Inclusive workplace manager guides

Hi, I'm Dr. Ravi Lukha, Medical Director at Bupa, and welcome to this academy module where today we're discussing how line managers can better support their direct reports when it comes to disability.

According to the Equality Act 2010, disability is defined as any long term physical or mental health condition.

Not all disabilities are visible and they can affect different people in different ways.

In the UK, around 16 million people are living with a disability, which is roughly 1 in 4 adults.

However, when it comes to employment, disabled people are at a significant disadvantage, with only 53.6% of disabled people aged 16 to 64 in work, compared to 82.5% of non-disabled people.

Having a disability does not define a person's ability to contribute meaningfully at work, meaning that disparity is driven by various barriers that they face, such as accessibility issues, stigma, or a lack of understanding and support.

This can lead to a drop in productivity, higher turnover, and increased risk of mental health conditions for the individual.

Line managers therefore have a crucial role to play in helping to create a supportive working environment, enabling all members of the team to perform at their best and contribute to a healthy, productive and inclusive workforce.

Let's find out how.

I'm now joined by two Bupa colleagues to discuss their lived experiences as both the line manager and a team member of disability in the workplace.

Natalie, Claire, thanks for joining us today.

Natalie, starting with yourself, can you tell me a little bit about your disability and how it affects you in the workplace?

Yeah, so I have cerebral palsy, which is, I'm left hemiplegic.

I was diagnosed at six months.

I was told that, well, my parents were told I'd never walk properly.

Talk properly.

Do sport, ride a bike and everything.

It made me more determined to do things that, I never.

you know, I didn't think I'd be able to do it.

My parents didn't think I'd be able to do it.

So I was a Paralympic swimmer for about 16, 17 years.

Been to four Paralympic Games.

Sydney, Athens, Beijing and London.

So a lot of my experiences have come from being in the Paralympics and also as well being comfortable enough to sort of talk about my disability and talk about how it affects me and the way it affects me in the workplace as well.

So, but yeah, so I won two gold in Athens, two bronze in Beijing and then a bronze in London as well.

And for somebody at six months old who was told they can't even swim to then go on to the pinnacle of achievement to, to get two gold medals is just an absolutely incredible achievement.

Yeah. Okay.

And how about that in the workplace, how would you say your cerebral palsy affects you?

So I've been at Bupa for six and a half years.

Was five years on MSK and now I'm 18 months on provider services.

It's been great.

You know my also with the schedule changes as well.

It's not as harsh. It's the, schedules.

It works like a 15 week rota. Yeah.

So you get two, two weeks at, say, an early shift, three weeks in a nine-five.

Yeah.

And then the latest you’d work is 6 o’ clock, ten-six, which is great for me because working a later shift, I do get tired quite quickly as well.

And that's part of my disability as well, getting tired quite quickly.

So I also have to think about that.

Yeah. Great. Great.

Those practical, adjustments that you've made.

So Claire, once Natalie joined your team, what conversations did the two of you have about her disability?

I think for me, it was really important that Natalie felt comfortable and understanding what works best.

Natalie mentioned about the later shifts.

It's harder because she gets more tired.

So is, making sure that they were in the right place.

And also all the things, what was in place is still working, because sometimes it doesn't always continue to work.

So we spoke to H.R.

as well just to see what was available.

And we also looked at what Natalie had in place already.

There was an occupational health, but we know it was a bit older, so it's probably a couple of years old.

So we decided and we sat down with Natalie and said, actually, let's do a new one to see if anything else you'd need to do with anything missing.

Yeah.

And we also because managers can't know everything, they can't know all the resources.

So when we spoke to HR, it was really good because they talked about access to work.

We had a look at what that could offer, the access to work and things like sit/stand desks, and the different tools and software that were available for Natalie.

So we looked down that path as well.

Yeah. Great.

I think it's a thread that's coming out in all of these conversations we're having that you really need to personalize the approach to anybody around adjustments in the workplace.

Yeah.

And I think it's right to do that because not everybody is the same and like Natalie said, her convention is different.

Somebody else has convention.

So Natalie Collette just mentioned about the occupational health report being outdated. And you had to kind of update that.

Can you tell me a little bit about that period and the challenges you faced?

When I did have the occupational health assessment, I did try and implement myself, but you just couldn't sometimes because one, because of the way that the, the situation was and the way that the team worked. You couldn't always do what you wanted basically.

So but to say that we provided services, you find it's there's more room for maneuver to say if I wanted, if I needed to make one of my shifts for, for whatever, be it a doctor's appointment.

Yeah, I can do it. Quite easily.

Yeah.

I can just go to either Collette or my manager, Tara, and to say, look, I've got an appointment at this time.

