Supporting Disabled Employees

Any request for the document in another format or language will be considered.

Please contact disabilitysupport@eani.org.uk

Employing disabled people makes good business sense. It enhances diversity and builds an organisations capacity.[1]

Disabled people remain under-represented in the workforce, which is reflected in EA. 6.75% of EA staff have declared a disability, which is below the NI average of one in five (2021 NI Census reports that just over one in five of the usually resident population had a long-term health problem or disability which limited their day-to-day activities.) Organisations with a diverse and inclusive workforce can tap into different perspectives and skills which can boost innovation and performance, including disabled colleagues. Organisations that have a positive and inclusive approach to managing disability can reap benefits in terms of increased loyalty and commitment from staff. 

The Education Authority (EA) has a Policy and Code of Practice on the employment of People with Disabilities.  The Policy should be read in conjunction with these guidelines. EA is committed to equal opportunities for disabled applicants and employees. The Disability Discrimination Act 1995 (as amended) (DDA) states that an employer has a statutory duty to make reasonable adjustments to prevent their practices or arrangements discriminating against a disabled person. This duty is ongoing and reasonable adjustments should be reviewed on a regular basis to ensure they are effective. This also aligns with commitments made by EA which are outlined in our Disability Action Plan.

[1] The Purple Workforce: The Impact of Employing Disabled People, 2017, Disability Action.

The Disability Discrimination Act 1995 (DDA) defines disability as “a physical or mental impairment which has a substantial and long-term adverse effect on a person’s ability to carry out normal day-to-day activities”. 

However, a person who contracts cancer, multiple sclerosis or HIV infection, no matter how insubstantial their symptoms currently are, is immediately deemed disabled. 

What about people who have recovered from a disability?

People who have had a disability within the definition are protected from discrimination even if they have since recovered.

What does “impairment” cover?

It covers physical or mental impairments; this includes sensory impairments, such as those affecting sight or hearing.

Are all mental impairments covered?

The term “mental impairment” is intended to cover a wide range of impairments relating to mental functioning, including what are often known as learning disabilities.  There is no longer a requirement that a mental health condition is “clinically well recognised” before it can count as an impairment under disability discrimination law.

‘Substantial’: a substantial adverse effect is something that is more than a minor or trivial effect. The requirement that an effect must be substantial reflects the general understanding of disability as a limitation going beyond the normal differences in ability that might exist among people.

‘Long-term adverse effect’: a long-term effect of an impairment is one: 

• which has lasted at least 12 months; or
• where the total period for which it lasts is likely to be at least 12 months; or
• which is likely to last for the rest of the life of the person affected.

What if the effects come and go over a period of time?

If an impairment has had a substantial adverse effect on normal day-to-day activities but that effect ceases, the substantial effect is treated as continuing if it is likely to recur. That is, if it is more probable than not that the effect will recur.

‘Normal day-to-day activity’: this is something that is carried out by most people on a fairly regular and frequent basis, such as washing, eating, catching a bus or turning on a television. 

It does not mean something as individual as playing a musical instrument to a professional standard or doing everything involved in a particular job.

The test of whether an impairment affects normal day-to-day activities is whether it affects one or more of the broad categories below:

• mobility.
• manual dexterity.
• physical co-ordination.
• continence.
• Taking part in normal social interaction.
• Forming social relationships.
• ability to lift, carry or otherwise move everyday objects.
• speech, hearing or eyesight.
• memory or ability to concentrate, learn or understand; or
• perception of the risk of physical danger.

What about treatment?

Broadly speaking, the effects that matter are those that would be present if there was no medication or treatment-taking place.  The exception is people who wear spectacles or contact lenses when what matters are the effects that remain while the spectacles or contact lenses are being used.

Are there any types of condition covered by special provisions in the DDA?

