Diversity – The Equality Blog

Celebrate Disability Pride: Enhancing Inclusion Year-Round

Is your organisation waving a flag during Disability Pride Month in July? Creating an inclusive workplace should not just be an annual event; it’s a year-round moral and strategic imperative.

Is your organisation waving a flag during Disability Pride Month in July? Creating an inclusive workplace should not just be an annual event; it’s a year-round moral and strategic imperative. Improving the experience of disabled staff fosters a culture of belonging, enhances employee well-being, and drives innovation through diverse perspectives. Here are some actionable steps organisations can take to ensure disabled employees thrive.

1. Foster a Culture of Inclusion

Leadership Commitment: Senior leaders must visibly champion disability inclusion, setting the tone for the entire organisation.
Awareness Campaigns: Celebrate initiatives like Disability Pride Month to educate staff and challenge stigmas.
Employee Networks: Support disability-focused employee resource groups to provide peer support and advocacy.

2. Create Accessible Work Environments

Physical Accessibility: Ensure offices, meeting rooms, and communal spaces are wheelchair-friendly and equipped with assistive technologies.
Digital Accessibility: Utilise accessible software and tools to ensure compatibility with screen readers and other assistive devices.
Flexible Working: Offer remote work options and adaptable schedules to accommodate diverse needs.

3. Provide Tailored Support

Individual Needs Assessments: Conduct personalised workplace assessments to identify and provide necessary adjustments, such as ergonomic equipment or modified duties.
Mental Health Resources: Offer counselling and mental health support tailored to the unique challenges disabled employees may face.
Mentorship Programmes: Pair disabled staff with mentors who understand their experiences and can provide guidance.

4. Invest in Training and Development

Disability Awareness Training: Equip all staff with the knowledge to foster respectful and inclusive interactions.
Unconscious Bias Workshops: Address implicit biases that may affect decision-making in recruitment, promotions, and daily interactions.
Leadership Training: Prepare managers to support team members with disabilities and effectively implement inclusive practices.

5. Encourage Open Communication

Feedback Mechanisms: Establish safe channels for staff with disabilities to share their experiences and suggest improvements.
Regular Check-ins: Managers should regularly discuss well-being and accessibility needs with their team members.
Transparent Policies: Communicate policies on reasonable adjustments and reporting discrimination.

6. Celebrate and Amplify Voices

Showcase Success Stories: Highlight the achievements of employees with disabilities to inspire and educate others.
Collaborate with Advocacy Groups: Partner with disability organisations to stay informed about best practices and emerging needs.
Inclusive Events: Host talks, workshops, and cultural events that centre the voices and experiences of disabled individuals.

Why it matters

Organisations that prioritise disability inclusion benefit from increased employee satisfaction, improved retention, and a stronger reputation as an employer of choice. Moreover, diverse teams are more innovative and better equipped to meet the needs of a diverse customer base.

A Call to Action

Improving the experience of disabled staff is an ongoing journey that requires commitment, collaboration, and continuous learning. By taking deliberate steps to foster an inclusive workplace, UK organisations can not only comply with legal standards but also lead the way in creating environments where everyone can thrive.

Let’s work together to build workplaces that reflect the values of equity, respect, and empowerment—not just during Disability Pride Month, but every day.

Unveiling the Layers of Structural Inequality in the UK

Structural inequality is an issue that plagues societies around the world, and the United Kingdom is no exception. Despite being one of the world’s leading economies, the UK continues to grapple with deep-rooted disparities that affect various aspects of people’s lives. This blog post aims to shed light on the structural inequalities present within the UK and the implications they have on individuals and communities.

1. Education Disparities:

Education serves as a crucial pillar for social mobility and equal opportunities. However, structural inequalities within the UK education system contribute to disparities that perpetuate social divisions. Research has shown that students from disadvantaged backgrounds often face limited access to quality education, resulting in lower academic achievement and reduced prospects for future success. This perpetuates a cycle of inequality that is difficult to break.

2. Income and Wealth Inequality:

A significant aspect of structural inequality in the UK revolves around income and wealth disparities. Despite economic growth, the gap between the richest and poorest continues to widen. This inequality is reflected in unequal wages, limited job opportunities, and the concentration of wealth in the hands of a few. The impact of this inequality is felt in various aspects of life, including access to healthcare, housing, and basic necessities.

3. Housing Inequality:

The housing market in the UK has long been plagued by structural inequality. Skyrocketing house prices, limited affordable housing options, and an increasing number of people living in insecure accommodation contribute to a cycle of housing inequality. This disparity disproportionately affects marginalized communities, leading to overcrowding, homelessness, and a lack of stability.

