Diane Lightfoot
CEO, Business Disability Forum
In recent years, we have seen a welcome move towards more flexible working practices. This has been prompted by demands for diverse talent and changing policies.
The Chartered Institute of Personnel and Development (CIPD) suggests that at least 60% of employees now have flexible working arrangements in place. The right to request flexible working is now a day-one right, and the new Government has committed to strengthen flexible working practices further.
Making work flexible
For disabled people, those with long-term conditions and people with caring responsibilities, flexible working arrangements can be particularly important. It can allow for managing such things as medication, fatigue and medical appointments.
Interestingly, however, disabled people are sometimes overlooked in the flexible working debate. It can be easy to assume that everyone automatically benefits from flexible working approaches. In reality, future working practices must be inclusive and flexible to meet the needs of disabled people.
An inclusive approach goes
beyond the day-one right to
request flexible working.
Reasonable adjustments and managers’ role
For employers, this means looking beyond any statutory right to flexible working to consider an employee’s specific needs as a reasonable adjustment. An employee with a fluctuating condition, for example, might need to frequently request changes to their working pattern to help them manage their condition alongside productivity. A carer may face similar unpredictability as unexpected caring needs present themselves.
Training line managers to understand the impact of disability, including less visible conditions, is crucial. Equally important is having flexible processes that enable line managers to promptly adjust an employee’s work arrangements when needed. Similarly, a disabled candidate may need to discuss changes to location and working hours before they start in a role to assess their suitability and the adjustments available.
Building balanced and inclusive workplaces
An inclusive approach goes beyond the day-one right to request flexible working. It involves assessing reasonable ways to remove barriers that meet both individual and organisational needs, leading to better results for everyone. However, not all roles, like a nurse or security officer, can be done remotely or flexibly. Employers in these sectors can offer flexibility through shift changes, job sharing and job carving. Engaging employee disability networks for suggestions is also crucial. Balancing competing needs in the workplace is challenging but essential for creating better future workplaces for everyone.
