How can employers support autistic employees?

The Buckland Review of Autism Employment, a Government-backed review into how employers can improve efforts to recruit and retain neurodiverse employees, has set out a vision for workplace culture changes to support autistic people so that they can start and stay in work. The review incorporates feedback from hundreds of employers and autistic individuals.

Currently, only 30% of working-age autistic individuals have jobs, compared to 50% of disabled people and 80% of the general population (DWP figures).

Mims Davies MP, Minister for Disabled People, Health and Work, welcomes the review, stating it will “help autistic people thrive” in the workplace. She encourages employers to adopt the review’s recommendations and collaborate to create a more inclusive workforce.

What does the report say?

The review considered five themes:

1. What initiatives can help to raise awareness, reduce stigma and improve the productivity of autistic employees
2. What more could be done to prepare autistic people effectively for beginning or returning to a career
3. How recruitment practices can be adjusted to meet the needs of autistic applicants
4. How employers can identify and support autistic people already in their workforce
5. How autistic staff can be encouraged and supported to develop and progress in their career

The review highlights that the biggest barrier to accessing employment for autistic people is a lack of understanding and negative stereotypes.

It also found that application and interview processes are rarely adapted to suit the needs of autistic people. Autistic jobseekers face barriers from vague job descriptions, ambiguous interview questions and sensory environments. Too often the emphasis is placed on social skills rather than job skills.

Access to reasonable adjustments is inconsistent. In most cases the onus is on the autistic employee to identify and advocate for adjustments. Around 1/3 of autistic employees felt unable to discuss their adjustment needs at all, and those who did request adjustments, over a quarter were refused and more than 1 in 10 found the adjustment was poorly implemented.

Recommendations

A key recommendation is the introduction of a taskforce to oversee the implementation of these recommendations.

Autistic people report that a lack of understanding and negative stereotypes are the biggest barriers to them entering and staying in work, so we welcome the recommendations in this report to create a national campaign to build awareness and the introduction of a multidisciplinary taskforce, aimed at changing employer behaviour. Simple steps we suggest employers take to support neurodiverse employees include:

Communication

Clarity: Use clear and concise language in written instructions, emails, and presentations.

Directness: Be direct and avoid sarcasm or humor that might be misinterpreted.

Multiple Formats: Offer instructions in different formats (written, visual aids) to cater to different learning styles.

Sensory Awareness

Lighting: Consider adjustable lighting options to accommodate those sensitive to bright lights.

Noise: Explore ways to reduce noise distractions, like designated quiet spaces or noise-cancelling headphones.

Fragrances: Encourage a fragrance-free environment to minimise sensory overload.

Work Environment

Flexibility: Offer flexible work arrangements, like working from home or adjusted break schedules, to support individual needs.

Predictability: Maintain a predictable work routine whenever possible, with clear expectations and deadlines.

Quiet Space: Provide access to a quiet space where employees can de-stress or focus on tasks.

Support Systems

Reasonable Adjustments: Be open to discussing and implementing reasonable adjustments (like assistive technology) to help autistic staff perform their duties effectively.

Training: Educate managers and colleagues about autism to foster understanding and create a more inclusive workplace.

Open Communication: Encourage open communication where autistic staff feel comfortable discussing challenges and requesting support.

Recommendations from the Buckland report include:

• signing up for the Autistica Neurodiversity Employers Index to access guidance on designing inclusive processes and procedures
• encouraging career progression by developing packages of training focused on autistic staff
• improving recruitment by ensuring careers advisers can provide appropriate advice to autistic jobseekers
• supporting autistic people who are already in the workplace by producing “autism design guides” to create appropriate premises, furnishings and equipment
• working with software suppliers to develop IT systems that meet autistic people’s needs.

By addressing these issues, the report aims to bridge the autism employment gap and ensure autistic people have equal opportunities to succeed in the workforce.

Supportis can help employers with all aspects of HR Employment Law and Health & Safety, including documentation/policy creation, amendments, management training and development. We have a team of experienced professionals who provide advice and support to thousands of employers.

To speak to our team and see how we can help your business flourish, contact us today on 0161 603 2156 or email us at [email protected]

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Data protection law DOES allow organisations to share personal information in an urgent or emergency situation, including to help them prevent loss of life or serious physical, emotional or mental harm.

The Information Commissioner’s Office (ICO) has published guidance intended to give employers more certainty about sharing their workers’ personal details in the event of a mental health emergency.

What is classed as a mental health emergency?

You may find a mental health emergency (or a mental health crisis) more difficult to recognise than a person’s physical health emergency. Symptoms of mental health emergencies can vary from person to person and it can be difficult to judge when a situation becomes an emergency.

For the purposes of this guidance, the ICO defines a mental health emergency as a situation in which you believe that someone is at risk of serious harm to themselves, or others, because of their mental health. This can include the potential loss of life.

Is mental health information different to health information under data protection law?

No, data protection law does not distinguish between them, and the definition of health information covers physical or mental health information. The same obligations apply to processing information about your workers’ mental health as their physical health.