4. Racial and Ethnic Inequality:

Another dimension of structural inequality in the UK is racial and ethnic disparities. Despite being a diverse society, racial and ethnic minorities often face discrimination and unequal treatment in various spheres of life, including employment, healthcare, and the criminal justice system. These inequalities not only hinder social cohesion but also perpetuate systemic barriers that limit opportunities for marginalized communities.

5. Health Inequities:

Health outcomes in the UK are significantly influenced by structural inequalities. Socioeconomic factors such as income, education, and employment opportunities play a crucial role in determining the overall health and well-being of individuals. Research has consistently shown that individuals from lower socioeconomic backgrounds experience poorer health outcomes, including higher rates of chronic diseases and reduced life expectancy.

Addressing structural inequalities at a strategic level

Addressing structural inequality in the UK requires a multifaceted approach that involves policy changes, social awareness, and collective action. By acknowledging and understanding the various dimensions of inequality, we can work towards creating a more equitable society. The fight against structural inequality is not an easy one, but it is a necessary one for building a fairer and more inclusive future for all individuals in the United Kingdom.

Actions that can support reducing structural inequalities

Organisational EDI Strategy

The CIPD recommends a coherent strategy for fostering an inclusive culture that embraces diversity across the organisation. For the strategy to succeed, “it must be supported by organisational values as well as leader and manager behaviour that reflects the importance of EDI”.

Pay Gap Reporting

According to People Magazine, the reporting of pay gaps is one “meaningful way to provide equality data that can be assessed, benchmarked, and used to drive change”.

Law requires organisations with more than 250 employees to report their gender pay gap. This will help an organisation demonstrate a commitment “to tackling pay disparities between men and women by publishing an annual gender pay gap report, which includes an action plan to improve women’s equality and fairness”.

Training and Development

ACAS state that “training, development, and promotion of staff should also consider EDI”. During new staff inductions, organisation should provide EDI training, so everyone is on board with the equality, diversity, and inclusion policy right away. In addition, its good practice to provide training and development for employees and managers so they can access opportunities without prejudice. Training for performance review processes and promotions ensures that no questions arise about an employee’s fit due to their protected characteristic.

Accessible Information

The Office for Disability Issues states that “accessible communication formats (also called alternative formats) is crucial to reaching all your audience”.

By automatically captioning virtual meetings, recording post-events, and adding subtitles to short videos, this can be accomplished. Furthermore, events should advise on speakers, slides, short videos, polls, breakout sessions, and virtual chats, as well as provide prior knowledge about the format of events. On request, the organisation should be able to provide documents in easy-to-read formats and forms in large print. Similarly, an organisations website should reflect this as well, supporting zooming in up to 200% without spilling text off the screen, navigating the website with just a keyboard, using speech recognition software to navigate the website, and using a screen reader to listen to the website.

June is Pride Month

In the UK, June is Pride Month, a month dedicated to celebrating LGBTQ+ communities around the world. This year marks the 50th anniversary of the first Pride march in the UK – a day when hundreds of LGBTQ+ people and their allies arrived in London to protest a society where they were not safe to be themselves.

Organisation’s need to work with the LGBTQ+ community and their own LGBTQ+ employees to ensure an inclusive workplace culture. When better than pride to engage with your LGBTQ+ employees to build inclusion. That said, there is little point flying flags one month a year if you don’t celebrate your LGBTQ+ staff all year round. Take the time to engage with the LGBTQ+ workforce. So, speak to your staff, review your policies for inclusivity, find external trainers to raise awareness around pronouns and look to update your language around gender identity and gender expression to better include the full spectrum of the LGBTQ+ community.

The first UK Gay Pride Rally was held in London on 1 July 1972, a date that was chosen as it was the closest Saturday to the anniversary of the 1969 Stonewall riots in New York City, and around 2,000 people participated.

In London, these brave protesters marched to Trafalgar Square despite fearing for their own safety. But they knew it was important that their voices were heard – and their actions that day paved the way for half a century of progressive societal change for LGBTQ+ people.

The Stonewall riots were important protests that took place in 1969 in the US, that changed gay rights for a lot of people in America and around the world.

Quiz Question – Who is known as ‘The Mother of Pride’ after organising the first ever gay pride march. Answer at the bottom of this article.

In their article celebrating fifty years of gay pride, the Gay Times explains how the first Pride march came about in the UK.