Yes, because some people with particular conditions might otherwise not be counted as having a disability.  These are provisions covering:

• recurring or fluctuating conditions such as arthritis, where the effects can sometimes be less than substantial, which are treated as continuing to have a substantial adverse effect so long as that effect is likely to recur.
• conditions which progressively deteriorate, such as motor neuron disease, which count as having a substantial adverse effect from the first time they have any effect at all on ability to carry out normal day to day activities even if it is not substantial, so long as there is eventually likely to be a substantial adverse effect.
• severe disfigurements which are treated as having substantial adverse effects on ability to carry out normal day to day activities, even if they have no actual effect at all; and
• people with cancer, HIV, or multiple sclerosis are deemed to be disabled from the point of diagnosis, regardless of whether or not they have any symptoms.

Are any conditions not covered?

Yes, the following conditions specifically do not count as impairments:

• addiction to or dependency on alcohol, nicotine or any other substance (unless resulting from the substance being medically prescribed).
• seasonal allergic rhinitis (e.g. hay fever) unless it aggravates the effect of another condition.
• tendency to set fires, or steal, or physically or sexually abuse other persons.
• exhibitionism and voyeurism; and
• disfigurements consisting of tattoos, non-medical body piercing or attachments to such piercing are not treated as having substantial adverse effects.

A person with an excluded condition may nevertheless be protected as a disabled person if they have an accompanying impairment that meets the requirements of the definition. For example, a person who is addicted to a substance such as alcohol may also have depression, or a physical impairment such as liver damage, arising from the alcohol addiction. While this person would not meet the definition simply based on having an addiction, they may still meet the definition because of the effects of the depression or the liver damage.

What is Discrimination?

The DDA describes five types of discrimination:

Direct Discrimination;

• When a disabled person is treated less favourably than someone else on grounds of their disability

Disability Related Discrimination;

• When a disabled person is treated less favourably than someone else and the treatment is for a reason relating to the person’s disability, and this treatment cannot be justified

Failure to make reasonable adjustments

Victimisation or

Harassment;

When a disabled person is subjected to harassment for a reason which relates to their disability

In recruitment and selection, it is unlawful to discriminate against a disabled person.

All staff involved in recruitment and selection should undergo EA Recruitment and Selection training. 

Reasonable adjustments may be required or requested at any stage of the recruitment process. This is to enable a disabled individual to compete on an equal basis and demonstrate their ability to do the job. 

Job Description and Personnel Specification

The job description should accurately reflect the duties and responsibilities of the job, and the personnel specification must only contain criteria which is job related and can be fully justified. 

However, if a disabled applicant indicates their need for a reasonable adjustment, the employer will be required to give such requests due consideration.  This may include provision for accepting a lesser level of qualification and/or experience, unless such can be demonstrated as an element of the criteria which cannot be adjusted for justifiable reasons (for example if the qualification is required to practice). 

Panels should always seek advice from the Resourcing Team in HR, in such circumstances.

Under the Act an employer is entitled to specify that applicants for a job must have certain qualifications.  However, if a disabled person is rejected for the job because they lack a qualification the Authority will have to justify that if the reason why the person is rejected (i.e. lack of qualification) relates to their disability.  Justification will involve showing that the qualification is relevant and significant in terms of the particular job and the particular applicant.

Disclosure of Disability on Application Form

Application forms contain a question on whether the candidate requires a reasonable adjustment for reasons related to a disability, to allow them to attend for interview and undertake the duties of the post if successful. 

Where an applicant has indicated on the application form that they require a reasonable adjustment(s) the Human Resources Department (Resourcing Team) will contact the applicant and arrange to put in place the appropriate adjustments.

Examples of adjustments could include:

• A sign language interpreter at interview.
• Extended time to prepare a presentation.
• Interviews conducted in an accessible venue.
• Parking provided near the interview location.
• Review criteria for disabled candidates.
• A Support Worker can accompany the candidate to interview.
• Allowing the attendance of a friend or relative for support or to aid communications or understanding.
• Provide questions in hard copy format for those with hearing difficulties; or make application forms available in alternative formats on request.

Interviews/Tests and Assessments

It is necessary to prepare in advance for interviews. Give applicants the opportunity to indicate in advance if they require reasonable adjustments and suggest adjustments to help overcome the disadvantage. 

