A new poll shows that most managers in the UK struggle with how they can help sick employees. One-third of these managers cite fear of making a mistake or causing offense as a reason for hesitance when supporting employees on their road to recovery. As many as three-quarters say they do not have the appropriate line management training to adequately support returning staff. This environment further underscores an urgent need for better training and safer resources on the job.
The Access to Work scheme, which helps disabled people get into and stay in work, continues to be an essential lifeline. Anna Tylor, Chair of the RNIB, underlines why this Action Plan is so crucial. It is making inclusion within the workforce a priority. Last year alone, the Royal National Institute of Blind People supported over 2,000 individuals in securing or maintaining their employment.
Sir Charlie Mayfield, chair of the UK commission, is heading a wide-ranging conversation on what our workplaces should look like. Of particular note, his wider review focuses on the need to reform employer responsibilities. As Mayfield’s report points out, we need to prioritize prevention and early intervention. This suite of strategies should guide any efforts to address worklessness.
“The worklessness crisis won’t be solved by money alone,” said Mayfield, stressing the necessity for a cultural shift among employers.
The report paints a terrifying picture of the UK labour market. It highlights how public agencies rarely penalize the companies awarded contracts for their low wages, no hour guarantees, and a lack of support for worker health and sickness. This practice has led to a vicious spiral of bad work quality that counterproductively drives down productivity and retention of employees.
Section 32 of the Procurement Act allows for reserving contracts by public bodies. Inclusion and impact This enables social enterprises and inclusive employers to provide living wage jobs to disadvantaged people. This provision incentivizes organizations to implement ethical employment practices. It highlights the need to make inclusivity a priority in hiring practices.
Even with this chance for systemic reform, employers continue to be reluctant to hire blind and partially sighted people. Tylor fully admits to this fear, but argues that disability doesn’t have to be the determining factor in what someone is capable of doing.
“A lack of eyesight has never limited my ambition, nor that of scores of blind and partially sighted people like me,” Tylor stated. She fulfilled delegates of the need for businesses to do more in actively resourcing the Access to Work scheme. This support is essential for ensuring disabled people can succeed in their positions.
The Chartered Management Institute has highlighted that one-third of managers fear getting it wrong or causing offense when supporting sick staff members. In turn, that lack of confidence spills over into making the workforce more disengaged and increasingly absenteeism climbs.
Dr. Katharine Sutton, Director of Aspire Community Works, echoed these warnings with the strongest conviction. She closed by stressing that employers need to play a bigger part in addressing mental health issues among their employees.
“Businesses need to play a more central role in tackling a rising tide of ill-health that is pushing millions of people out of work,” she stated.
As the report indicates, employers could potentially face costs amounting to £6 billion annually if the current system continues unchanged. Without a massive cultural shift inside organizations, these administrative burdens will eat up all of this new funding. Consequently, it will not be spent on actual substantive support for staff.
Llanrhystud, Ceredigion resident Libby Johnes is one of those who has experienced the effects of a lack of reliable support networks. Her experience highlights the need for companies of all sizes to make worker mental health a priority.