How to Support Your Staff with Hidden & Visible Disabilities

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The employment of disabled individuals in the UK has witnessed a significant rise, reaching 5.1 million in the second quarter of 2023. This marks a notable increase of 2.2 million since April to June 2013, reflecting a substantial growth rate of 77.2%. Comparatively, there has been a year-on-year increment of 320,000 disabled people in employment.

With the above in mind, its crucial that we know how to support our staff with both hidden and visible disabilities. I am not one for re-inventing the wheel, especially when there is a good resource available, and I can across a blog written by Ian Rose - Keynote Speaker/Facilitator/Coach . I hope you find it as insightful as I did.

When someone says the word disability, what pops into your head? ? Most people immediately think of someone in a wheelchair. No wonder, because that’s the symbol we see everywhere – on signs, disabled toilet doors, in parking bays and more. ? We may also think of other visible disabilities, such as being limbless. People wearing thick glasses, like I do, is also a visible indication of a visual impairment. And if you can see someone’s hearing aid, you know that person has hearing difficulties.

Everyone has different needs Let’s not forget the non-visible disabilities and neurodiverse conditions like autism, ADHD and dyslexia. Mental health conditions like extreme anxiety, depression, eating disorders, and PTSD can also be considered disabilities. ? With many invisible disabilities, sometimes we’ll notice someone walking out of a disabled toilet or parking in a disabled bay and walking away. ? Disabled people are all impaired differently. Even those of us with the same condition! Because we’re all individual.

Invisible disabilities in the workplace It’s not easy to see that someone has additional needs. And if you don’t know or understand the condition, you may be unduly hard on them. ? So, when someone struggles with their work or comes across as being awkward, ask how you can help. That opens a conversation, allowing your team member to confide in you about their condition and what adjustments they may need.

Unhelpful labels With various labels used for different conditions, it’s important to ask what words they prefer. People may prefer to simply say that they have additional needs. Someone with a physical disability recently told me that he uses the term adjustability instead of disability. ? ? I was surprised to learn that some of my judo coaching clients don’t like the term goal, particularly as coaching is all about helping people achieve goals and overcome hurdles. Instead, they prefer words like outcome. So, that’s the word I use with those clients. ? Many people with invisible disabilities – neurodiverse conditions in particular – don’t like people suggesting that they suffer with a condition. Many prefer to say that they have ADHD, or that they are autistic. ? People with mental health conditions are also not keen on the word sufferer. Those with eating disorders often dislike being referred to as anorexic or bulimic; they have anorexia and can recover with the right treatment and support.

Don’t assume – ask! If you’re unsure how to refer to your disabled team members, ask. Start a conversation. Talking about disabilities of all kinds is the only way to learn how to help and support your team. ? Once you know, you can make adaptions to help them perform at their best. ? Months ago, when delivering a workshop, one person with dyslexia explained that he found emails written with white text on a green background much easier to read. So, thinking this worked for everyone, I shared this information at my next workshop. A man there told me that for him, red was the colour that helped! ? That incorrect assumption taught me a valuable lesson. I also learned that people with dyslexia need more time when writing reports, and may need someone to proofread their work.

How to support your employees with disabilities or invisible illnesses When someone shares their condition with you, research where you could signpost them for additional support:

• Check your intranet for information, including company policies on DEI (Disabilities, Equity and Inclusion).
• Ask HR for help – there may be an EAP (Employee Assistance Programme) that offers therapeutic and medical support.
• If you have access to Occupational Health, their advice could help both you and your team member if they’d like that support.
• Find out who your Mental Health/Wellbeing First Aider is for times when your employee needs urgent help.
• Remember – everyone is different! Two people with dyslexia will have different ways of coping and managing it.
• Keep talking and asking questions – open conversations are important to normalise disabilities and mental health conditions.

• Confidentiality When employees divulge that they have been diagnosed with a condition, they may state that they don’t want anyone else to know. In those cases, it’s a legal requirement to keep that information confidential under the Data Protection Act 2018, now referred to as Sensitive Personal Data within GDPR, unless you are concerned that they are in danger of harming themselves or others. ? You can still make allowances and adjustments to help improve their performance. If someone asks why they’re allowed to, for instance, have a break in a quiet area if the person is autistic, or work more flexible hours, simply reply that it is a confidential situation and leave it at that. Or ask the individual concerned what they would like you to say.

We’re all human and must respect one another despite our many unique differences. Acas has some helpful information on how to legally support disabled people in the workplace here .

Final Thoughts The employment landscape for disabled individuals in the UK has experienced a remarkable transformation over the past decade. The surge from 2.9 million in April to June 2013 to an impressive 5.1 million in the same period of 2023, reflecting a substantial 77.2% increase, underscores positive strides towards inclusivity and equal opportunities.

As these numbers continue to rise, the journey towards a more inclusive workforce is far from over it is evident that society needs to continue making significant strides in recognising and harnessing the talents and capabilities of every individual, regardless of their abilities.

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