The Interview Chairperson should be aware of the situation and should brief the panel members. It is important to contemplate individual cases and consider any advice received from the Resourcing Team.

It is important not to make assumptions about what a disabled person can and cannot do.  The majority of disabled people need little or no special support for an interview and their disability may be irrelevant to their ability to do this job. 

Interviews should be specific, examining the skills; training, experience and ability of the interviewees and questions should never focus on the details of the disability and instead should focus on how it affects ability to do the job.

Any tests/assessments should be relevant to the post and examples of reasonable adjustments required may include changes to the format, allowing a support worker to be present or allowing additional time to be given to complete the test.

Conditional Offer

As with all EA appointments, the offer of employment will be conditional upon meeting all of the necessary pre-employment checks. 

In the instance of a disabled appointee who has indicated their need for reasonable adjustments, this will incorporate a meeting to ensure that you fully understand the individual’s requirements and to allow an assessment to ensure that you can meet their requirements. 

The appointee will be invited to attend a meeting with you and Occupational Health and where appropriate/necessary a member of staff from the Authority’s Disability Employment Support Service (DESS).  This will be co-ordinated through the Resourcing Team.  Where you identify reasonable adjustments, you will agree an action plan for implementation prior to the agreed commencement date.

If it is not possible to provide the preferred adjustment due to legitimate reasons, the recruitment manager/chairperson will liaise with the applicant to ensure the best possible adjustment is provided.

1. If the applicant has stated on their application form that they require reasonable adjustments, consult with the applicant and ensure that reasonable adjustments are in place.
   If the applicant is successful at interview, refer to Occupational Health for pre-employment medical assessment and guidance. If they are already an EA employee, you don’t need to do this, however you should consider if a review would be appropriate. For example, if they are changing line managers, or if their job duties and role will change. 
   Where reasonable adjustments are required, a meeting should be arranged between the line manager, new employee and if considered necessary, a member of staff from Disability Employment Support Service (DESS). 
   This meeting will help to determine the necessary reasonable adjustments and an action plan for implementation of same prior to commencement of employment. Further meetings, if considered necessary, will help to provide updates, advice and guidance and agree arrangements for commencement of employment.
   The Disability Employment Support Service (DESS) Team, will advise new employees that they may contact the Service via the online "Make a Request" form for help and support throughout the course of their employment with EA. 
   It may be necessary for reasonable adjustments to be made to the new employee’s induction to EA. EA’s Policy and Code of Practice on the Employment of People with Disabilities recognises its ongoing duty with regard to reasonable adjustments.
2. A Reasonable Adjustment Passport kept under review. A signed copy should be held by the employee. If copies are reviewed, these should also be forwarded to the Disability Employment Support Service (DESS) for information purposes only.

Employers must treat disabled employees equal to other members of staff (in the absence of ‘justification’ for not doing so) in relation to all aspects of employment including assessment and selection for training. Reasonable adjustments should be made to make sure that suitable arrangements are made to facilitate the full participation of the disabled employee. 

Arrangements for training should aim to offer disabled employees a standard of training that is equal to that offered to their non-disabled colleagues. 

They should have equal access to: 

• Opportunity
• Information
• The venue and
• Learning

One of the principal steps to good career development is enabling staff to benefit from training courses.  It is very important not to make assumptions about a person’s ability to undertake or benefit from training.  Always check with the employee and discuss if they will require adjustments to participate fully. 

Other steps to facilitate development opportunities are also important. For example, adjustments to allow full participation in staff and team meetings. 

Regular performance reviews provide a chance to discuss whether an individual can carry out new tasks associated with career development and/or transfer opportunities. If poor performance is present and reasonable adjustments are not put in place, advice should be sought before proceeding to a formal process.

These are general principles.  The position in any individual case will depend on the precise facts.  Advice and guidance should always be sought from HR or the DESS team.

1 – Gathering Information

A line manager who becomes aware of an employee’s disability or has reason to believe an employee may have a disability should first discuss the situation with the employee. Together the line manager and the employee should agree a plan of action that could include conducting a risk assessment, obtaining medical reports and identifying reasonable adjustments. The precise approach will depend on the nature of the disability. 

