Creating a fairer Britain
To make sure that you are not excluding disabled people from training, development, promotion or transfer opportunities, you need to look at how you describe the role and the person you are looking for.
You must consider not only whether you are discriminating directly or indirectly because of a person’s disability, but also:
Make sure you are not discriminating against or causing substantial disadvantage to any disabled workers. Anything which is more than minor or trivial is considered to be substantial disadvantage.
This may require you to make reasonable adjustments to selection procedures for training or the training arrangements themselves. It could involve changing the way you do things, or changes to the premises that are used for training, or providing extra aids, services or equipment.
This includes looking at how you give disabled people access to secondment opportunities, work shadowing, having access to a mentor or attending an event that may help a worker to develop their career.
You may need to provide disabled workers with specialist training so that they can make effective use of reasonable adjustments. This could include training on equipment which they have as an adjustment, for example, specialist computer software.
Or the training may in itself be an adjustment, for example, orientation training in a new workplace if someone has a learning disability or visual impairment.
As a reasonable adjustment, you should think about whether other staff need to be trained to work with a disabled colleague (provided the disabled person has given permission for other staff to know about their situation). This could range from specialist training for managers who are making decisions about reasonable adjustments through to things like Deaf awareness training for people with a Deaf colleague.
If a person who might be eligible for a promotion or transfer or other development opportunity is a disabled person: