What do you see?
I see a young woman, a professional man – perhaps a manger, a thirty something woman, a female CEO, an older man, a warehouse operator. A teenager…
That’s the problem we don’t know.
If you’re in HR you’ll have their CV and you’d know a lot more about them – their qualifications, their skills, their experience…
I’ve been working with AptoLink for over a year, and during that time I’ve grown to understand more about people. Because that what’s it’s all about isn’t it?
People.
It’s slightly more complicated in business. There are boundaries – a hierarchical framework that we work within.
Even so, is about how we connect, how we interact, how those connections influence how well people work, how happy they are, how valued they feel, how comfortable they feel at work, how they enjoy working for the company – and with each other.
But let’s look again
What else can we see? Exactly – we can’t !
One of them has lost sixty-five percent of their hearing. Another has juvenile macular degeneration. One has just been diagnosed with Multiple Sclerosis. Another has wrist arthritis. Can you tell who has what? You can’t…
Think of being human. People are proud – they mask issues or conditions – no one really wants to be labelled as “different” or with a “condition”. However, if you are in HR might have noticed them struggling with certain aspects of work, seen a change in their focus, quality of work, or attendance.
Professional and well organised companies hold an annual review with their staff – but I don’t think I was ever asked if I was struggling with my screen, or within meetings, or with verbal instructions or whether my physical health had changed? Most appraisals still concentrate on performance, targets, achievements, training and career development. There may be a broad question such as “Is there anything you need from us?
Isn’t it time that these questions we’re raised within the review process and reasonable adjustments were put in place (I hate that word “reasonable” ) – helpful adjustments – improvement adjustments
Of course, struggling in work is something we don’t often reveal. Certainly not when applying for a job – that categorises us – and let’s be honest – reduces the chance of being selected for a role.
I keep remembering some of the speakers at Naidex in the spring. They spoke of how great it was to see legislation like the 2010 Equality Act being in place – but also mentioned that that there are very few instances of the disabled or those with conditions taking potential employers to tribunal because they were not selected for a role.
But legislation and tribunals are only part of the story.
The more important question is what happens before a situation reaches that point.
What happens when someone begins to struggle, but does not know how to explain why? What happens when a manager notices a change but is worried about saying the wrong thing? What happens when an employee has received a diagnosis but neither they nor their employer understands what practical support could help?
Sometimes, the answer begins with a conversation.
Look beyond the person’s performance
It is easy to see a missed deadline, an increase in absence or a change in the quality of someone’s work.
It is much harder to see the reason behind it.
The person who appears distracted in meetings may be struggling to hear what is being discussed. The employee who is taking longer to complete a task may be finding it increasingly difficult to read information on a screen. Someone who seems less organised than they once were may be coping with anxiety, fatigue, pain or the effects of a newly diagnosed condition.
That does not mean managers should try to diagnose employees. They shouldn’t.
It means we should be curious enough to ask whether something has changed and compassionate enough to listen to the answer.
A simple question such as, “I’ve noticed you seem to be finding this part of your work more difficult recently. Is there anything we can do to support you?” can open a conversation without making assumptions.
The employee might not be ready to talk. They may not fully understand the problem themselves. But you have created an opportunity for them to ask for help.
Knowing that someone needs help is only the beginning
Even when an employee tells you about a disability, health condition or difficulty, the correct solution may not be obvious.
A person with sight loss does not automatically need expensive specialist software. The accessibility features already built into their computer may provide what they need.
A person experiencing wrist pain may require changes to their workstation, equipment, working technique or breaks. Simply buying an ergonomic mouse without understanding the way they work may not solve the problem.
Someone struggling with anxiety, concentration or time management may benefit from workplace coaching, clearer task planning or strategies that help them manage workload and reduce feelings of being overwhelmed.
There is rarely one standard solution because there is no standard person.
This is where a workplace assessment can make the difference.
What does a workplace assessment reveal?
At AptoLink, our assessors look at the individual, their role, their working environment and the barriers they are experiencing.
We do not begin with a product. We begin with the person. A conversation.
The assessment may consider:
- The tasks the employee needs to complete
- Their equipment and workstation
- The software and systems they use
- Their physical or sensory needs
- Communication barriers
- Working patterns and environmental factors
- Training, coaching or additional support
- Practical workplace adjustments
The outcome is a clear report containing recommendations that the employee and employer can understand and put into practice.
These might include workstation changes, assistive technology, accessibility settings, specialist equipment, software training, changes to working practices or one-to-one coaching.
Some recommendations may cost very little – there are many inbuilt features that can be activated in most office software. Others may require investment. The important thing is that they are based on evidence and the needs of the individual—not guesswork.
Under the Equality Act 2010, employers have a duty to make reasonable adjustments where a disabled employee or applicant would otherwise be placed at a substantial disadvantage. What is reasonable will depend on the person and the circumstances. Acas guidance also makes clear that adjustments can include changes to working arrangements, equipment, accessible information and one-to-one support.
Support should not be a one-off event
A workplace assessment should not be treated as the end of the process.
People change. Conditions change. Jobs change.
An adjustment that works today may need reviewing if the employee’s responsibilities, workplace or health changes. New software may require training. Equipment needs to be set up correctly. A phased return may need to be reviewed as working hours increase.
Good support includes follow-up.
It asks whether the recommendations have been implemented, whether they are helping and whether anything else is creating a barrier.
Most importantly, it keeps the employee involved. Adjustments should be made with someone—not simply done to them.
Creating a workplace where people can speak
Not every disability is visible. Not every employee will use the word “disabled”, “condition” to describe themselves. Some may have lived with a condition for years, while others may only recently have realised that something is affecting their work.
People are more likely to speak when they believe they will be listened to rather than judged.
That requires managers who know how to start supportive conversations, HR teams with clear routes to practical help and organisations that recognise that asking for support is not a sign of weakness.
It may be the first step towards helping a valuable employee remain confident, comfortable and productive at work.
So, look again at the people around you.
What do you see?
You may see a manager, a warehouse operator, a chief executive, a colleague or a new employee.
What you cannot see are all the lived experiences, conditions and barriers they may be managing.
You do not need to know everything about someone.
But you do need to create an environment in which they feel able to tell you when they need support- and have a practical route for turning that conversation into action.
How AptoLink can help
AptoLink provides independent workplace assessments and practical recommendations for employees experiencing barriers connected with disability, health conditions, sensory impairments, neurodiversity or musculoskeletal difficulties.
We help HR teams, managers and occupational health professionals understand what support may be appropriate and turn broad recommendations into workable adjustments.
If someone in your organisation is struggling, you do not have to guess what they need.
Talk to AptoLink about arranging a workplace assessment.