2 – Refer to Occupational Health

It may be appropriate to refer an employee to the Occupational Health. If you are unsure about the need to refer to Occupational Health, you can contact the DESS Team via the online “Make a Request form”. If the employee has been off due to sickness absent, contact EA Health, Wellbeing and Attendance in the first instance. 

Occupational Health will provide advice to management on the person’s fitness for work, functional capabilities and on any adjustments which could be considered, for example to premises or working duties or arrangements. 

Some examples of when this may be appropriate include:

• suitable adjustments are difficult to identify or hard to provide.
• a person has recently acquired the disability or has a fluctuating / progressive condition and is not sure what impact this may have or what would help them do the job.
• you need to establish whether an underlying medical condition is the cause of workplace problems; and
• a medical opinion is required to ensure a safe and healthy working environment.

Provide Occupational Health with:

(a) objective and quantitative information about the employee’s job, for example: 

• working hours/shift patterns.
• job title, location and duties.
• travel involved as part of their duties in work.
• physical requirements of the job.
• working environment; and / or
• intellectual and emotional demands.

(b) other relevant information which may include:

• records of sickness absence, time keeping.
• details of adjustments that you may be considering or that are already in place.
• whether these adjustments have been effective for the employee and/or manager, and / or
• any concerns you may have.

NB: managers do not need to know the medical diagnosis but should focus on the impact on the job and adjustments required. Occupational Health must report back on any adverse constraints which could affect capacity to work.  Once the report is received back from Occupational Health, the Line Manager should meet with the employee to determine course of action. As this process is a self-directed service, employees or managers can contact DESS for advice via the online “Make a Request” form.

If referral to Occupational Health is not appropriate go to step 3.

3 – Reasonable Adjustments

Investigate and implement any reasonable adjustments in a timely manner.  Where appropriate, seek additional information and advice from the Disability Employment Support Service, statutory and voluntary bodies. It may be appropriate to contact Employers for Disability Northern Ireland (EFDNI), or a number of the other Supported Employment Solutions, please see Appendix 1

4 – Alternative Employment

Where no adjustment is possible to enable the employee to continue in their existing position, or all other reasonable adjustments have proven ineffective, redeployment on the grounds may be considered in conjunction with Occupational Health, the Disability Employment Support Service, (DESS) and the individual.  It is important to note that you should consider all available opportunities i.e. both redeployment opportunities where reasonable adjustments are not required and where reasonable adjustments are required. 

NB: It is important to remember that a post cannot be created to accommodate a disabled member of staff.  Duty of care and providing employment will override, as the industrial tribunal would pronounce the individual should be trained up for a role and positioned in. EA will seek in the first instance to redeploy a disabled employee at the same level.

Once a suitable vacancy has been determined, employees should meet with the appropriate manager and if necessary, staff from Disability Employment Support Service (DESS) to investigate the need for further reasonable adjustments in the workplace.

5 – Where no adjustment or alternative employment is possible

If neither reasonable adjustments nor redeployment is possible, then retirement/termination on ill health grounds may be considered as the most appropriate course of action. Appropriate advice ought to be sought from the EA Health, Wellbeing and Attendance Team

6 – Monitoring

EA Disability Employment Support Service, (DESS) will monitor all known cases on an ongoing basis, in conjunction with the employee, line manager, Occupational Health, and other relevant voluntary agencies, if appropriate. Completion of a Disability Reasonable Adjustment will be discussed and kept under review.

Reasonable adjustments are practical ways to remove disadvantages or barriers faced by a disabled person and enable them to carry out the duties of their job.  The DDA requires employers to make reasonable adjustments where any physical feature of the  premises, or any practices, policies or criteria made by the employer, place a disabled person at a substantial disadvantage compared to a non-disabled person. 

Each case should be assessed individually and appropriate reasonable adjustments made. 

The DDA makes it unlawful for employers to discriminate on the grounds of disability. Discrimination occurs when there is unjustifiable less favourable treatment towards a disabled person, and the treatment is for a reason relating to the person’s disability, where this treatment cannot be justified or there is a failure to make a reasonable adjustment. 

