Creating inclusive workplaces
Business health is building a team where everyone belongs.
Inclusive workplaces are better for business
We’re championing workplaces where everyone can reach their potential.
As the Official Healthcare Partner of ParalympicsGB, we're proud to be working together. Our aim is to make workplaces more inclusive for disabled people. We want to create more opportunities for businesses to play their part to champion change.
Join us and get involved.
Did you know...
One in five (20%) UK adults are disabled.1
Disabled people are twice as likely to be unemployed as non-disabled people.2
Provide internships for young disabled people
Help us connect more young disabled people to the world of work.
We’re asking businesses across the UK to provide paid four-week internships for disabled students.
Interns will work on real projects that add real value to your business. In turn, you’ll help young people kickstart their future careers and prepare for the workplace.
To get your business involved, contact [email protected]
This internship programme is in partnership with ParalympicsGB, Career Ready and Scope.
Did your team take on the Team Health Challenge?
Businesses from across the UK took on the ultimate Team Health Challenge in June 2023.
Celebrating diverse teams with ParalympicsGB
We partnered with ParalympicsGB to host our Team Health Challenge at the London Stadium. Our business customers and intermediary partners were supported by inspiring athletes from ParalympicsGB.
The day was filled with activities that put everyone’s skills and energy to the test. From wheelchair basketball to logical challenges, everyone had a role to play.
So, leaders set the tone in any business and with any change it's super important the leaders role model exactly what's required.
Now, diversity and inclusion is an area I think we need a big shift in all businesses.
And, it's really really important that leaders lead from the front show exactly what's required if where to make that change.
I think it's really important businesses get involved in things like the team Health Challenge because it really demonstrates the importance of recognising difference.
I think with the challenges today there's going to be all sorts of different ways of achieving the outcome.
So, I think what will be learned from today will be absolutely perfect to take back to the workplace.
So, I think when it comes to diverse teams, we have to really think about what ideas we're missing out on by not having representation at the table. If every person sat in that room has the exact same opinion the exact same sport you really have to question if you're getting new innovative ideas in a business we need to start to recognize that there's different ways to play to strength and today the activities showed us that in its fullest.
Diverse teams are better for business because it creates diversity of thought by having people from different walks of life with different experiences and backgrounds creates a scenario where you'll have different ideas coming to the table and different creative ways of thinking.
Diverse teams are better for business because it makes sure that every corner of the business is covered it makes sure that your business are reaching the goals of every ability, every gender, every, everybody that wants to be involved.
I think today what's shown us is that everybody has their own strengths, and actually tapping into those strengths will make us as a solid team and be successful moving forward.
I think diverse teams are better for business because they just bring so much more creativity different approaches to the ways of working and problem solving.
Expert advice for your people
We've created resources to support you and your team. Use our expert-led guides and information to make your workplace wellbeing more inclusive.
Disability in the workplace
with Dr Naveen Puri
Importance of inclusion | Support for all
Watch in 8 mins
Celebrating difference helps us understand and relate to each other. With unique skill-sets and different points of view, we can all benefit from encouraging diversity and inclusion at work.
Hello and welcome to this Bitesize Academy module.
I'm Emma Shatliff, manager of the Bupa Academy.
At Bupa we believe in inclusive health and wellbeing that supports everyone to thrive in the workplace.
In today's session, we'll be discussing disability and how line managers can support disabled employees in the workplace.
I'm delighted today to be joined by Dr Naveen Puri, who is a GP and Associate Clinical Director at Bupa.
Welcome, Naveen.
Let's get started with our first question.
So, with more than 4.
5 million disabled people in work, how important is it that organisations create accessible and inclusive workplaces to help disabled employees thrive at work?
Well, the first thing to say is that organisations really need to encourage diversity inclusivity, because we are essentially the people that make us up, and our own staff will be diverse and have inclusivity needs that we need to meet.
And I think by doing so, we also then recognise the needs of our customers, our stakeholders and people that use our services, too.
One thing we recognise is that diverse and inclusive workforces really make for a happier and productive workforce, which is ultimately the aim of the places that we work in and want to create.