I'll make up the time and it's done.

It's a lot. It's a lot more individually, sort of. It's based around you. Yeah. Yeah.

I think it's really important message for line managers to consider that it's not just about the individual, it's about how the adjustments work around other teams as well.

Do you want to add anything else to that?

So I think occupational health reports are very personal I think. But we need to make sure that we cover everything off so that when they go through those questions, everything's covered off.

So Natalie talked about her shift patterns.

But we also need to think about what targets are in place. So, you know, we have telephony targets.

And it’s understanding what does Natalie need to be able to achieve those as well.

So I think for managers it's really important to think about all the things that are causing some challenges for the individual that we get those in.

So we can get some recommendations.

Yeah, okay.

So Natalie, from your perspective, what advice would you give to somebody in a similar situation?

So my advice would be just be honest.

With the with the people you work with, the people you work for.

If you can't do something or if you do it a different way, just tell them it will never be a detriment to you.

You’re just being you true self.

You've been as honest as you possibly can be and just give something a go.

There's so many people out there who do want to work and have a disability, who do want to work.

I think it's very easy for people to have a perception of disabled people.

Yeah, and everybody has their own disability and everybody is individual.

So don't just tarnish a disabled person with having a disability.

They are different. They have different needs.

So just ask the questions and to tailor it to how they how they feel. Because everybody will be honest with you.

They will be honest with you and they will tell you what they can and can't do.

Yeah, I think that's great advice.

And Collette, same question really from your perspective, line managers, what advice would you give them if they are in a kind of similar situation?

I think it's being able to be, like Natalie said, open and honest.

And not just assuming that we know best because as a manager, you want to see your colleagues flourish in their, and do their role, but that means they may need additional tools and resources and don't be afraid to ask.

Yeah. As a manager, you're not supposed to know everything.

Yeah.

You know, there's things out there that are coming to, companies all the time, access to work so that she now has a sit/stand desk at home.

So it's like being in the office.

We can flex her shifts.

And sometimes it's about if we can't do it, it's sitting down and saying, like, what can we do? It can’t always be a hard no.

But there are compromises that we can make.

But I think it's building that relationship.

Yeah. And knowing your people.

Yeah.

You know, and like I say, I'm never afraid to ask a question.

I really don't know where to go to this.

And someone always knows the answer.

Yeah.

So, don't assume things have been done.

Yeah.

So, like, we were talking earlier about occupational health.

They’re great.

But it doesn't mean you can't do another.

Just because you have one doesn't mean you can't do another.

Things change. Circumstances change from, you know, month to month.

So it's okay to do another.

So yeah, it's about asking those questions and supporting, like, what is it?

What do you need? How can we help you? Yeah.

And like Natalie said, don't just see the disability.

Yeah, because Natalie, she's a breath of fresh air on the team.

Thanks again for, you know, great advice to any line manager working with somebody with a disability.

So, Colette, Natalie, thank you so much for joining us today.

Thank you for being so open about your story.

Your life living with a disability, but also, most importantly, such an inspirational story to all of us.

So thanks again.

Thank you for watching this Academy module on disability.

Today, we've had one person story, but it is important to remember that everyone's experience of disability is different.

Support needs can vary and no two journeys are the same.

However, the conversation today has shown us how inclusive workplaces don't happen by accident.

They’re created through awareness, empathy and proactivity.

Whether you're managing a team or navigating your own challenges, remember you don't need to know all the answers.

For being open to listening, learning and seeking advice on how best to support people can go a long way.

For more tools and support for dealing with health and wellbeing issues in the workplace, head to Bupa's Workplace Academy web page at www.bupa.co.uk/academy.

Thanks again for watching.

So dyslexia is a neurodevelopmental condition.

It’s rooted in the differences in how our brain processes language and symbols.

Processing ability, auditory processing and processing speed may all be impacted on dyslexia.

While dyslexia presents challenges in reading, spelling and writing, individuals with dyslexia can excel in other areas and often present strengths in creative thinking, problem solving, visual reasoning, and often join the dots where no one else can see them.

Though dyslexic thinkers are vital to the workplace and many organisations now are indeed wanting an advertising for dyslexic thinkers because these are the people who can assess information in a different way, who learn in different ways, and who can see those patterns and spatial awareness and be those lateral thinkers that other people don't and don't do automatically.

They've got really good interpersonal communication.

And remember, dyslexia is unique.

It's like a fingerprint.

And it's really important again, that you don't make generalisations and assumptions.

So, some of the characteristics that you might see and remember, everybody is different, but you may see difficulties in reading, writing, spellings and sometimes in speaking.

Organisation skills may be challenged and time management following written information and verbal instructions can also challenging and confidence may be a little lower.