When to Make Reasonable Adjustments?

All employees who have a responsibility for staff management have a duty to make Reasonable Adjustments as soon as they know that someone defined as having a disability may require them. An employee not asking for a reasonable adjustment is no defence for not knowing, and it is your duty to take reasonable steps to find out whether adjustments are needed. 

Employers should not only seek reasonable adjustment information through formal processes e.g. Occupational Health, but also be alert to signs and symptoms that could have reasonably led them to suspect that an individual may have a disability, including conditions they have not declared, or which has not yet been diagnosed.

You need to implement any necessary adjustments in an appropriate and timely way. It may be necessary for an employer to make more than one adjustment.  Before implementing any adjustments, it is advisable to agree any adjustments with the disabled colleague.

Why implement Reasonable Adjustments?

Implementing reasonable adjustments is a legislative duty on employers under the DDA.  Common misconceptions held about this requirement consider that measures are likely to be expensive and inconvenient, but this is not true.  Often a very simple adjustment can make a huge difference to an individual and consequently enables them to remain in work.  Aside from adhering to legislative requirements, often reasonable adjustments are not costly to the organisation and can save money by preventing a staff member going off on long-term sickness.  

In addition, taking a proactive approach will undoubtedly encourage positive morale in the workplace, as staff will feel valued.  

In adhering to its’ responsibilities under DDA, the employer will make reasonable adjustments to structural/physical features and to employment arrangements (including recruitment process arrangements). The duty of reasonable adjustments also applies to disabled people on apprenticeships, work experience, work placement and vocational training.

‘Physical features’ includes:

• any feature of the premises from the design of the building or its construction.
• any approach to exit from or access to a building.
• any fixtures, fittings, furnishing, furniture, equipment or materials.
• any other physical element or quality of land.

This duty applies to ‘arrangements’ for determining to whom employment should be offered and any term, condition or arrangement on which employment, promotion, transfer, training or any other benefit is offered or afforded.  The duty also applies to any arrangements for termination of employment.

The DDA contains a list of steps which an employer would be expected to take in relation to a disabled person. These include:

• making adjustments to premises.
• allocating some of the disabled person’s duties to another person.
• altering the disabled person’s working hours.
• moving the disabled person to a different workplace, where practicable.
• allowing them to be absent during working hours for rehabilitation, assessment or treatment.
• training.
• acquiring or modifying equipment.
• modifying instructions or reference manuals.
• modifying procedures for testing or assessment.
• providing a reader or interpreter.
• providing supervision.
• transferring the disabled person to another existing vacancy on a temporary or permanent basis, including internally or across the organisation.

In determining whether it is reasonable to make adjustments to working conditions, The below factors must be taken into account:

• the effectiveness of the adjustment in preventing the disadvantage to the disabled employee;
• the extent to which it is practicable to make the adjustment.
• the financial costs which it is practicable to make the adjustment.
• financial resources available.
• the availability to the Authority of financial or other assistance with respect to making the adjustment.
• Situations, which do not fall under the above headings

This is not a comprehensive list of examples. There will be situations where adjustments can be made which do not fall under any of the above headings.  The important point is to consider the requirements of the individual (which are best identified by consulting the employee concerned) in line with the needs of the service.

If a reasonable adjustment cannot be facilitated EA must prove that it has explored all avenues and must present justifiable reasoning why a measure could not be taken. For example, a valid business reason or health and safety reason (this supersedes all else as the duty of care).  The key word is reasonable. 

The Education Authority’s duty to make reasonable adjustments is ongoing. All arrangements should be monitored and reviewed regularly as it may be necessary to consider further or alternative adjustments. When carrying out reviews it is important to update the Reasonable Adjustment Passport (See more information below).

This guide makes it easier for you to manage attendance by helping you: 

• Identify who needs an adjustment.
• Identify how work can be done differently to maximise the potential of your disabled and non-disabled staff who may also benefit from the changes made.
• Decide if an adjustment is reasonable.
• Treat your disabled colleagues fairly; and ensure you always maintain their confidentiality
• Make sure you do not break the law.
• Know where to go for more help and advice. 