ICO Head of Regulatory Strategy, Chris Hogan, said that the ICO wanted to reassure employers that, during a mental health emergency, they should share necessary and proportionate information without delay with relevant and appropriate emergency services or health professionals.

“It is a good idea to plan ahead,” he went on, “as this will help you to make well informed decisions if you need to. Our guidance will help you do that and includes useful case studies to illustrate how the law can work in practice.”

The new publication is part of a range of guidance produced by the ICO to help employers look after personal information in line with data protection law.

Supportis can help employers with all aspects of HR Employment Law and Health & Safety, including documentation/policy creation, amendments, management training and development. We have a team of experienced professionals who provide advice and support to thousands of employers.

To speak to our team and see how we can help your business flourish, contact us today on 0161 603 2156 or email us at [email protected]

Check us out on Instagram and LinkedIn, we post bitesize news snippets and reminders every weekday for employers like you to stay one step ahead!

What steps can employers take to tackle poor mental health, specifically in younger employees?

A recent large study found young adults (18-24) have the worst mental health of any age group.

Over a third (34%) reported signs of depression, anxiety, or bipolar disorder, up from 24% in 2000. These mental health struggles can lead to lower-paying jobs or unemployment.

The study, funded by the Health Foundation, also showed young adults with mental health issues are more likely to be jobless. Between 2018 and 2022, 21% with mental health problems were unemployed compared to only 13% without. Young women were especially affected, with 41% experiencing poor mental health compared to 26% of young men.

What steps can employers take to tackle poor mental health, specifically in younger employees?

• Promote open communication: Create a safe space for young employees to discuss mental health concerns. This could involve training managers to have open conversations, offering anonymous feedback channels, or establishing employee resource groups focused on mental health.
• Normalise mental health support: Destigmatise seeking help by offering readily available resources. This could include implementing Mental Health First Aiders, Employee Assistance Programs (EAPs), access to mental health professionals, or online resources on stress management and coping mechanisms.
• Focus on work-life balance: Implement flexible work arrangements like remote work options, compressed workweeks, or predictable scheduling. This allows young employees to manage personal needs and reduce work-related stress. Alternatively, you could conduct an anonymous employee survey to find out whether employees would find it more beneficial having a mandatory office day, to encourage social stimulation and company on at least one working day.
• Promote healthy work environments: Encourage breaks, physical activity during the workday, and clear boundaries between work and personal life. Fostering a positive and supportive work environment can significantly impact mental well-being.
• Invest in mental health training: Train managers and HR personnel to recognise signs of mental health struggles and provide appropriate support. Training can also equip young employees with self-care strategies and stress management techniques. For example, we offer specific mental health eLearning courses. Contact us using the details at the bottom of this article to find out more.
• Offer financial wellness programmes: Financial stress is a major contributor to mental health issues. Consider offering financial literacy workshops, student loan repayment assistance, or access to financial counselling services.
• Provide clear career development opportunities: Young employees often experience anxiety about their future careers. Offering mentorship programs, clear career paths, and regular feedback can provide a sense of direction and purpose.

By implementing these strategies, employers can create a work environment that supports the mental well-being of young employees, fostering a happier, healthier, and more productive workforce.

Supportis can help employers with all aspects of HR Employment Law and Health & Safety, including documentation/policy creation, amendments, management training and development. We have a team of experienced professionals who provide advice and support to thousands of employers.

To speak to our team and see how we can help your business flourish, contact us today on 0161 603 2156 or email us at [email protected]

Check us out on Instagram and LinkedIn, we post bitesize news snippets and reminders every weekday for employers like you to stay one step ahead!

New Employment Law in April: What You Need to Know

Here’s a breakdown of the key changes to employment law coming into effect in April 2024:

No More COVID Leave Carryover: The rule allowing up to 4 weeks of unused leave to be carried over has ended. Use any remaining leave by March 31st.

Minimum Wage Increase: The National Living Wage (NLW) will now apply to those 21 and over, with new rates for all:

• NLW (21+): £11.44
• NMW (18-20): £8.60
• Young Workers (16-17): £6.40
• Apprentices: £6.40

Holiday Changes for Part-Time and Irregular Workers: Starting in April, holiday entitlement for these workers will be calculated based on a percentage of hours worked (12.07% per pay period), with a maximum of 28 days per year. Employers can also offer “rolled-up” holiday pay.

Easier Requests for Flexible Working: Employees can now request flexible work arrangements from their first day (no 26-week wait!). They can make two requests per year without explaining the impact on the employer and receive a response within 2 months.

More Flexible Paternity Leave: Dads can take statutory paternity leave any time in the first year, splitting it into two one-week blocks (previously had to be taken together).

Increased Protection from Redundancy: Pregnant employees and those recently on maternity/adoption leave will have extra protection from redundancy.

New Statutory Carer’s Leave: Employees with long-term caring responsibilities can take up to 5 days of unpaid leave per year (flexible scheduling allowed).

Statutory Payment Increases: Rates for maternity, adoption, and other related leaves will rise to £184.03, while Statutory Sick Pay (SSP) goes up to £116.75 (effective April 8th).