“On 1 July 1972, around 2,000 people marched down Regent’s Street in London in the name of Gay Pride. Up to 40 members of the Gay Liberation Front had organised the protest, hoping it would serve as an antidote to widespread gay shame prevalent throughout the community. Same-sex sexual acts had only been decriminalised in England and Wales five years earlier, so the LGBTQ+ community was still dealing with the trauma they’ve suffered during the decades before. “They were ashamed of their sexuality and gender identity so our counter to gay shame was Gay Pride,” Peter Tatchell – one of the people who organised that 1972 Pride march – explained.”

In 2022, Pride is a celebration of people coming together in love and friendship, to show how far LGBTQ+ rights have come, and how in some places there’s still work to be done.Pride month is about acceptance, equality, celebrating the work of LGBTQ+ people, education in LGBTQ+ history and raising awareness of issues affecting the LGBTQ+ community. It also calls for people to remember how damaging homophobia was and still can be. Pride is all about being proud of who you are no matter who you love.

Since June 28, 1970, Pride events have grown bigger, bolder and well… prouder!

Did you know the answer to our quiz question? The answer is Brenda Howard, an American lady who is recognised as ‘The Mother of Pride’ after she organised the first ever gay pride march.

Voice, Power, Advocacy and Change – Effective Staff Networks

Staff networks provide a safe and practical space where generating and sharing new ideas, and exchanging information can be expressed in an informal environment. They also provide peer support, networking opportunities and social activities. Their activities can help to open the door to changing the culture of an organisation.

Effective staff networks are self-governed, and their terms of reference, leadership and membership arrangements are determined by their own members. However, these networks should operate with the full support of the organsaition and a framework is recommended so there is clarity, coherence and consistency of approach in the operation of all staff network groups.

Staff networks can be a powerful tool for empowering minority groups to have an effective voice in an organisation. In the context of diversity and inclusion, a minority group is a group of individuals who are known to have been discriminated against on the basis of a shared characteristic. It is worth noting that these groups may not be a minority in terms of numbers as in the case of women, who are a minority group, despite comprising over half of the UK population.

According to Advance H.E. (formally the Equality Challenge Unit), staff networks may not work in every workplace and/or for all minority groups, and their viability and success will depend on the culture and demand within individual organisations.

Networks need to be led by the staff groups that they represent. However, there is a role for institutions to facilitate and support the development of networks:

Involve staff and discuss the need for staff networks. This could be linked to specific times of year to maximise impact, for example discussing the possibility of a women’s network on international women’s day. A specific event gives the opportunity to discuss whether it is viable and to look for volunteers to take the network forward.
Provide a budget. From refreshment for meetings, to organising specific events or training and development, a budget of any size helps to ensure the network is sustainable and effective.
Ensure senior management are open to dialogue. Networks can provide a useful perspective on institutional practice. Consultation should be genuine and views of the network taken seriously.
Publicise networks to all staff. A dedicated area on your website/intranet means that all staff are aware of support and opportunities. Promote the networks during staff inductions to maximise membership and ensure all staff are able to benefit.
Create a culture of acceptance for participation. It can be intimidating to join a network and there can be a perception that members of networks are ‘troublemakers’.
Ensure line managers encourage staff to attend meetings in work hours. Senior management engagement can help to legitimise the group, and positive endorsement can underline that taking part is worthwhile.

Aims and Objectives

1. Sharing experiences and providing advice and support in a confidential safe space

Often a staff network is the opportunity staff members have to discuss the challenges they have faced at work. To meet this aim, it is likely that membership will be limited to people with the particular shared characteristic. Organisations need to carefully consider how, when and where the group will meet, and how to get a balance between giving an opportunity to share personal experiences while retaining momentum and developing positive solutions.

2. Working collectively towards improving institutional policies and practices and implementing change

Networks with this aim can be useful for their members and their institution. They can raise concerns from members, act as a consultation group for policies and practice and help to generate ideas and solutions. However, to be successful and to maintain momentum, the organisation has to listen to the network and genuinely involve them in decision making and policy review.

Terms of Reference

Networks can have a variety of terms of reference, depending on their aims and context. These may also develop over time as the group evolves. The language used in describing and naming networks can also be crucial in their success and who joins.

However you approach staff networks in your organisation it is important to remember that an effective staff network is one that is run by staff for the benefit of staff.

Supporting staff who observe Ramadan 2021

Ramadan 2021

This year, the month of Ramadan will begin on the evening of Tuesday 13th April and end on the evening of Wednesday 12th May 2021.

Ramadan involves a daily period of fasting for Muslims starting at sunrise and finishing at sunset over the month. This means abstaining from food, drink (including water) and smoking. While fasting is an important part of Ramadan, it is also a time of self-reflection and self-evaluation for Muslims.

