Reasonable adjustments   

 

We have talked about language, discrimination, bias, injustice, and authority in relation to disability. It is time to start the planning process, by thinking about addressing the added disadvantage disabled people face in the workplace. 

 

Viewed as a conversation about planning, both operational and strategic action is essential in facing anticipatory duty within the legislation about equality. The conversation so far was important, as it is far easier to talk of operational change – let alone strategic - having previously considered matters relating to disability equality and professional duty. Because we need shared understanding, definitions and a broader view of disability,  in order to deal with the wider assumptions based on fear,  ignorance and/or denial. Addressing discrimination in the workplace is far easier than changing the world. Therefore, a little time well spent making it easier for disabled people to participate fully, not only satisfies reasonable change, but helps us reach for alternative organisational cultures. Where individual solutions can be put in place to help disabled individuals participate on an equal footing, strategic planning adds to a step towards addressing discrimination and inequality. Most importantly addressing discrimination and inequality needs to be viewed as a the business community’s action to restoring the disabled population’s right to work. This means planning to address all in the short, medium and long term, by taking group disadvantage seriously. Individual, group and population perspectives need to align in planning, taking account of the values of the organisation, and in tandem with those of responsible business in line with the 17 sustainable development goals.

Bias - environment and attitudes

While the institutional discrimination and the societal inequality imbedded in culture will take time to solve, there are significant steps employers can take that will help greatly at very small cost to the organisation.  There is no typical employee, and for all professionals the acquisition of experience, wisdom and skills are far from linear.  Indeed diversity is key to an innovative and engaged workforce. It therefore makes sense to focus on strategies that support professional development, rather than wish for individual homogeneity. Acknowledging the journey so many disabled professionals have had to make to reach an equivalent position to their non-disabled peers, certainly changes the way recruitment, selection and promotion processes need to be altered to avoid bias and unfairness.

 

From a responsible business perspective, reasonable adjustments can be understood as a way of being response-able to the inequality beyond, by supporting inclusion within, so that joining and participation is fairer.  In other words, Equality & Diversity strategies should all included the definition of ableism alongside sexism, racism, classism, homophobia, religious choice, family and relationship preferences. Because, all employees need to be  familiar with conversations these matters, so that individual boundaries are respected and solutions to disadvantage and understood by all. 

 

Discrimination - provide a little extra

Having established a conversation about the barriers disabled professionals face in the workplace, it will be far easier to extend more personal questions  with less fear. Because some barriers may take time to remove, trust and enthusiasm may be gained by removing those most easily solved with a little creativity first. Building on the enthusiasm for diversity also may help individual professionals build their own better practice in response to the ableism they encounter.

A little extra time in the training phase, the getting to know you, will pay off in terms of trust gained. The important point here is to respect personal boundaries, by making sure the questions asked of disabled workers are about the workplace, not their difference. It may help to think about if question can be put to non-disabled workers too.  For example:

            “Is there anything we can do to make life easier?”

            “Can we alter the work space to make things more accessible?”

While good and best practice sometimes equate, being better by treating people unfairly will not achieve more equitable outcomes for all. Therefore things might need to change, to avoid the practice that compounds the structural inequality disabled workers face. Therefore to remove the daily practice that makes work difficult to disabled individuals the organisation may need to change in ways that challenge tacit understanding, the unspoken rules. [We walk clockwise round the kitchen area, why? For the benefit of whom?]

 

Addressing discrimination equitably, will involve planning and response to the barriers disabled professionals may/do face within the organisation.  Anticipating a number of solutions may be useful, such as changes to be made or alternatives to working practice offered, and will enable disabled employees to contribute as easily as non-disabled colleagues.  While forethought is a good idea, i.e. introducing flexible hours and most convenient office setup for all, other organisational policies might need re-writing such as working from home, sickness leave, and family absence. 

 

80% of the disabled population have impairments that are not visible, therefore focusing solely on the individuals we can see may actually hinder a far wider approach to inclusive practice. Anticipating a number of solutions may be useful, such as changes to be made or alternatives to working practice offered, that will enable disabled employees to contribute as easily as non-disabled colleagues. While forethought is a good idea, i.e. introducing flexible hours and most convenient office setup for all, other organisational policies might need re-writing such as working from home, sickness leave, and family absence.

Inequality - an organisational endeavour 

Viewing change as an organisational imperative, thus an orientation and accountability to the disabled population – a duty – weighs beneficially against the cost to society or added harm to individuals. The worth of reasonable adjustments, I think, even where perceived as a small price to the business, will far exceed their implementation. Where all employees benefit, and business purpose aligns, investment seems reasonable to more attain sustainable values. 

 

 

Example A. Where email and document font is set as standard for all employees, this brings people with visual impairment into communications they may otherwise miss out on. The change is unlikely to impact others negative, but will substantially address the disadvantage of disabled workers and customers. When adopted by whole sectors or institutions society shifts a step closer to being fairer to all.

 

 

 

 

 

An adjustment can be understood as ways of  reaching  for all, by addressing disadvantage some individuals in the workplace. As an organisational priority, adjustments are the first steps to addressing the discrimination disabled individuals face more widely. We cannot remove inequality, as changing culture is a giant task, but as a series of small changes can be framed by strategic direction towards greater inclusion.  As long as adjustments start with an imperative, such as tackling wider disadvantage, then small steps can add up. Without strategic intent, just doing more doesn’t always address disadvantage – however busy we get.  Fundamentally, the accountability is on the organisation, which needs to offer a safe and barriers free environment. It is not up to the worker to assume the cost of fitting in. small changes put in place to remove, minimise or reduce the impact of the barriers disabled workers face, may however change culture [see example A].

 

 

According to guidance 

A 'reasonable adjustment' is a change to the workplace that removes or reduces the effect of:

·       The barriers or difficulties the employee faces so they can do their job

·       The difficulties and barriers a job applicant faces when applying for a job

The reasonable adjustment could be to:

·       the working environment 

·       the ways things are done

·       get someone to help the employee or job applicant

 

Let’s park the word reasonable for now

 

 

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