Day-to-day Management
Managing performance
At meetings, ask if there if anything can be done to make it easier to do their job, i.e. do they need accommodations or further accommodations to the workplace.
You may consider making reasonable accommodations if:
- The person tells you that they have a disability, illness or injury
- You think the employee has a disability
- Making a reasonable accommodation would help the employee to do their job better, regardless of disability
This approach will help you to:
- Meet your obligations under the Disability Act 2005
- Encourage your team to tell you about any disability, illness or injury that affects their work and to enable them in their workplace
- Get the best from your team because you are removing the barriers that prevent them from working to the best of their ability.
Supporting a barrier free Performance Appraisal Process
You may need to make some minor change to the way you conduct appraisals. In some cases you may need to speak to the HR Department about making reasonable accommodations to the process if it places someone at a substantial disadvantage.
- Ensure the meeting takes place in an accessible venue
- Book a Sign Language interpreter if needed
- Allow a support worker or Job Coach to be present if requested
- Provide forms in alternative formats such as larger font, easy read text or present orally before the written form
- Provide forms that are written in plain English and are easy to follow.
When improvement in performance is necessary
If an employee's performance deteriorates or it is not as good as it should be, always consider the possibility that they might have a disability.
Examples of causes of diminished performance can include:
- Sudden but persistent lateness
- Unusually poor or deteriorating relationships with colleagues
- Unusually and increasing negative attitude
- Missing deadlines or forgetting to do tasks
- Irritability or moodiness
- Lots of short-term sickness absences
- Long periods of sickness absences
- Complaints of tiredness or pain
If the direct manager is not aware of the disability it will be important to monitor the appraisal process so not to mark employees with disabilities down because they need reasonable accommodations.
For example, if an employee with a disability is given fixed hours as part of a reasonable accommodation, they should not be marked down because of "inflexibility".
If you think a member of staff who has a disability is disadvantaged or could be disadvantaged by the appraisal process you should talk to the HR Department.
It is a good idea to provide managers, supervisors and work colleagues with disability awareness training. They may appreciate the support in their own roles and to receive feedback in their role of managing people with disabilities. It helps if senior management is aware of the issues that those managing people with disabilities are dealing with and are able to assist or ask for support in any difficulties.
Before reprimanding an employee ask them if they realise that their performance or behaviour is not of the standard required and discuss any possible explanations.
Ask if the working environment is making it difficult for them to do their job. Then explore how - together and with advice from colleagues and support from the job coach - to overcome these issues by making reasonable accommodations.
Promotion
The employee is likely to have a person centered plan (PCP) which will include their career aspirations and goals. This can be shared with the employer so the employer understands what is needed for career development and with anticipation to achieve promotion.
When the employee transfers to another manager they will need to know what accommodations their new employee needs. Ask the employee if you can pass on any assessments or reports on reasonable accommodations. However, remember to get the employee's consent.
Helping people progress in employment: checklist
- Don't assume an employee with a disability doesn't have ambitions or cannot progress in employment.
- Include employees with learning disabilities in training.
- Use the same personal development procedures for employees with disabilities as for other employees, making reasonable accommodations as required