This year will be very different for staff who are Muslim and observe fasting during Ramadan, as traditionally communal activities and prayer are observed and encouraged. Due to the current Covid-19 crisis, access to prayer facilities, quiet rooms and multi faith rooms internally and externally have been largely suspended. These restrictions may have a negative impact on staff wellbeing during an already difficult period. Line managers should encourage staff to talk to their chaplaincy team for support.

Accommodating religious belief and practices during Ramadan is about being responsive to employee’s needs. It does not necessarily mean extra time off; it is about offering flexibility around existing holiday entitlement, working patterns or break periods. Unlike previous years, this may prove more challenging if resources are reduced due to staff absence from self-isolation and illness.

Similarly, staff should also be aware of the health issues related to fasting, so that they are able to make more informed choices, minimise complications and maximise the benefit of their fast as well as operational effectiveness. Those who are ill with COVID-19 won’t be able to take part in daily fasting, as fasting is not compulsory or advisable for anyone who is ill or has a medical condition.

Frequently asked questions on Ramadan

What is Ramadan?

Ramadan is the 9th month of the Islamic lunar year and is the month of fasting. Fasting is a duty upon all adults and healthy Muslims. In the UK this year Ramadan will start on 13^rd April 2021. This means that no water or food is to be consumed from sunrise to sunset this totals to almost twenty hours per day without food or drink. People that are ill, those that are travelling long distance, pregnant and breast feeding women may be exempt.

One of the main benefits of Ramadan is an increased awareness of God. It is an opportunity for self-purification and reflection and a renewed focus on spirituality; and for compassion for those in need of the necessities of life. Muslims also appreciate the feeling of togetherness shared by family and friends throughout the month. Perhaps the greatest practical benefit is the yearly lesson in self- restraint and discipline that can carry forward to other aspects of a Muslim’s life such as work and education.

Religion and Belief is a protected characteristic of the Equality Act 2010, which means that festivals like Ramadan, as well as Easter, Yom Kippur, Vaisakhi and Diwali, and the other religious days and periods, give us an opportunity not just to support those who observe them, but also to learn and understand more about the people we work with and increase our understanding of the communities we serve.

Fasting, in one form or another, has always been important and often necessary part of religious life, discipline and experience in every faith. Many of the key fasting considerations transfer to all primary faiths and practices including Christianity and the sacrifices of ‘Lent’ Judaism and fasting during Yom Kippur and Tish’ah B’av.

Working and Ramadan

Working has a great importance and value in Islam. The importance of lawful earnings is emphasised by numerous instructions of God in the Quran to earn a living through lawful means.

The Prophet Mohammed taught Muslims that one needs to be balanced and harmonised between their worship and work. Muslims have to remain constant in acts of worship, and also to work hard to earn a living and support their families. Prophet Mohammed made it clear that being in a position to purchase day to day provisions from one’s own work is actually a commendable act of worship.

Ramadan should not be used as an excuse for not working to one’s usual level of commitment and productivity and it is important to remember one’s obligations to employers.

I manage and/or work with staff that are fasting, what do I need to know?

Fasting in the summer months is combined with disturbances in normal sleep pattern that can leave individuals feeling more tired than normal particularly mid-afternoon and towards the end of the day. Also, towards the latter part of the day some individuals that are fasting might feel a little light headed.

If you have Muslim staff in your department or ward, it may be worth approaching them and allowing them to discuss their needs and the impact this may have on their working patterns.

If it is operationally feasible an agreement to requests for slight adjustments to shift patterns during Ramadan will be appreciated. For example, many Muslims like to be with their families for the end of the fast therefore may need some flexibility with shift arrangements to enable them to spend this time with their families. To be able to finish early they may prefer to start earlier and/or have a shorter lunch break.

It is very considerate to avoid holding events involving food such as get-togethers which may include food and drink during Ramadan. If it is unavoidable please do not be offended if Muslim staff members are unable to participate in such events. If any training day or a key meeting is unavoidable, any special arrangements for Muslim staff that are fasting will always be greatly appreciated.

It is not necessary for individuals that are not fasting to abstain from eating or drinking in the presence of Muslims that are fasting. However, during the month of Ramadan it would not be appropriate to require a Muslim staff member who is fasting to join you in taking a working lunch for example, or to offer food or drinks

To fast along with Muslim colleagues, even for part of the day, is a good way of enhancing understanding, and can be used as a wonderful way of fundraising for a charitable cause during the month of Ramadan. Ramadan is the month of generosity, giving charity and benevolence.

