Action 5.2B Support managers to appropriately respond to the sharing of disability-related information and initiate support processes.

Guidance

Creating a supportive environment for employees to share their accessibility needs is crucial for fostering trust.

“I’ve heard employers we work with say, ‘he didn’t disclose, how can I trust him?’, but they need to better understand the fear and trauma that people have experienced before and why they might be fearful.”

WIDE Consultation Participant – Disability Organisation

To ensure employees feel validated and valued by their employers when they take the significant step to share information with them, it is important that when employees share their disability information, matters are dealt with sensitively and confidentially, and that timely action is taken to support employees with their needs.

“I always found it very difficult to advocate for myself. In my experience in work, it can be difficult to ask for accommodations. And when I do, I often don’t receive what I was told I would”.

WIDE Consultation Participant – Disabled Person

Managers play a key role in this process and must be equipped to respond appropriately and initiate support processes effectively. Including support on appropriately managing situations where accessibility needs are shared in disability inclusion training and development drives for line managers across the organisation is a great start (see Action 3.2C).

Develop clear and concise guidelines for how managers should respond to staff members sharing information about their accessibility needs and what steps they should take to ensure confidentiality and timely support. This will ensure that managers understand the organisations approach and can react appropriately in the moment.

Some areas to cover in guidance/training for managers include:

1. Reacting positively and sensitively to the sharing of disability-related information: The initial tone of a manager’s response to the sharing of such information can make a huge difference to how an employee will feel about the exchange. Ensure managers are aware that for many it is a big decision to share this information, and employees may be very anxious about the response. Ensuring managers listen carefully and respond positively and sensitively sets the right tone for further dialogue e.g. ‘thank you for trusting me with that information, let’s see what we can do to support you’.
2. Clear support processes and steps to take: Ensuring that managers are familiar with support processes and how to initiate them means they will be able to communicate clear options to their employee in the moment, which can provide significant comfort and reduces anxiety. To initiate formal support processes, managers will typically refer the employee to HR or a designated support contact to undergo an employee-led needs assessment (see Action 5.3A) and develop a support plan (see Action 5.3B). In some cases, employers will choose to use an external needs assessor such as an occupational therapist, and funding is available through the Work and Access Fund to support NGOs and private sector employers to cover the associated costs (see Resources). If the employee is not comfortable with their manager sharing their information with the designated support contact, the manager can reassure the employee that they will maintain confidentiality, but that supports will be limited to what is under their control e.g. providing flexibility within the scope of existing company policies or changing up their approach to team communication.
3. Confidentiality: Emphasise the importance of managers maintaining confidentiality and handling disability-related information shared with them with sensitivity. Managers should reassure employees that their information will be kept private and used only to facilitate necessary accommodations. Managers should be explicit with employees about who and why their information will be shared with (e.g. a designated support person to initiate support processes) and explicitly ask permission for this to happen.
4. Support and Follow-Up: Encourage managers to follow up with employees after initially discuss disability-related information with them to ensure that support processes are progressing, that any support measures implemented are effective and to address any ongoing needs. Regular check-ins demonstrate a commitment to the employee’s well-being and help build trust.
5. Who managers can turn to for advice: Ensure clear contacts with HR or support teams are included for managers to confidentially (if necessary, without naming employees) ask for advice about dealing with emerging issues.

“They (disabled employees) are thinking, what happens with my information? Where does it go? It’s hard to trust people you don’t know with that kind of information.”

WIDE Consultation Participant – Employer

By supporting managers in appropriately responding to staff who share disability-related information and initiating support processes, your organisation fosters a culture of trust and inclusivity. This proactive approach ensures that disabled employees feel valued and supported, enhancing their overall well-being and productivity.

“When I met the boss, and I disclosed I had a mental health issue. My manager asked how I was, made me feel like I belong. On the first day I felt unwell the boss asked me whether I felt OK and I told them I felt dizzy. I was walked around and made feel welcome. I have witnessed inclusive practises, that welcome behaviour was the key to open the door. I felt like I was one of their own”.

WIDE Consultation Participant – Disabled Person