever their condition and whatever their profession. “It’s just the latest step in our mission to ensure the UK is the most accessible place in the world for disabled people to live, work and thrive.” Language and behaviour: The guide notes that according to disability charity Scope, two-thirds of people say they feel “awkward” when they meet disabled people, offering advice on the use of language by managers. The advice says managers should avoid saying “suffering from”, which “encourages a view of that person as a ‘victim’” and that they should not use collective terms or labels such as “the disabled” or “the blind”. Furthermore, it says that managers should “speak directly to the disabled person, not their support worker or interpreter.” Reasonable adjustments: Employers have a duty under the Equality Act to make reasonable adjustments for people with a disability if there are aspects of a job or workplace which put them at a disadvantage, the guidance says. It gives examples of reasonable adjustments, including: *a more flexible working arrangement, for example, allowing someone to change their hours so they do not 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, moving office furniture to improve access *providing extra equipment or assistance, such as a new chair or specific software Recruitment and career progression: The guidance suggests employers should make it clear they are committed to diversity and inclusion in their recruitment literature. [People Management] #recruitment #dwp #cipd #disability #workplace

USE CASE REGARDING DISABILITY AND PROCESS MISALIGNMENT   I am trying (and I am sure I will) to find a job for a person with intellectual disability. The last week I reached out to the human resources department of two organizations asking for inclusion programs. They told me that they have inclusion programs, and they are worried about this issue being one of the priorities of the companies.   They asked me to register this person in the corresponding website. This is the only (centralized) way to have information about candidates.   Today I have proceeded with the registration and there was surprisingly not checkbox to inform the HR department that the person I am taking care of has a disability.   Obviously, there is a misalignment between processes of both IT department and HR department.   Consequences:   First. There is a loss of reputation from my perspective (based on my experience as user and potential customer).   Second. If I am having issues with the registration procedure I can’t imagine/figure out what is happening at an operational level.   Third. That situation makes me think that maybe (and only maybe) it is not a good idea to include this person as a candidate in the organization database. If there is a misalignment in the internal processes of an organization the probability of succeeding in the inclusion process will be very low. She would have to manage not only the issues regarding the job itself but the lack of good orchestration of the organization processes. She will stress out and we will fail which is not a good idea specially for the person with disability in terms of motivation, mood, mental health, emotional stability.   Fourth. I don’t really know if there is a top management commitment regarding inclusion but it seems that the plan has not been totally or fully implemented.   Fifth. There is an extra-work from my side reaching out to the HR departments of the orgs again to inform that I have registered a person with disability and there’s no way to point out this situation in the formular.   These are two examples of how a misalignment can have a POTENTIAL impact on the work environment and a barrier for the inclusion of people with disabilities. So first, we must have a well-defined internal process structure prior to initiate any inclusion process and that is a formal pre-requisite to contribute to create a good work atmosphere.