Many Muslims will endeavour to practice their faith more during Ramadan than they might for the remainder of the year. As a consequence of this more Muslim staff might wish to offer prayers during the day. This will normally be around 1:00 pm and 6:00pm in the summer months for a few minutes each for which the staff member(s) will require a small private area or access to Trust’s chaplaincy facilities for prayer and quiet contemplation.

How do I express best wishes to colleagues and patients?

The appropriate way to express best wishes to a Muslim colleague for Ramadan is to say: “Ramadan Mubarak”

What happens when Ramadan ends?

The end of Ramadan is marked by the festival of Eid-Ul-Fitr for which some Muslim staff members will wish to take leave from work. The actual day that Eid falls on will depend on when the new moon is sighted. For this reason it might not be possible for the staff member to be very specific about the day he/she would like to be away from work and therefore some flexibility may be necessary.

There are different schools of thought who may celebrate Eid on different days depending on which school of thought they follow. This year Eid may fall on 13^th May or 14^th May depending on the sighting of the moon, therefore Eid can be celebrated on either days.

Please try to accommodate any requests for annual leave during this time.

The appropriate way to express best wishes to a Muslim colleague for Eid is to say: “Eid Mubarak”

#BlackLivesMatter

In relation to the tragic events of May 25th in Minnesota, I support the black community at this difficult time and remain committed to using my voice to effect real change. It should not take a video of a man being killed and thousands of people in the street for us to pay attention.

I am inspired by the strength and character of the black community in the face of these senseless tragedies and am committed to standing up for what is right and not just standing by. Shallow, tokenistic commitment is worse than silence. If you are interested in racism only when it is trending, keep your solidarity to yourself.

I encourage all the community, where you see racism and racist behaviour then call it out, challenge it and if it’s in the workplace tell someone. Silence is no longer an option and we will step up for our black colleagues, now more than ever.

If you are not Black, please remember your voice is needed right now—being anti-racist means speaking up, being an ally and challenging the injustices that may not directly affect you. Stand up, make noise about the events happening right now, educate family and friends and continue to push for change. Recognising white privilege has become a major focus in building a fairer society, but we also need to recognise the privilege of living in the west.

Now is not the time to be silent, neither is it the time to jump on a bandwagon. It’s a time for real reflection and care with regards standing by the black community at this time and move forward with real steps to end racism and injustice. Racism can only be addressed together, we can not afford to stand on the sidelines making excuses.

Let’s unite to confront and stop the spread of race-related hatred, violence and systemic injustice.

As, Kehinde Andrews, writing for the Guardian, says “It is time to radically rethink society to make it value black life. History tells us that the oppressed won’t wait for ever. It is time to get on the bus or get out of the way. ”

Black lives matter.

No individual can solve the deeply embedded issue of racism but if you want to see real change then you must be that change, don’t wait another second for others to lead you. Be the change you want to see, challenge your community, challenge your workplace to be better. With racism so deeply rooted in our social order, there can be no quick fixes – but here are some steps you can take in the workplace.

Be clear and concise-we’re talking about Black issues

Make it clear we are talking about Black issues, not “people of colour.” This is not the time for digressing or diluting the issue for non-Black comfort. There is no place for this—ever. Step up in a direct and empathetic way.

Talk about this, openly

Make it clear why this is a crucial conversation to have. Do not post in Black/race-focused groups only. This is relevant for everyone. Talk about systemic racism, sharing links to Black-driven research, making it clear this is a structural issue we all must address.

Create a safe space for colleagues to vent, and be open, if they want to be

Violence on Black colleagues is not an anomaly—people are emotionally scared and physically exhausted. As we’re all mostly working remotely, this may mean having open-diary slots with managers or creating an open space on your communication platform for folks to talk if they want to.

Signpost mental health support

Talking to colleagues isn’t enough. People need to know what professional mental health support is available to them and how to access it as soon as possible.

Managers must step up

Ensure managers are giving space to Black colleagues in particular, right now. Managers play a huge role in supporting people with everything happening in society—empathy is key. What affects or doesn’t affect you does not necessarily map to everyone else.

Do not centre yourself

Do not focus on yourself in these conversations. If you are not Black, your pain and hurt is not the priority right now. This may be an anomaly for you—it is not an anomaly for Black colleagues who live this life, every day.

Senior leaders must step up, especially if they are white or non-Black

Senior leadership must actively speak about this, whether they are uncomfortable or not. Their privilege must be used to make a difference. They should also signpost resources / donation links. They have a responsibility to show up for everyone. Keep in mind, most in leadership are white or non-Black, therefore their role as allies are important. They have the privilege of being listened to. They must amplify, learn and talk to their fellow white and non-Black colleagues to invoke real change.

