1. ATTITUDE

This is of utmost importance, as it underpins everything to enable people with disabilities to thrive.

If you don’t have this mindset your organisation will unlikely be able to gain the trust to benefit relationships with its staff with disabilities.

If you have an open attitude to people with disabilities your staff will feel able to embrace and express their differences freely and authentically. There is no better way to improve confidence and fulfilment at work.

A recent survey shows that it is the perception of disability, that causes the majority of challenges that people with disabilities have each day.

Ramps can be built and technology can open doors. Only when we change our attitudes can we change our culture to be inclusive.

For example, in relation to a wheelchair user, on a practical level, this means that wheelchair access (including accessible toilets) to buildings, seminars, client events, social events will need to be made available to the individual.

The individual is usually the expert in his or her disability so it is important to consult with them and ask what would work for them. Not all wheelchair users require the same facilities and adjustments. Don’t assume you know what is needed just because you have a client who is also a wheelchair user, for example.

It may be that the employee is unaware exactly what the role involves at this stage and it will probably vary between departments. It is important to keep the conversation open with the employee and have regular check-ins to ensure that the current arrangements are working and any issues which may arise are dealt with. There may be a change of circumstances, for example, change of medication, hospital visits or periods where working from home may be appropriate, which will affect the way the employee works.

To build a relationship put the work in early to build trust as sometimes personal and confidential information will need to be given. Keep the employee involved in any decision which will affect him/her.

2. AWKWARDNESS

Don’t define somebody by their disability. Wheelchair users have heard all the ‘jokes” and “lines” thousands of times such as, “don’t drink and drive”, “don’t run me over”, “have you got a license for that?”, “women drivers!” These are some of the common ones. It is simply a lazy reference to the chair when people feel the need to say something due to perhaps awkwardness on their part.

We all make mistakes especially if we are not used to disability. If you do say something which you feel caused offence then simply apologise quickly and move on.

3. AWARENESS

a). Language

Be aware of your language. An easy way to remember whether a word may cause offence or not is asking yourself, is it disempowering or empowering? The word “wheelchair bound” for example, is banded about and is part of everyday language but it suggests someone who is passive and disempowered.

Why is language important? Thoughts affects our words and our behaviour. The more commonly accepted word is “wheelchair user”.

It’s ok to use words like, “just walk down the corridor”. This doesn’t disempower the individual as it’s part of everyday language. The more attention you draw to the fact that you said the word “walk”, for example, and profusely apologise for saying it, the more awkward the exchange.

b). Etiquette

Most chair users do not like someone leaning on their chair and treating it like a piece of furniture. You wouldn’t just lean on someone’s arm. It is an invasion of someone’s personal space.

Do not push someone without asking. Empower the individual by allowing them to approach you should they require assistance. Opening a door will not cause offence as you would do this for anybody. It is important not to be patronising as this is disempowering and reinforces the perception of having low expectations of someone who uses a wheelchair.

Kneeling down to speak to someone in a wheelchair makes some chair users uncomfortable. They feel it is patronising like talking to a child. It may be more appropriate, if possible, to pull up a chair next to the person and sit down beside them making this gesture as natural as possible. Otherwise just talk to someone as if you would anyone if they were sitting in an office chair and you were standing by their desk. As an extreme example, just think what would David Brent, the character in The Office do and do the opposite!!

4. ADJUSTMENTS

Some people with disabilities will need soft adjustments to enable them to work effectively with neither environmental, nor attitudinal barriers. e.g. flexible hours.

These adjustments may change over time due to change of medication, fluctuating health condition so it’s important to check in regularly with the individual.

Do staff know what adjustments are available for people with disabilities at the organisation? Are they comfortable asking for what they need? To ask for adjustments, is the process straightforward, speedy and easy to navigate?

Is the organisation and individual aware of Access to Work (AtW)? An Access to Work grant can pay for practical support if you have a disability, health or mental health condition to help you start working. AtW can assist with travel costs, work equipment, workplace assessments, contributions towards a lighter wheelchair etc.

5. ASPIRATIONS

People with disabilities have aspirations like everyone else. It is important not to make people with disabilities feel just grateful for having a job but to discuss in appraisals their goals and challenges.

Does the organisation have a disability network? If so, I would signpost the individual to this.

A disability network can perform 3 main functions:

(i) a support network (ii) a consultation board for HR in respect of policies which affect people with disabilities and long term health conditions and (iii) a means of enabling disability confidence to continue to grow.

6. ASK

Finally, don’t make assumptions about people with disabilities. Simply ask. We have to watch our biases by not assuming people with disabilities wouldn’t want to go on a secondment, go to court, go and work in one of the overseas offices, for example. They could be the best person for the position so it’s important not to eliminate them without even asking how this could be possible and whether it is something which they would like to do. If you shy away from the conversation then it simply sends a negative message to the individual that they are not even considered suitable and are not valuable to the organisation.

If you would like further help or information about engaging people and giving confidence about disability issues then please contact Diverse Matters today.

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