As a line manager you have a vital role to play in monitoring attendance and performance. It is down to you to ensure that the staff you manage meet their objectives and performance targets. You are responsible for creating an open, supportive and inclusive environment, where employees can talk about any problems they have with their work and seek help early. This is particularly important when you are managing disabled employees because you are required by law to enable them to work and make changes or ‘reasonable adjustments’ to help them do so. 

Learning how to make reasonable adjustments and manage disabled employees is all part of being a good manager. As a line manager, you should not think about managing disabled employees as separate to your overall duties. Good managers know how to manage difference to get the best from all members of their team. Appendix 2 outlines some examples of helpful language for managers to use when discussing potential adjustments with employees.

 Help and support is available to you from the Disability Employment Support Service (DESS), Equality & Human Rights Service.  You can contact DESS via the “Make a Request” form on the website.

 A Reasonable Adjustment Passport is a valuable tool for disabled individuals or health conditions, enabling them to communicate their needs and access necessary support in the workplace.

This is a live record of adjustments agreed between an employee and their manager to support them at work, because of a health condition, impairment or disability. The passport supports staff and their line managers to ensure that up-to-date, appropriate, practical and correct reasonable adjustments are in place.

The passporting system means that disabled employees who change roles, or their line manager changes, do not have to re-explore or renegotiate their reasonable adjustments.

The passports’ purpose is to:

• Allow colleagues to take control of their adjustments and communicate their needs effectively
• Provide a centralised live record of agreed adjustments, reducing the need for repeated discussions
• Facilitate a smooth transition between roles, departments, or Line Managers
• Help Line Managers understand and implement necessary adjustments

Control of the passport

The passport will be shared with an incoming line manager by the employee. Neither the previous line manager nor the Disability Employment Support Service will share the passport. 

Although the staff member has control of the Passport and who it is shared with, it is best practice for the manager to have a copy as well, and the Education Authority’s DESS (Disability Employment Support Service). 

If submitting a copy of a Reasonable Adjustment:

• For the first name: Submit via “Make a Request” button on the website
• Following a Passport review or subsequent reviews: Email disabilitysupport@eani.org.uk

It is recommended that the passport and the agreed reasonable adjustments should be reviewed monthly for the first six months and every six months thereafter. The purpose of review meetings is:

• To ensure the Reasonable Adjustments remain effective in removing any identified workplace barriers, and
• To identify that the adjustments continuing to meet the requirements and needs or if they are no longer necessary due to a change in circumstances.

Further reviews will be at the member of staff’s request, and/or when there is any change to their role that might create additional barriers. A review can ensure the adjustments are still appropriate and effective.

Changes to the type of reasonable adjustments that need to be considered are not uncommon.  They can change for several reasons, including:

• Technological advances that may mean there are better ways to overcome workplace barriers
• During a return-to-work meeting following long term sickness
• When new ways of working are being discussed.

You might be surprised. The term ‘disabled people’ covers a wide range of people with different impairments which may or may not affect how they do their job. Disabled people work in all types of jobs. Under the law the term ‘disability’ is so wide that people you might not regard as having a disability are protected including, for example:

• People with diabetes, asthma, back problems and mental health conditions like depression.
• Other people, who have cancer, multiple sclerosis (MS) and HIV, are automatically covered. 

It is important to remember too that many disabled people may not tell you that they have a disability, either because they don’t think of themselves as disabled or because they are embarrassed or fear a poor reaction. The more you are known to be a fair and reasonable manager, the more likely it is that people working for you will tell you about their disabilities or health problems as they know that you will endeavour to make reasonable adjustments If necessary.

Why do I have to treat disabled people differently from everyone else? 

The law requires employers to make reasonable adjustments for disabled employees. This means removing barriers wherever possible that get in the way of a disabled person doing their job. For example, changing where they work, the way in which they do their job or providing equipment to help them.

