Checklistfor Line Managers of Disabled Staff

Contents1 Message from the Deputy Vice Chancellor 3

2 Introduction and Benefits 3

3 Role of the Line Manager 4

4 Checklist 4

5 Appendix 1: Reasonable Adjustments 8

6 Appendix 2: Etiquette Guide for Managers of Disabled Staff 8

7 Useful Contacts 12

1 Message from the Deputy Vice Chancellor

2 Introduction and Benefits

This Checklist with accompanying FAQs will make it easier for managers to:

• know of the type of support available for disabled staff at Manchester Met;

• understand what reasonable adjustments can be made in the workplace to maximise the potential of disabled employees;

• be confident about managing disabled colleagues; and

• know where to go for more detailed help or advice.

The Equality Act (2010) provides the legal framework that protects people1, including disabled people, from discrimination. It replaces a range of anti-discrimination legislation, including the Disability Discrimination Act 1995 (DDA).

Compliance with the Act is a legal obligation, but it also makes good business sense. An organisation that is able to provide services to meet the diverse needs of its users should find that it carries out its core business more efficiently. A workforce that has a supportive working environment is more productive.

1 The duty covers the following nine protected characteristics: age, disability, gender reassignment, marriage/civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation.

“I am immensely proud of our diverse community at Manchester Metropolitan University. Equality and diversity are well embedded throughout the University, and we have been recognised for ‘leading the way’ as a disability smart organisation by our partners.

We are dedicated to removing the barriers disabled people face, through our inclusive policies and practices, which are underpinned by our E&D Strategy and Vision for Disability Equality.

We are also a public facing organisation and we need to set an example for others.

Our workforce is our single largest source of competitive advantage and all colleagues should feel this is a fulfilling place to work.

On behalf of Manchester Met University, I commend this resource to you”.

– Jean-Noel Ezingeard, Deputy Vice-Chancellor and Chair of the University’s Diversity and Equal Opportunities Committee (DEOC)

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3 Role of the Line Manager

In line with Manchester Metropolitan University’s commitment to equality and diversity, the University sees the line manager as an integral role in supporting disabled employees and has therefore, produced a checklist to assist line managers of disabled staff with this responsibility.

The FAQs and Checklist will make it easier for managers to:

• know of the type of support available for disabled staff at MMU;

• understand what reasonable adjustments can be made in the workplace to maximise the potential of disabled employees;

• be confident about managing disabled colleagues; and

• know where to go for more detailed help or advice.

The checklist can be used in combination with the Support for Disabled Staff Guide and Line Manager’s FAQs which provides further information and can be found on the HR and Equality and Diversity website.

4 Checklist

We recognise that disabled staff members may require some practical adjustments, support or guidance to ensure, as far as possible, that they have equal access to everything the University can offer them. Line managers play a significant role and can take a conscious approach in providing them with these. Therefore, the University has produced this checklist to assist line managers of disabled staff with this responsibility and to make the process as uncomplicated as possible.

NB. This checklist has been designed as a guide and is based on the premise that a member of staff has disclosed that they are disabled. Not all items on the checklist will therefore be applicable to every case, and in these situations the manager can indicate N/A.

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ChecklistTick or

N/A

During the recruitment & selection process, have you:

Followed the Recruitment and Selection Policy particularly when drafting person specifications? http://www2.mmu.ac.uk/humanresources/a-z/policies/recruitment-and-selection-policy

OR Manager’s Guidance on Recruiting your Team: http://www2.mmu.ac.uk/humanresources/managers/recruiting-your-team

Eliminated any barriers throughout the recruitment process? See BDF Guide: http://businessdisabilityforum.org.uk/talent-recruitment

Considered adjustments to tests, interview and assessments to accommodate disabled candidate’s needs?

Have you utilised the Two Ticks/Disability Confident Scheme to which the University is committed to?

During induction have you:

Discussed the support required in all aspects of the employee’s role and their interactions with colleagues? Introduce and refer to the Support for Disabled Staff Guide. http://www2.mmu.ac.uk/humanresources/a-z/guidance-procedures-handbooks

Used the Manager’s Induction Checklist? http://www2.mmu.ac.uk/humanresources/managers/induction

Considered using the MMU ‘Buddy’ Scheme? http://www2.mmu.ac.uk/humanresources/a-z/guidance-procedures-handbooks/ buddy-mentor-to-new-starter

Ensured the employee is aware of the Equality and Diversity Policy and Equality and Diversity Strategy?

Made the employee aware of the Staff Equality Fora (particularly the Disabled Staff Forum)?

