Purple View Point
Our research has told us that many employers see managing a person who acquires a disability as a risk. Purple believe it is too much of a risk for a business not to explore all avenues to retain an individual who acquires a disability or long-term health condition while in work. Retaining an employee who has acquired a disability means keeping their valuable skills and experience, and comes with cost benefits as there is no need for a recruitment exercise.
Purple View Point
Our research has told us that many employers see managing a person who acquires a disability as a risk. Purple believe it is too much of a risk for a business not to explore all avenues to retain an individual who acquires a disability or long-term health condition while in work. Retaining an employee who has acquired a disability means keeping their valuable skills and experience, and comes with cost benefits as there is no need for a recruitment exercise.
Overview
Supporting an employee who acquires an impairment during their employment with you is about:
- Ensuring you have the correct policies and processes in place
- Upskilling line managers to feel confident to provide the necessary support as well as ability to implement the above policy and practice
- Confirming your commitment to supporting staff who acquire an impairment in your staff handbook, demonstrating your commitment to your staff in terms of support and retention, as well as disability more generally
Advice & Guidance
- Add a statement to your staff handbook (or other staff related materials) setting out your intent to retain staff and engage in proactive conversations should there be a change in their circumstances due to acquiring a disability or long-term health condition
- Develop a policy setting out your organisations principles to retaining staff, with a clear process, to support your employees and line managers when an issue arises
- If someone acquires an impairment it is likely they will have a period of absence before returning – keep the channels of communication open during this difficult time for the employee, showing your commitment to supporting their return
- Develop a return to work plan with the individual employee which positively explores all options, including reasonable adjustments or potentially a different role (if commercially sensible)
- If reasonable adjustments could support the employee to return to work, guide them to engage with Access to Work who can put these in place and support your organisation with funding
- Invest in additional training and support for the relevant line manager while the person is absent, as they will need to feel supported and confident to implement the organisation’s policy