Making a reasonable adjustment is about ensuring that a disabled person can do their job and positively contribute to the workplace. It reduces sickness absence and ultimately saves money too.

How will I know if someone has a disability and would benefit from a reasonable adjustment? 

The law says you must make reasonable adjustments for disabled people who are having, or will have, problems doing the job. Although some people will tell you that they have a disability many will not because: 

• They don’t think of themselves as disabled, e.g. someone with diabetes
• They don’t think they need any adjustments.
• Although they are unwell, they don’t yet know why.
• They are worried about how you or the organisation might react and that they will either not get the job or lose their job.
• They fear harassment or bullying. 

You must make reasonable adjustments for people you know or think might be disabled if they are having problems doing their work because of their disability.

As a manager you should be looking out for signs that someone might have a disability. Bear in mind that these signs might be linked to a disability that the person may or may not know about yet. 

Warning signs can include:

• Their attendance is poor or deteriorates.
• Their performance at work deteriorates.
• Their behaviour at work changes and they are tearful, aggressive or irritable or withdrawn and forgetful
• They are persistently late or miss deadlines
• They appear to be experiencing pain or discomfort.

If a member of your team is having problems at work, talk to them, try to find out what would help and make any changes you reasonably can to support them to do their job. Remember advice and guidance is available from the Disability Employment Support Service (DESS). You can contact DESS via the “Make a Request” form on the website.

It is the responsibility of the line manager to ensure that reasonable adjustments are in place where they are required and feasible. However, the Disability Employment Support Service, (DESS), provide advice to both staff and management on statutory recommendations and best practice guidelines.  They will ensure EA compliance under the DDA and promote equality of access to employment opportunities throughout EA.

EA works in conjunction with the Access to Work (ATW) NI Programme within the Department for Communities (DfC): Access to Work (NI) - Practical Help at Work | NI Direct 

ATW is a statutory body established to meet the needs of disabled employees to either secure employment or continue and develop within their current workplace.  ATW can provide financial assistance in the procurement of support and equipment and offer impartial advice to both employers and individual employees. This scheme may contribute towards the cost of equipment, business related travel (e.g. taxis to and from work), personal assistants who could provide physical assistance to an employee and co-workers who could assist an employee with the elements of their role that the employee finds difficult because of their disability. 

EA will also work in partnership with community and voluntary organisations i.e. Supported Employment organisations to provide assistance and support to disabled people and EA to access and maintain employment.

Workable (NI) provides a flexible range of long-term support to help disabled people who face a lot of barriers to employment to find and keep work.

Supporting the needs of individuals Workable (NI) tailors support for disabled individuals to meet their specific needs in the workplace. Support such as:

• one to one help from a job coach to help the employee and their colleagues adapt to the needs of the particular job
• extra training for the employer
• disability awareness training for the employer and work colleagues

Definition of Equipment

EA defines equipment as any support or special equipment acquired specifically to assist a disabled person to carry out their job.  Special support is any item that a disabled person needs to do a job that a non-disabled person would not need to do that job.

The list can include:

• Wheelchair
• Hearing aid
• Computer equipment
• Specialist chair
• Text Telephone
• Magnifying equipment
• Support worker

ATW generally cost share with EA. However, this is not always the case and as a line manager you will need to ensure that any cost sharing agreement is in writing, and a letter of offer has been received before ordering any equipment.

Disability Employment Support Service 

Contact via the “Make a Request” button on the EA website

Further advice or guidance

healthandwellbeing@eani.org.uk

Health Well

• Supported Employment Solutions
• Access to Work (NI), https://www.nidirect.gov.uk/articles/access-work-practical-help-work.
• Employers for Disability Northern Ireland (EFDNI), http://efdni.org/
• Health, Wellbeing & Attendance: attendance@eani.org.uk
• Disability Action: www.disabilityaction.org
• Cedar: www.cedar-foundation.org
• Action Mental Health: www.amh.org.uk 

Equality Commission for Northern Ireland: www.equalityni.org 

Some examples of helpful language for managers to use when discussing potential adjustments with employees.