Recommendations
Most employers are probably aware of their responsibility under the Equality Act 2010 to provide reasonable adjustments in the workplace to support their dyslexic employees.
But who supports the supporters? Where can employers/line managers go to know how to adjust the workplace environment? So their dyslexic employees can feel comfortable to speak openly about their dyslexia and achieve to their employer’s, their maximum potential.
1 Outlaw any form of anti-dyslexia- discrimination
It isn’t acceptable anymore to make jokes about different racial origins or sexual orientation but jokes about dyslexia are still considered harmless in many areas of society, the fact that many dyslexic employees may be okay with this is beside the point to others they may do additional damage to a dyslexic person’s already vulnerable self esteem. Consider making jokes and remarks about dyslexia a disciplinary offence.
2. Research
Research into differing thinking styles and encourage line manager/HR department to do the same. Focus on books and internet resources you can find that deals with multiple intelligence, visual spatial styles and the positive aspects of the dyslexic way of thinking. Research into schools suggests that when teaching is adapted to the dyslexic way of thinking non-dyslexic pupils also benefit too. It is likely that research into the different ways in which people learn will enrich an organisations HR policy in many other unexpected ways well beyond simply providing support to your dyslexic employees.
3. Culture
Forster a culture in the workplace where it is okay to be yourself as long as the employees are doing their best. Make sure that the culture is okay to make mistakes as long as the employees learn from them. Reward and praise staff for being open about their mistakes. Organisations should consider holding staff training sessions where staffs are encourage discussing the things in life that they find easy and the things they find difficult. Keep the sessions light hearted and use it to promote awareness of how members of staff can support each other as a team.
4. Low Stress Working Culture
People will typically perform well when they feel relax and secure and badly when they feel stress or under threat; with a dyslexic employee the difference in performance level is likely to be much more dramatic than we with the non-dyslexic employees. Make sure that line managers are themselves working with self discipline and planning ahead to avoid last minute urgent tasks as much as possible. Organisations should consider finding a simple technique for brief relaxation and stress removal and giving it to all employees as a training session. In a computer base, organisations should consider setting up time reminders on their employee’s computers to take regular breaks.