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When thinking about reasonable adjustments, have you:

Discussed if any reasonable adjustments are required for the role? (Consider asking staff to apply for further support/assessment from Access to Work within 6 weeks of commencing their new role).

Completed the Reasonable Adjustments Form (Appendix 1) for new and existing staff?

Considered referral to Occupational Health via HR for assessment where appropriate?

Discussed if parking is required? FAQs: www.mmu.ac.uk/staff/travel/car-parking/faq.pdf Contact the Travel Team: T: 0161 247 2989 or E: stafftravel@mmu.ac.uk

In line with health and safety, have you:

Checked whether the individual requires a personal emergency evacuation plan (PEEP)? http://www.mmu.ac.uk/health-and-safety/peeps If yes, then have you both discussed and completed the necessary PEEP forms?

Ensured employee is aware of the location of fire/first aid equipment?

Ensured employee is aware of the fire drill and alarm/location of fire exits/assembly points?

When recording absences, have you:

Referred to the Managing Absence Policy and Procedure to clarify if any absence is disability-related leave or absence? http://www2.mmu.ac.uk/humanresources/a-z/policies/managing-absence-policy

Made yourself and the employee aware of the Adverse Weather Policy? http://www2.mmu.ac.uk/humanresources/a-z/policies/adverse-weather-policy

When considering training & development, have you:

Attended the Disability Smart Training for Managers?

Completed ‘Managing Diversity’ E-learning via Moodle?

Completed other Management Essentials training? http://www2.mmu.ac.uk/myhr

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When thinking about communication needs, have you:

Read the Etiquette and Inclusive Language Guide? (Appendix 2)

It is important that you understand a disabled member of staff’s preferred style/method of communication, so have you:• considered discussing different/alternative formats of communication with the

employee?• read the guidelines for alternative formats?

www.mmu.ac.uk/sas/studentservices/learner-development/documents.php

Equipment

Where relevant, have you checked the proximity of printing and photocopying facilities for disabled staff?

In relation to Information Technology (IT), have you:

Ensured that any IT issues have been reported by the disabled employee so that the IT Helpdesk can prioritise their problem (particularly in relation to any adaptive/assistive technology being used by the employee)?

Supported the employee with ensuring that relevant IT colleagues have set up any assistive technology e.g. Display settings, Dragon, Inspiration, TextHelp Read & Write, Accessibility Wizard etc? Some of these programmes are automatically installed on university desktops.

When discussing professional and personal development, have you:

Used a one-to-one or the Professional Development Review Scheme as a further opportunity for discussion to review arrangements and/or reasonable adjustments that have been made?

Encouraged/recorded development opportunities through the Professional Development Review (PDR) Scheme Policy and local processes?

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5 Appendix 1: Reasonable Adjustments

The Manchester Met Reasonable Adjustment Form is a living record of reasonable adjustments agreed between a disabled employee and their line manager. The purpose of this agreement is to:

• Ensure that both parties, the individual and the manager, have an accurate record of what has been agreed.

• Minimise the need to re-negotiate reasonable adjustments every time the employee changes jobs, is re-located or assigned a new manager.

• Provide employees and their line managers with the basis for discussions about reasonable adjustments at future meetings.

To view/download/print a copy of the Reasonable Adjustment Form, please visit:

http://www2.mmu.ac.uk/humanresources/a-z/guidance-procedures-handbooks

6Appendix 2: Etiquette Guide for Managers of Disabled Staff

In line with Manchester Metropolitan University’s commitment to embed equality and diversity, the University sees the line manager having an integral role in supporting disabled employees.

This guide has been produced to help managers to:

• ensure a positive working environment for disabled people;

• provide appropriate support to disabled colleagues;

• recognise and avoid the attitudes and behaviours that create barriers and misunderstandings;

• develop a greater understanding of the views and preferences of disabled people.

This guide complements the Inclusive Communication Guide and can be used in combination with the Checklist for Line Managers of Disabled Staff. They aim to provide the tools to help you become more aware of the many different practices that may be required when dealing with a modern diverse society.

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Language and Disability

Language conveys powerful messages so it is helpful to observe care in your choice of words and to encourage all staff to be sensitive to their use of language too. Avoiding expressions that turn adjectives into nouns (e.g. ‘the disabled’ which de-personalise, or which define people in terms of their disability, such as ‘epileptics’), ensures that disabled people do not feel like a marginalised group. It is helpful to use positive images of disabled people in case studies in order to illustrate that disability is incidental to the activity being undertaken. Preferred language is constantly in a state of flux, so it is essential that we use communication that is inclusive in order to avoid the risk of unwittingly patronising, offending or excluding colleagues. The following list, developed by disabled people, helps to explain which language to use and which to avoid:

Disabled people prefer you to say Instead of

A disabled person Handicapped / Invalid / Retarded / Spastic

Disabled people The disabled

Deaf/Hard of hearing/hearing loss or hearing-impaired or partially deaf / partially hearing.

