INNOVATIVE recruitment schemes increasingly help disabled people to get the jobs that they deserve. But what practical and emotional support do employers need to provide to ensure that they’ll stick around?

1. Remove barriers.“Being a barrier-free employer means looking at every aspect of how you operate,” says Susan Scott-Parker, the chief executive of Employers’ Forum on Disability. Think about how all your policies and procedures, from IT to childcare, affect disabled employees.

2. Be flexible. “Even minor changes can make working life more comfortable for disabled staff,” says Beth Carruthers, the director of employment services at Remploy. Employees with hearing difficulties may need a quiet place to sit. Staff with mobility problems may need to avoid rush-hour. “Being able to arrive half an hour later could be a huge help,” she says.

3. Treat people as individuals.“Equality doesn’t mean treating everyone the same – it means making adjustments so individuals can show that they can do the job,” Scott-Parker says. For example, help an employee with learning difficulties to fill in an application form for a promotion. “This isn’t unfair support,” she says.

4. Ask those who know.Expert organisations are useful sources of practical and emotional support for employers and staff, says Lorraine Gradwell, the chief executive of Breakthrough UK, a social enterprise. “Disabled employees are the experts on their own conditions”. Ask staff directly about what they need.

5. Provide support from the start. “Sometimes new staff get so caught up in the euphoria of starting a job that nothing around the position or workplace is tailored to ensure that they can stay,” Carruthers says. Make early adjustments to the job design and working environment.

6. Use job coaches. Employees may need one-to-one support beyond the induction period. Expert job coaches are useful if employers lack the skills or resources, Carruthers says. “Keep support going until the individual is really comfortable to achieve at the necessary level.”

7. Training, training, training. All staff should have disability awareness and equality training, ideally delivered by disabled people, Scott-Parker says. “The IT department needs training to ensure that technology doesn’t disable. Line managers need training to ensure that disabled people realise their potential.” Gradwell adds: “If colleagues and managers feel comfortable about disability, this strongly influences how comfortable a disabled person feels.”

8. Rethink learning opportunities. “Many disabled people have a negative experience of education and can especially dislike test conditions,” Carruthers says. “Make development opportunities more accessible by considering such factors.”

9. Review needs regularly.“Take the initiative. Ensure that employees don’t have to bring things up,” Gradwell says. She suggests employers meet disabled staff every six weeks. They should approach nondisabled employees every six months to see if new conditions have developed.

10. Don’t forget hidden disabilities. Emotional and mental health conditions are often difficult to monitor, Carruthers says. “Look out for indicators of people becoming unwell, such as changes in behaviour and reduced communication. Show concern, encourage people to talk and help them to keep things in perspective.”

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