Analyse your data

Remember that one post doesn’t fix systemic racism. Highlight your compulsory anti-racism training (not opt-in, which is not useful). Gather our data across different protected characteristics to allow for analysis of bias in hiring, probation and promotion processes. Use this data to challenge our processes. If Black colleagues aren’t being treated in the same way as others, share this transparently and spend time creating an action plan to challenge.

Do not add emotional/educational labour to Black colleagues

Every single person is different. That means people are processing this in many ways right now. Please make sure you’re not forcing Black colleagues to engage. This is emotionally/physically exhausting. If they want to, that is fine. If not, that is also fine. There is no onus on them to educate us.

Supporting staff who observe Ramadan during the Covid-19 crisis

Ramadan 2020

This year, the month of Ramadan will begin on the evening of Thursday 23 April and end on the evening of Saturday 23 May 2020.

Frequently asked questions on Ramadan

What is Ramadan?

Ramadan is the 9th month of the Islamic lunar year and is the month of fasting. Fasting is a duty upon all adults and healthy Muslims. In the UK this year Ramadan will start on 23^rd April 2020. This means that no water or food is to be consumed from sunrise to sunset this totals to almost twenty hours per day without food or drink. People that are ill, those that are travelling long distance, pregnant and breast feeding women may be exempt.

Working and Ramadan

Working has a great importance and value in Islam. The importance of lawful earnings is emphasised by numerous instructions of God in the Quran to earn a living through lawful means.

Ramadan should not be used as an excuse for not working to one’s usual level of commitment and productivity and it is important to remember one’s obligations to employers.

I manage and/or work with staff that are fasting, what do I need to know?

If you have Muslim staff in your department or ward, it may be worth approaching them and allowing them to discuss their needs and the impact this may have on their working patterns.

How do I express best wishes to colleagues and patients?

The appropriate way to express best wishes to a Muslim colleague or Patient for Ramadan is to say: “Ramadan Mubarak”

What happens when Ramadan ends?

There are different schools of thought who may celebrate Eid on different days depending on which school of thought they follow. This year Eid may fall on 23^rd May or 24^th May depending on the sighting of the moon, therefore Eid can be celebrated on either days.

Please try to accommodate any requests for annual leave during this time.

The appropriate way to express best wishes to a Muslim colleague or Patients for Eid is to say:

“Eid Mubarak”

Creating Dyslexia Friendly Workplaces

It is estimated that 15% of the population have dyslexia and/or other specific learning differences (SpLD), therefore it’s highly probable that there will be neurodiversity within any workplace. Organisations must commit to being a dyslexia-friendly organisation by supporting staff with dyslexia and/or other specific learning differences (SpLD) by applying reasonable adjustments to their workplace.

Dyslexia is a hidden disability and is therefore a protected characteristic under the Equality Act 2010 which the Trust is under the Public Sector Equality Duty to uphold. As such, where a diagnosis of dyslexia is made then the Trust must make reasonable adjustments to staffs working environment or working conditions to reduce h the impact of the SpLD. For example, if a member of staff has difficulties working with a computer for long periods then a reasonable adjustment might be to ensure that they avoid continuous all day computer work.

Being dyslexia-friendly makes good business sense and embedding this ethos within the Trust benefits everyone; it enables our staff to fulfil their potential and also supports our dyslexic service users and other stakeholders.

Dyslexia is a neurological difference and can have a significant impact during education, in the workplace and in everyday life. As each person is unique, so is everyone’s experience of dyslexia. It can range from mild to severe, and it can co-occur with other learning differences. It usually runs in families and is a life-long condition.

It is important to remember that there are positives to thinking differently. Many dyslexic people show strengths in areas such as reasoning and in visual and creative fields.

Neurodiversity can be a significant asset to an organisation, bringing a diﬀerent dimension to problem-solving or creativity in the way that an organisation operates and delivers its products and/or services.

Alongside meeting legal requirements there are many benefits to raising the awareness of dyslexia in the workplace and creating a dyslexia friendly work environment. It helps to establish an inclusive culture for all employees and ensures that individuals can use their strengths, such as atypical problem-solving and creativity. It means that organisations are striving to support staff, to get the best from them and the best for the organisation.

Creating a dyslexia friendly workplace doesn’t have to involve expensive changes. It often just takes some thought, and small changes can make a dramatic difference.

Things to consider:

Staff awareness of dyslexia, and the challenges and strengths it presents.
A flexible and supportive approach.
Introduction of assistive technology.
Changing communication methods i.e. printing company-wide information on different coloured paper, or in a larger font, or making it available as an audio file.