Deaf without speech or hearing impaired without speech

Deaf and Dumb or deaf mute

She has… which affects her….or has e.g. “She has arthritis which affects her mobility”

Victim of... or suffering from...or afflicted by…

A wheelchair user Person who uses a wheelchair

Wheelchair bound or confined to a wheelchair

A person with a learning difficulty/learning disability

They are mentally handicapped

Accessible toilet and accessibility Disabled toilet and disabled access

“We have six people coming to the event and one is a wheelchair user.”

We have five people and a wheelchair coming to the event

Mental health condition Mad / mental / mentally ill / psycho

Seizures Fits/ spells / attacks

Partially sighted / Visually impaired / blind person

Can’t see / sight problem

Specific needs Special needs

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Common Courtesies

Avoid attaching labels to people with or without impairments or making assumptions about the presence or absence of impairment; some people have non-visible/hidden disabilities such as epilepsy or asthma. Medical labels are misleading as no two people are alike. Medical labels tend to reinforce stereotypes of disabled people as patients, powerless and dependent on the medical profession.

In the medical model of disability, disabled people are seen as the problem. They need to change and adapt to circumstances (if they can), and there is no suggestion that society needs to change.

The social model has been developed by disabled people. In their view disability is caused by the (inadvertent or deliberate) barriers that exist within society and the way society is organised, which discriminates against people with impairments and excludes them from involvement and participation. The University wholly supports the ‘Social Model’ of disability.

Here are some suggestions to consider:

• Everyone is an individual; disabled people do not constitute a group apart so it is best practice not to use the word disabled as a noun (the disabled) as it implies a homogenous group separate from the rest of society.

• It is helpful to offer assistance to a disabled person, as appropriate, but it is better to wait until your offer has been accepted before you help. Listen or ask for specific instructions e.g. if the person asks for assistance, then ask ‘May I offer you an arm?’ rather than taking their arm.

• It is fine to make appropriate physical contact with disabled people according to the situation in the same way you would with anyone else e.g. shaking hands with someone you have just been introduced to (feel free to say ‘shall we shake hands?’ to anyone with a visual impairment).

• Sometimes it’s easy to feel embarrassed about using common expressions such as ‘I see what you mean’ or ‘I’d best run along’ which may relate to a person’s impairment, but there is no need to be.

• It is also much more polite to make eye contact and speak directly to the disabled person rather than through a companion/carer/ interpreter and try to position yourself so you are at the same level.

• Try to avoid asking personal questions about someone’s disability unless you need to.

• Be considerate of the extra time it might take for a disabled person to respond to certain forms of communication.

• When planning a meeting, team building event or any other event, anticipate specific accommodations and/or adjustments for disabled people. If a barrier cannot be avoided, let the person know ahead of the time the reason why adjustments cannot be made.

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• Managing meetings so that they are inclusive makes sense for all involved (not just those who are disabled).

Some examples include:

• not allowing people to talk over each other;

• making it standard practice to ensure everyone goes round the table introducing themselves to each other at the beginning of a meeting;

• Avoiding combining meals with meetings – try to keep these separate.

Managers are not expected to be highly trained ‘disability experts’ in order to achieve positive results. They need only take a common sense approach and know where to go for additional help if necessary. The disabled person is usually the best person to start with when one is trying to establish what their needs are and what possible solutions exist.

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Human Resources:

Email: hr@mmu.ac.uk

Tel: 0161 247 6624

http://www2.mmu.ac.uk/humanresources

The Equality & Diversity Team:

Email: equalities@mmu.ac.uk

Tel: 0161 247 6494

www.mmu.ac.uk/equality-and-diversity

7 Useful Contacts

Equality and Diversity: Disability-related webpages:

www.mmu.ac.uk/humanresources/equalities/disability

Library Guide for Disabled Users:

http://libguides.mmu.ac.uk/usrdisabled

Manchester Metropolitan University Staff Policies:

http://www2.mmu.ac.uk/humanresources/a-z/policies

Access to Work:

https://www.gov.uk/access-to-work/overview

Business Disability Forum (BDF):

www.businessdisabilityforum.org.uk/

University Guide for supporting mental health and wellbeing:

www.mmu.ac.uk/equality-and-diversity/mental-health

Mind: For better mental health:

www.mind.org.uk