We also recognise that when we have a more diverse workforce, our workforce and the outcomes that they produce are much more relatable for our customers, our clients and the communities within which we operate as well.
I think what's also quite nice to see is that when you have a diverse workforce, you often have a really rich set of perspectives that people bring to the table as well, and problemsolving abilities that perhaps if you had people who all thought the same or looked the same, had wouldn't necessarily be the case.
And then finally, another important consideration that we've certainly found within Bupa is that when you introduce people that have different needs within the skill force, the workforce, rather, you often introduce new skills to the mix as well.
We, for example, now have people who speak fluent British Sign language, which we could not have foreseen when we recruited those individuals, but which has been really helpful to us when we produce new products or new services within the organisation.
So one in three people think disabled people are less productive than nondisabled people.
Why is it so important that line managers recognise and challenge all forms of discrimination?
Yeah, great question.
I think it's really sad that people do perceive disabled people to be less productive, but let's be really honest and frank, I think it's important that people realise one in five people have a disability.
There are what we call invisible and visible disabilities and actually they can affect any number of us.
You probably know somebody in your sphere of work or even your family and friends who has a disability and you just aren't aware of it.
It could be somebody with a newer disability, such as a different way of thinking to you or a different way of interpreting information.
So if you're thinking about a very personal way of relating to disabilities, such as someone you know or somebody you care about, then why would we not put those considerations out there for our people and our workforce as well?
One thing I'll also share is that there are what we call transient disabilities as well.
So some people may be unfortunate to suffer, for example, a stroke, or fall over and hurt their knee and suddenly need a crutch or need a carer to help them feed.
And that may only be temporarily, but actually they will experience what a disabled person perhaps experiences much more regularly and for a longer part of their life.
And so it's important that all of us are mindful that there are many disabilities, both visible and invisible, but there are also those that are transient and temporary versus those that are permanent as well.
Let me introduce you to a term in case you're not familiar with this, which is Ableism.
So I know people often know about racism and sexism and the other isms that we're all sort of very heightened to, and rightly so.
Ableism is where we inadvertently or consciously discriminate it against somebody with a disability.
And it's important that as managers in particular, we're very conscious of this because some of us will harbour these thoughts or opinions, consciously or unconsciously, and it's for us to challenge those and to make sure that our disabled staff are not discriminated against or disadvantaged because of those thoughts.
So what are some of the ways that organisations can create a disability-friendly workplace culture?
Well, there's several things that I would suggest and one is simply to lead by example.
First of all, remember as a manager, people often look to you to take their cue in terms of how to do things, how to approach conversations, how to problem solve.
And if you as a manager are seen to be interested in this space and as a leader are shown to be proactive in this space, I think that can be really advantageous.
So remember, you play an important role in role modelling what you would like your employees to do.
I'd also say speak to your disabled employees too.
Remember, they've had their condition for many years, potentially their entire life, and will often have figured out many ways to work around it, including how to work around it in former workplaces or even other places that they navigate.
So feel free to tap into that.
Remember, it's a real gift for them to share with you the insights they share so you aren't approaching a conversation to help them, which on some level you are actually they're really helping you and your organisation too.
And reframing that in your mind to recognise it's.
A reciprocal give and take, as it were, can be a really positive step.
Also think holistically as well.
What I sometimes do myself is I'll walk through, for example a clinic and consider if I was somebody who was, let's take for example in a wheelchair, how would I approach working in a place like this?
Are there, for example, lifts to get me from one floor to another?
Are there doorways that are wide enough for my wheelchair?
Are there washroom facilities that enable me to manoeuvre my wheelchair and use those facilities as well?
And sometimes by putting yourself in the shoes of somebody you seek to understand, it can be really insightful to consider the blind spots in your organisation.
I'd also say highlight the support available to your members of staff as well.
Sometimes a disabled employee will not necessarily know of the wonderful policies and adjustments you may already have in place.
So show those off and make them aware to your employees that they can utilise those or they can also highlight what the shortcomings are and help you develop them even further.
And then finally, what I'd say is encourage peer to peer support and encourage networks and conversations in the development of a culture where disability and all aspects of inclusivity and diversity are spoken about.