A dyslexia friendly workplace can reduce stress, increase morale and motivation. This is turn can have an impact on reducing staff turnover and sickness leave.

How can I support my dyslexic employees?

As well as meeting your obligations under the Equality Act 2010, supporting your employees makes good business sense. Effective changes don’t have to be expensive or time-consuming, often small organisational changes can help to get the very best from your employee.

It’s worth keeping in mind that any changes you make to your way of working can benefit all employees, not just those with dyslexia, and may also benefit your dyslexic customers and clients.

Examples of Reasonable Adjustments

The British Dyslexia Association provides the following examples of reasonable adjustments for commonly reported difficulties:

Reading

Give verbal as well as written instructions
Highlight important points in documents
Use voicemail rather than written memos
Supply screen-reading software or a Reading Pen
Print resources on coloured paper, and change background colour of computer screens and presentations

Reading and writing

Allow plenty of time to read and complete a task
Discuss the material with the employee, giving summaries and/or key points
Present information in other formats e.g. audio or video, drawings, diagrams and flowcharts
Offer/use mind-mapping software
Offer/use digital recorders
Offer/use speech to text software
Ask someone else to take the Minutes of meetings

Spelling and grammar

Spell checker on all computers
Offer assistive text software on all applications, where possible

Computer work

Change background colour of screen to suit individual preference
Supply anti-glare screen filter
Allow frequent breaks, at least every hour
Alternate computer work with other tasks where possible
Avoid continuous all day computer work

Verbal communication

Give instructions one at a time, slowly and clearly without distractions
Write down important information or encourage the employee to take notes
Write a memo outlining a plan of action
Provide a digital recorder to record presentations/training
Check understanding

Concentration

Make sure there is a quiet space available away from distractions such as doors, busy phones, loud machinery
Allocate a private workspace if possible
Allow an employee to work from home occasionally, if possible
Use a “do not disturb” sign when tasks require intense concentration
If interrupting, allow the person to pause and write down what they are doing to refer to when resuming work

Appointments and deadlines

Remind the person of important deadlines and review priorities regularly
Encourage the employee to use the daily calendar and alarm features on his/her computer or work phone.

Tips for organisation of property

Ensure that work areas are organised, neat and tidy
Keep items where they can be clearly seen for example shelves and bulletin boards
Ensure the team returns important items to the same place each time
Colour code items, if appropriate
Ensure work areas are well lit

Organising workflow

Prioritise important tasks
Create a daily, dated “To Do” list
Use and share diaries
Write a layout for regular tasks with appropriate prompts for example for meetings or taking notes
Build planning time into each day

Supporting directional difficulties

Always try to use the same route
Show the route and visible landmarks
Give time to practise going from one place to another
Supply detailed maps
Supply GPS car navigation system

Equality, Diversity & Inclusion – A Glossary of Terms

Thanks to Jan Lawrence at In-Equilibrium for this concise explanation of the main terms used when discussing Equality, Diversity & Inclusion:

