Action 1.3B: Offer flexible working arrangements to accommodate the needs of disabled employees.

Guidance

Flexible working arrangements for staff can be seen as a broadly inclusive measure, but it is a very important determining factor in the decision of many disabled employees to apply to work with an organisation or continue to work with them. This was clearly highlighted by disabled people, disability organisations and employers who participated in the WIDE framework consultation process.

“I think it is crucial to promote awareness, which means understanding that we are not all the same. Applying the same approach to everyone highlights and deepens differences. Implementing uniform policies without considering these individual differences leads to inequality and injustice. Less competition and more flexibility and cooperative work, will foster a truly inclusive and equitable work environment.”

WIDE Consultation Participant – Disabled Person

To support disabled employees, offer flexible working arrangements that accommodate a range of needs and life circumstances, and clearly communicate the availability of these options. Depending on the scope and business needs of the organisation, flexible working arrangements your organisation offers might include:

• remote or hybrid working
• availability of part-time opportunities or job sharing, where two or more individuals share a single post.
• job carving, part-time work
• flexitime arrangements which allow for flexible start/finish times.

“Job carving or job-sharing can be a game-changer. Many want to work part time.”

WIDE Consultation Participant – Disability Organisation

The flexibility embedded in these options provide opportunities for a broader range of employees to manage their work-life balance and manage any disability-related needs effectively.

“Be more flexible, where possible. With working hours, doctors’ appointments, and sick leave. Maybe even consider shorter working hours in general. When cutting our standard hours, we noticed that the productivity was higher for these hours.”

WIDE Consultation Participant – Employer

When developing these options in your workplace, ensure that communication with remote/hybrid employees and those on other flexible work modes is clear and inclusive, and that employees engaged with flexible modes have a comparable experience to their colleagues. Develop strategies to keep all employees informed about daily work activities and wider company information, regardless of their mode of work. This can include regular virtual/hybrid meetings, accessible communication platforms used by all staff, and clear documentation/communication of key information.

By offering and effectively managing flexible working arrangements, you create an inclusive work environment that values the contributions of all employees. This approach not only supports disabled employees but also enhances overall job satisfaction and productivity within the organisation.

Remember that in cases where it is not feasible to broadly offer flexible working arrangements across the organisation, such arrangements may be viewed as a reasonable accommodation and recommended via the needs assessment process (see Action 1.2B).