It isn't just a disabled employee, you'll have a perspective, but even your nondisable employees may have experience with disability via their loved ones or people they've worked with previously, or former workplaces.
And so to open conversations and dialogues and to benefit from that collective wisdom can be really helpful as well.
So as a manager there may be times when you need to ask for more information to make workplace adjustments.
So what is the best way to approach conversation about disability?
So what I'd always say is honour the person you're speaking to and recognise that while you want to have the conversation and have your own agenda and motivation for doing so.
Sometimes from their perspective, they may be not a suspicion but a lack of an understanding as to why the conversation is taking place.
Whatever they're going to share with you is potentially very confidential information and the kind of stuff they only tell their doctor or their loved ones, not necessarily their manager.
So be very sensitive to that and invite their contribution, but also signpost the safety around it, such as the confidentiality you apply and why the information is important to you and what you seek to do with it.
I'd also say, frame the conversation in a positive light as well.
Remember, what they're sharing with you is very helpful to you and it will help you, as a manager, develop as well as your organisation involved as well.
It isn't about you simply helping the disabled person, they're also helping you by sharing their perspective and insight with you as well.
I've made the point around confidentiality make sure that that is paramount and understood by the employee and whatever they share is between the four wall that you're speaking within or between the certain people that that conversation needs to go to.
And the last thing I'd say is that some people I've dealt with often find it helpful to bring somebody with them, such as a trusted friend or a colleague or another person that they identify as being someone they would like to have in the room.
It can be quite a big deal to speak to somebody who's a manager or a line manager.
Although you're on their side, you still have a title which may intimidate them.
And so for them to feel comfortable in whichever way you can possibly consider, such as having someone with them, would be an easy win from your perspective as well.
Thank you so much for your time today, Naveen.
I think that's session really, really insightful.
So really appreciate it.
Thank you.
Supporting neurodiversity
with Dr Naomi Humber
About neurodiversity I Types I Value
Watch in 7 mins
Neurodiversity refers to the wide range of differences in the ways our brains work. With the right support, neurodiverse people are an asset to any business.
Hello and welcome to this bite size academy module.
I'm Emma Shatliff, manager of the Bupa Academy.
At Bupa, we believe in inclusive health and well being that supports everyone to thrive in the workplace.
In today's session, we'll be discussing neurodiversity and how line managers can support neurodivergent employees in the workplace.
I'm joined today by Dr Naomi Humber, clinical psychologist and head of mental well being at Bupa.
Hi, Naomi.
Welcome.
Let's get started with the first question.
Research shows that around one in seven people are neurodivergent.
So for those who don't know, can you explain what neurodiversity means?
Yeah, sure.
So neurodiversity is a term used to describe the wide ranging differences and ways in which our brains work, in which people's brains work.
It can be viewed as, I suppose, the differences between the way we think, the way we behave, the way we process information.
That can all be seen on a sort of spectrum, really.
And we all have strengths within those variations.
So we have different conditions that are common when we talk about neurodiversity.
We've got autism, which affects communication, social interaction and behaviour.
We've got attention deficit hyperactivity disorder, which affects executive functions such as attention and concentration, and behaviour such as impulsivity.
We've got Dyspraxia, which is about physical coordination and difficulties there.
And we've got Dyslexia, which is about difficulty reading or interpreting words, symbols and letters.
And why is it important for organisations to support neurodiverse workplace?
And what are the values of having a neurodiverse workplace?
People who are neurodiverse can have a good knowledge base, they have impressive attention to detail at times, amazing energy levels and real focus in terms of certain tasks that they perform.
They have fantastic creativity as well.
So they bring a lot to an organisation and they're a real asset to the business.
We just need to support them to be able to achieve their full potential.
In terms of the workplace being neurodiverse, having a varied team can mean that they better reflect the broad demographic of the organisation's customer base.
And what that means is they make better decisions and make better investments.
So that is very good for the bottom line.
In what ways can line managers better support neurodiverse individuals in the workplace?
So, first of all, it's important to get to know the individual, understand their challenges, their strengths, their skills, their uniqueness, really, and what they can bring to that role in the organisation.