Equality – Fair treatment of individuals or groups, ensuring they are treated equally and no less favourably in areas including those of age, disability, gender, race, religion or belief, sexual orientation, gender re assignment, marriage and civil partnership, pregnancy and maternity.
Direct Discrimination – Treating a person less favourably than another is being treated, or would be treated, because of their protected characteristic(s). Direct discrimination also includes:
Associative Discrimination – when an individual is discriminated against because of their connection with someone who has a protected characteristic(s).
Perceptive Discrimination – being discriminated against because it is believed an individual possesses a protected characteristic(s). It applies regardless of whether the individual possesses the protected characteristic(s) or not.
Diversity – Acknowledging, valuing and respecting people’s psychological, physical and social differences in order that their full potential and contribution can be realised.
Inclusion – A sense or feeling that an individual or group are welcome, respected, supported and valued in order that their unique needs, working and learning styles are met. An inclusive environment will embrace differences and offer respect both verbally and in actions to ensure that everyone can fully participate.
Indirect Discrimination – Happens when an organisation’s conditions, policies or practices which, on the face of it appear neutral, have an impact that particularly disadvantages those who share a protected characteristic(s); unless whoever applied it can provide ‘objective justification.’
Harassment – The Equality Act 2010 defines harassment as, “unwanted conduct related to a relevant protected characteristic, which has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual.” Harassment applies to all the protected characteristics except, Marriage and Civil Partnership and Pregnancy and Maternity. Employees can complain of behaviour that they find offensive even if it is not directed at them and they do not possess the relevant protected characteristic themselves.
Positive Action – Is distinct from unlawful positive discrimination (which involves the practice of favouring an individual who belongs to a group which suffer discrimination). Positive action is lawful when an employer takes steps to counteract the disadvantages it believes people who shared a protected characteristic face. Any decisions taken following positive action must then be made on merit (unless section 159 of the Equality Act 2010 applies).
Protected Characteristics – The Equality Act 2010 specifies 9 features which, for the advancement of equality and opportunity, are afforded protection from discrimination, harassment, and victimisation. In alphabetical order they are: Age, Disability, Gender, Gender Reassignment, Marriage and Civil Partnership, Pregnancy and Maternity, Race, Religion or Belief, Sexual Orientation.
Reasonable Adjustments – The duty to make reasonable adjustments is covered in the Equality Act 2010 to ensure positive steps are taken to remove the barriers those with disabilities face so they are not substantially disadvantaged. The 3 main areas organisations and establishments need to consider are:
- To change provisions, criterions or practices which may provide a barrier unless it is unreasonable to do so
- To change a physical feature of a business or premises which may make access or use difficult for those with disabilities
- To provide auxiliary aids or services, which may include additional services, in order to help a person with a disability to either access or do something
Stereotype – A widely held, positive or negative, image or idea which an individual believes about the characteristics of a certain group.
Victimisation – Occurs when an individual is singled out for unfair treatment or discrimination as a result of making a complaint/grievance, threatening to make a complaint/grievance or supporting a complaint/grievance made by a third party.

Equality Impact Assessment

It is vitally important that all workplace policies and procedures that impact upon staff have been through a robust Equality Impact Assessment or EIA. Such an assessment is an internal audit process which is specifically designed to measure whether a policy, project or scheme is at risk of discriminating against any disadvantaged or vulnerable people.

Under the Equality Act 2010 it is illegal to discriminate against an employee because of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex or sexual orientation. As such, without effective review, a new policy or procedure may unintentionally discriminate against a group of employees because they share a protected characteristic.

For example, a new policy may be published which states that hats or head gear cannot be worn at work under any circumstances. However, such a policy would discriminate against Sikh men, for whom the wearing of the turban is mandatory.

In this situation, a robust Equality Impact Assessment would have been able to identify that such a policy would discriminate against staff from certain religions. This type of discrimination is referred to as indirect discrimination and, generally speaking, occurs when an organisational policy or procedure is put in place which applies to everyone and is not discriminatory in itself but it may put those with a certain protected characteristic at a disadvantage.

The purpose of the EIA process is to prevent discrimination and where the assessment identifies a risk of discrimination action can be taken to make the necessary changes to ensure discrimination does not happen. In this way, the EIA is a useful tool to help improve or promote equality in an organisation to help remove barriers and improve participation for underrepresented groups.

In most situations, organisations don’t set out to purposefully discriminate against any of their stakeholders but sometimes a lack of awareness, especially where a policy, process or scheme may disadvantage one group over another, the EIA can help to identify and make changes to ensure everyone is included and not disadvantaged.

Here is an example from ACAS, the Advisory, Conciliation and Arbitration Service, where they highlight how equality impact assessment can make a positive impact to the workforce. ‘One local authority found a recipe for success over its meals on wheels service. The authority was concerned that the food it was serving up wasn’t to everybody’s taste. So it used an equality impact assessment to find out why. The authority discovered that in certain ethnic communities, only a few people were tucking in. So the authority decided to change the menu to ensure that these diners had a range of different types of meals more likely to appeal to choose from. Soon there were many more ‘happy eaters’ among these communities, while ‘white British’ users were also delighted at the improved choice and quality of the food. In this way the authority not only improved its service but saved money as well.’

If a regular audit of an organisations policies, processes and practices is not undertaken then an unintended act of discrimination may remain undetected for some time, that is until someone makes a complaint or is let down by the service they receive. This is exactly how indirect discrimination happens in the workplace and an EIA can be used to identify this early so changes can be made in the best interests of all.

Generally speaking, for an EIA to be effective it must ask four key questions of what it is assessing. For example, if using an EIA to assess the impact of a new policy then we must ask: 1.) What is the intention of the policy? 2.) How is it seeking to achieve this? 3.) Who benefits (and does not benefit) from the policy and how? 4.) What are any ‘associated aims’ (or other policies) attached to the policy and how do they impact? By doing this we can assess the intention of the policy, what method it uses to enforce the policy, who actually benefits from the policy and what other influences are there that impact on this policy, which should help us to identify risks.