The approach to induction will depend on whether or not the company or organisation has a track record in employing people with disabilities and a flexible policy in relation to issues which may arise. A company/organisation may already have a well established induction process, influenced by a disability/equality officer who is more aware and experienced in dealing with such issues. Such a person will recognise the importance of the induction phase, be aware of potentially prevalent reactions or attitudes among management or the workforce, and will provide relevant training and consult those concerned in order to influence misconceptions and address problems at the earliest possible stage.



Alternatively, a company may be in the position of employing a person with a disability for the first time, in the presence or absence of a formal induction process. In such circumstances, the person with the disability will be breaking new ground and, generally speaking, managers, supervisors and co- workers will not be aware of the issues involved. There is clearly scope for such a company to gain insight from the induction processes of other organisations through the exchange of best practice. A person with a disability in these circumstances should try to discuss their situation with a person with similar experience and contribute to ways of overcoming barriers as they emerge. There may also be some level of experience among co- workers or union officials, which should be harnessed - for example by putting in place a mentoring or "buddy" system It is essential that the induction process is characterised by a collaborative approach.



Disability awareness training

Appropriate and targeted training is often key to improving communications, addressing misconceptions and building a positive environment before or during induction. The training should be available to all relevant personnel, tailored to reflect the individual roles and responsibilities in the company – managers, supervisors, health and safety officers/representatives and colleagues. It is advisable to schedule disability awareness training even if there are no people with disabilities currently employed.



Some disabilities may have a changing impact on a job over time, either positively or negatively. Issues which were identified and addressed during induction may need to be revisited and appropriate actions taken.Such training should be undertaken as part of the working schedule and activities to ensure good attendance.



Workway has developed a new training template and related resources to provide small, medium or large employers with a structure and tools to train their managers in developing a disability friendly and informed work environment. Entitled “Ability in the Workplace" this training pack contains all that is needed to run a full day / 2 half-days workshop.

Accessing advice

There are a range of organisations providing assistance, advice and support on aspects of disability. Supervisors, managers and work colleagues may also provide valuable assistance in relation to the organisation of work and how the job is to be performed if the environment developed during induction is one of collaboration.



Initial on-the-job training

The initial induction process serves to build knowledge and awareness of the work environment and to provide initial on- the- job training. It may be necessary to review the way this training is delivered in order to take account of the needs of the new employee. Pace the induction to suit the individual and their particular needs. Talking with someone from a disability organisation expert in the particular disability may yield some useful tips. For example, a recruit with an acquired brain injury may benefit more from a one-on-one induction rather than in a group. Remember to give sufficient time and to ensure that training materials and job instructions are available in the employee’s preferred format, such as large print, Braille, tape or disc.



Integration into the workplace

The nature of the relationship between new employees with disabilities and their managers, supervisors and work colleagues will influence the extent to which integration is achieved. While a relaxed, supportive management style will encourage ongoing dialogue and closer relationships, a highly structured and directive management style will provide a more formal, less personal environment which may suit people who feel less comfortable with intensive dialogue about their disability. There are a variety of management styles. People with disabilities must be able to work with that variety. Appropriate awareness training should give managers insights into how to deal with individuals who are more sensitive about disclosing or discussing the impact of their disability.



Equally, the relationships formed with work colleagues are critical. Developing collaborative approaches during induction such as a mentoring or 'buddy' system will assist in ensuring the cooperation of the workers on an ongoing basis. As the impact of the disability or work practices themselves may change over time, it is important to be in position to respond and to be able to rely on the support and cooperation of work colleagues in developing solutions to barriers which may emerge.



Dilip