By Sandi Wassmer, below, CEO of enei
Just like everybody else, people with learning disabilities have the right to meaningful and fulfilling paid employment. Yet only 5.7% of people with learning disabilities of working age in the UK are in employment, as compared to 83% of their non-disabled peers. What employers are missing out on by not employing people with learning disabilities is vast. They make hard-working and enthusiastic employees and, with the right levels of support, are more reliable, have less time off sick and remain loyal and long-standing. So, how can organisations attract and retain this currently untapped talent pool?
Debunking a few myths about learning disabilities
According to Mencap, a learning disability is a reduced intellectual ability and difficulty with everyday activities that affects someone for their whole life. People with learning disabilities tend to take longer to learn and may need support to develop new skills, understand complicated information, and interact with other people. Mistakenly, some people conflate learning disabilities with either neurodiverse conditions or mental health issues, but all three are separate and distinct.
In addition to this, many people also are under the misapprehension that people with learning disabilities are unable to work, and this is most certainly not the case. As with all other disabilities, learning disabilities sit on a spectrum. Like all people, no two people with a learning disability are the same. The majority of people with learning disabilities benefit from work environments where there is repetition and structure, with clear, set responsibilities and expectations. Many have found success in roles across various sectors such as: catering, hospitality, retail, cleaning, warehousing and administration. Employing people with learning disabilities is not complicated; it simply requires a willingness from employers to have the right culture and resources in place and to recognise the skills and abilities that people with learning disabilities bring.
An inclusive culture is vital
At the heart of any great organisation is an inclusive culture. When people feel part of the decisions that shape the organisation, they feel psychologically safe, and are free to share ideas and to make and learn from mistakes. This sort of culture not only fosters creativity and innovation but is also the foundation for organisations to maintain a happy and harmonious workforce. This leads to high performance and productivity. For people with learning disabilities, this sort of culture is their best chance.
Making reasonable adjustments throughout the employee life cycle
People with learning disabilities have the right to reasonable adjustments in all aspects of employment, including recruitment, on-boarding, retention and progression. Many people think that reasonable adjustments for people with learning disabilities are complex and costly. In fact, most reasonable adjustments for people with learning disabilities are fairly straightforward and cost only £75 per person on average. Such accommodations may include a specialised keyboard or mouse, extra time to absorb information , or a quiet space for breaks. Other adjustments might also involve a work trial or a practical skills assessment instead of a standardised interview.
Supported employment programs are highly effective
With so many people with learning disabilities not in employment, supported employment programmes can be a really great place to start. They are designed to match the skills, interests and aspirations of the individual with the needs of the employer, with support given to both employee and employer throughout the process. It is understood to be the most successful and sustainable approach to getting people with learning disabilities into paid employment, with the right levels of training and support, and to ensure they are successful.
Organisations such as Mencap and the British Association of Supported Employment (BASE) are helpful first ports of call for these programmes.
Job coaching helps to foster independence
A job coach may work with a person with a learning disability at any stage of employment. This includes helping them become work-ready, supporting them in applying for jobs, assisting throughout the recruitment and onboarding process, and helping them get acquainted with the job content and tasks. However, it is important to strike a balance, as coaches should not become a crutch. Rather, they should be there to provide the support necessary to get the individual up, running and independent. The coach may become involved at a later stage, perhaps when development and progression opportunities become available, and the individual may need support transitioning.
Getting the right support
Employers can get advice and support from internal DEI practitioners and external DEI practitioners like enei, the government’s Disability Confident scheme and Access to Work programmes. There are also many charities that support people with learning disabilities.
People with learning disabilities face discrimination in all aspects of their lives. The gross misunderstanding that they are not able to succeed in education, participate in family life, have active social lives or gain and maintain paid employment is the biggest barrier to people with learning disabilities leading rich and fulfilling lives. As employers, we can make a significant change in the lives of people with learning disabilities by ensuring that employment opportunities are available with the right structures, policies, processes and resources in place.