The verbal response may not often match the written responses, and that's really important.

If you see somebody speaking really well in the meeting, their report may not reflect that.

And joining the dots where others don't see them.

Look out for these people because they're you're dyslexic thinkers.

Seeing the bigger picture and thinking creatively are all areas where dyslexic people excel.

It’s key to educate yourself and your colleagues about dyslexia.

What does it mean to have dyslexia?

To try and make your colleagues feel who have dyslexia comfortable and happy in the workplace.

Also communication.

Make sure that you're keeping the information you're telling them as clear and concise as possible, whether it's in verbal or written format.

Use flowcharts and diagrams, visual aids if needed.

In meetings, make sure that the dyslexic person does not take the notes so they can concentrate on the key parts of the meeting.

Otherwise they're going to get lost, taking the notes and not understanding what's being said.

Dyslexic people have amazing creativity and they think outside the box, so try and use their key strengths.

Offering a dyslexia friendly environment is vital to people with dyslexia.

Make them feel comfortable in the workplace, and understand that internal emails and reports may be presented in different or alternative ways with reduced language.

Flexible deadlines are really good to support those time management issues.

So especially if you involve in large amounts of analysis of data or information that may require more time.

Provide computer software such as voice to text or note taking devices as this can really help productivity.

Adjustments in the workplace are vital, but speak to your dyslexic colleagues first to see what minor adjustments can be made and don't make assumptions because everybody's different.

Some adjustments may include: additional one to ones to ensure clear communication, computer software and devices to support grammar and spelling, flexibility on how information is presented, alternative methods of communication and meeting styles and the use of auditory literature can be really useful.

So avoid information overload.

Keep instructions clear and concise.

Make sure your priorities of the task are clear.

Avoid long and complex meetings.

Follow up meetings with short emails and bullet points, visual support.

If the person is agreeable, then you might find that actually having an email banner which is explaining “I'm dyslexic, I'm really sorry if it's errors or typos within my email” might be really useful for internal emails.

And just make sure that all processes and systems within the workplace are clear and easy to find.

Made in dyslexia is a great community – they've got lots of information for employers and employees.

The BDA also offers lots of up to date research and findings and of course, websites like Dyslexia Test Centre.

We have lots of information on there to help support you in the workplace.

What is ADHD?

So ADHD

stands for Attention Deficit Hyperactivity Disorder.

It's a neurodevelopmental condition.

It often emanates in childhood, but it can affect people of all ages.

And common symptoms include impulsivity and difficulty, potentially maintaining concentration and attention.

And it really affects all people of all ages.

How might an employee with ADHD struggle in a work environment?

An employee or an individual with ADHD might struggle.

Often sustaining concentration may be on a single thing for a long period of time that could manifest itself into difficulties, even as something as simple as sitting in a single place or a single meeting place for a long time.

Sustaining tasks.

If there's a simple and repeatable task sustained over a period of time as well.

And often, sometimes impulsivity can manifest as well, particularly maybe in ideas can be great for ideas, but also it could be a bit challenging in situations where you need to be succinct and to the point.

What work adjustments can line managers make that might help an employee with ADHD?

Line managers can play a pivotal role in supporting individuals.

First and foremost, providing clear structure and real clear definitions of roles and responsibilities can often help an individual with ADHD.

The ability to be flexible as well in the environment.

So if we're in an office space and potentially we've been in an individual waiting room or a meeting room for a period of time allowing some flexibility and mixing that up for an individual as well.

Allowing quiet spaces also can make a huge impact for individuals within an office space.

And line managers regularly checking in with individuals and ensuring that they can support them with their ongoing tasks and daily responsibilities.

As a manager, how do you communicate with someone with ADHD and what conversational tips do you think are important?

First and foremost, clear communication.

Consistency in that communication.

Being direct can help often with an individual with ADHD and open communication as well.

Transparent clear roles.

Clear responsibilities can help very much and reinforcing positive behaviour.

Individuals with ADHD often provide and bring immense strengths to a team and a culture, and really honing in on these and recognising these and bringing a light to these is something a manager can make a huge positive impact on an individual's work life.

Where can line managers signpost employees with ADHD for further support?

There's lots of support and signposting available for line managers and particularly individuals.

A great one is the Access to work scheme.

This provides potential financial support for an individual can provide work related reviews as well, and help support an individual within the environment that they are in with work.

There are often fantastic charities and resources available as well.

ADHD UK is a great opportunity and a great example for individuals and line managers to learn themselves, but to signpost employees as well, to online support groups and third party support networks.

And lastly, the obvious one would be if help and support is required to seek that assistance through a health care professional.

Be that an NHS or a privately provided health care professional.