Supportis can help employers with all aspects of HR, including policy creation, amendments, management training and development. We have a team of experienced HR professionals who can provide advice and support to employers.

To find out more about Supportis, call today on 0161 603 2156 and speak to one of our friendly team about how we can help your business flourish.

Many UK employers are scrambling to understand how the extra day in February affects their payroll obligations, as failing to pay correctly could land them in legal trouble.

The key factor is how employees are paid:

• Hourly workers paid weekly: No change, as 29th February doesn’t affect the 7-day week.
• Hourly workers paid monthly: They’ll receive extra pay for working an extra day (21 instead of 20).
• Salaried workers: No extra pay, as their annual salary covers all working days (usually divided equally per month). However, unions argue for fairness as employers gain an extra day’s work.

Employers should:

• Check contracts: The answer “it depends” largely on the employment contract.
• Ensure NMW/NLW compliance: Pay must meet minimum wage for all hours worked, including on 29th February.
• Address near-minimum wage salaries: Top up pay if additional hours push salaried workers below minimum wage.
• Consider time off in lieu: This could mitigate minimum wage issues and employee concerns.
• Communicate changes: Inform employees beforehand if pay timing changes due to a later payday.

Employees cannot refuse to work on 29th February if it’s a normal working day, however, contact us on 0161 603 2156 or at [email protected] to see how we can help with queries like this and help your business flourish.

A new study has found that a large number of managers in the UK are “accidental managers,” meaning they were promoted to management positions without any formal training. This is leading to high levels of attrition, as employees are leaving their jobs because of negative work cultures and ineffective managers.

The study, conducted by the Chartered Management Institute (CMI) and YouGov, found that one in three people have left jobs because of a negative work culture, and half of those who say their bosses are ineffective plan to quit in the next year. Workers who rate their manager as ineffective are more likely to be planning to leave their organisation in the next 12 months than those who say their line manager is effective (50% vs 21%).

The CMI said that managers with formal training are significantly more likely to call out bad behaviour or report concerns of wrongdoing compared to those who have not had any training. Ann Francke, chief executive of the CMI, said that the report was “a wake-up call for a low-growth, low-productivity, and badly managed Britain to take management and leadership seriously”.

The research, titled “Taking Responsibility: Why UK plc needs better managers,” found that “accidental managers” are often promoted for the wrong reasons, with nearly half of managers surveyed (46%) believing colleagues won promotions based on internal relationships and profile, rather than their ability and performance.

While one in four people in the UK workforce holds a management role, only a quarter of workers (27%) describe their manager as “highly effective”. Of those workers who do not rate their manager, only a third (34%) feel motivated to do a good job and only one in four (25%) are happy with their overall compensation.

A large majority (72%) of those workers who rated their manager as effective felt valued and appreciated. This figure dropped to just 15% when the manager was rated as ineffective.

Francke said: “The picture of the UK economy in recent years has been a seemingly relentless drip feed of entrenched challenges, from stalled productivity, labour shortages, skills gaps, to instances of shocking behavioural failings by individuals and organisations that have catapulted the UK into the headlines for all the wrong reasons.

“Promotions based on technical competence that ignore behaviour and other key leadership traits are proving, time and time again, to lead to failings that cause damage to individuals and their employers, not to mention the wider economy’s performance.”

She added: “On a very practical level, skilled managers should be seen as a reputational insurance policy – they will help prevent toxic behaviours, they will call out wrongdoing and they will get the best out of their teams.”

The research found that 82% of managers who enter management positions have not had any formal management and leadership training – the so-called “accidental managers” – and 26% of senior managers and leaders had not received management or leadership training.

The study also revealed divides among managers across gender, ethnicity and socio-economic backgrounds. Male managers (22%) were significantly more likely than women (15%) to say they had already learned enough about management, and managers from lower socio-economic backgrounds (57%) were more likely than managers from higher socio-economic backgrounds (48%) to say that they did not have management and leadership qualifications.

Managers from white ethnic backgrounds were also more likely to say that their manager treats them fairly and with respect (81%), compared to those from non-white ethnic backgrounds (70%).

Lessons for employers:

• Invest in formal management and leadership training for all managers, regardless of their level of experience. This will help to ensure that all managers have the skills and knowledge they need to be effective leaders.
• Promote people to management positions based on their ability and performance, rather than their internal relationships or profile. This will help to ensure that managers are selected for the right reasons.
• Create a culture of transparency and accountability in the workplace. This will encourage managers to call out bad behaviour and report concerns of wrongdoing.
• Provide managers with the support they need to succeed. This may include providing them with access to resources, training, and coaching.

By taking these steps, employers can help to reduce the number of “accidental managers” in the workplace and create a more positive and productive work environment.

Supportis can help employers with all aspects of HR, including implementing promotion policies and management training and development. We have a team of experienced HR professionals who can provide advice and support to employers.

To find out more about Supportis, call today on 0161 603 2156 and speak to one of our friendly team about how we can help your business flourish.