Communicating clearly is really important.
So understanding how you're communicating with people using different modes, whether that's written, verbal, visual forms, thinking about the phrasing that you're using when you discuss things with people, so it might be if you're someone who is quite sarcastic.
People with autism are really literal thinkers, so they might struggle to understand what you're referring to.
Hypothetical scenarios, they may struggle there too, and also metaphors, not really understanding what you're trying to convey.
People with attention deficit hyperactivity disorder will struggle to attain when you're describing something in great detail that's quite complex over a period of time.
So it might be that you give them some written instructions that they can take away and refer back to.
Should it be a complex task, thinking about how you assign work and tasks appropriately.
So, for example, someone with autism might like to do the same task on a repeated basis, whereas someone with attention deficit hyperactivity disorder might like to be doing all sorts of different tasks, having a really varied role and type of role.
Really being understanding and empathetic with regards to the way you talk to people about their situation.
That goes without saying, really.
But it is important to remember that people can struggle with these conditions too.
There can be exclusion at times, whether we like it or not.
And a lot of stigma associated with certain symptoms.
Raising awareness of neurodiversity, then, is really important within the workplace, so really making it something you celebrate in the workplace so that people really understand why it's so good to have people who are neurodiverse within the organisation attracting that sort of talent, but also retaining the talent there too.
Traditional working practises are often designed with a neurotypical society in mind, which can make it difficult for neurodivergent employees to thrive at work.
What are the practical adjustments line managers can make to make sure neurodivergent people feel supported?
So we find that, first of all, open plan offices are a real issue, often for neurodiverse individuals because it's an assault on our senses.
So we've got bright lights, we've got hustle and bustle, we've got people desk sharing and things like that.
So there's a lot of things that go on within a busy office that can go against what someone needs to be productive and successful within an office environment with neurodiverse conditions.
So we think about things such as the lighting, whether we can adjust that lighting at all, whether we can give them death lamps, provide standing desks so that they can move them up and down should they need to be a bit more energetic.
Allowing individuals maybe to work from home if required.
Because sometimes it can be challenging depending on whether those things can be changed at all or not.
Thinking about boxes to help with memory and organisation and any sort of equipment that they would need to be able to support that.
Having a quiet zone or an area where they can go to decompress and just have some downtime because they have often sensory sensitivities when they are neurodivergent and they can get a lot of anxiety and stress if it's not comfortable for them within that workspace.
It might be that there is a need to prevent people from desk sharing.
So hot desking is one thing, so someone with autism, for example, might prefer their desk not to be changed when they go into that desk the next day.
They might like their own place to sit and be sort of reassured by that.
It might be that there is noise cancelling headphones required because the office can't be changed in any way.
Light cancelling glasses, because, as I say, lights can't be changed, allowing them to take regular breaks should they need to, to be able to perform at their best.
And it might be useful to consider supportive equipment such as technology and software, dictation tools, mind mapping software, things like that.
Thank you so much.
That's all for the question today.
I found that really, really interesting and really informative.
So thanks for your time.
Disability in the Workplace 2023 report
In partnership with the Rewards and Employee Benefits Association (REBA)
At Bupa we know that creating an inclusive work environment is better for everyone. It's better for our people, better for our customers, and better for business.
This report show that there's still progress to be made in supporting disabled people in the workplace. It's a valuable read for all businesses looking to provide truly inclusive benefits to support disables employees thrive at work.
Addressing disability in the workplace
Improving the environment for your employees
Make the workplace a more welcoming and inclusive environment for disabled people. The first step is to start an ongoing conversation with your people.
JAAQ
Just Ask A Question with Issac Harvey
Issac is a successful film maker in London. He was born with hypoplasia, which means he has no arms and short legs. Here he talks openly and answers questions about his disability and his life.
Tackling the disability employment gap with our expert panel
Businesses with diverse teams enjoy new perspectives, skills and talent. Yet the disability employment gap in the UK is 29%. In this Health Insights event, our experts discuss how organisations can be more inclusive to disabled people at work.
1. Department for Work & Pensions, 2021
2. Scope, date unknown.
