Inheriting disability in the workplace (maybe)
Discussion
I'd consider whether it's really a problem - if not, just monitor it and as a general part of being a good boss (talking to your team, regular one-to-ones, being approachable etc.) the information may get volunteered.
If you do consider it to be an issue, definitely get some HR advice. If there is some form of disability or medical condition it'll be a protected characteristic and you need to tread carefully.
If you do consider it to be an issue, definitely get some HR advice. If there is some form of disability or medical condition it'll be a protected characteristic and you need to tread carefully.
They have great knowledge and meltdowns?
Aspergers maybe?
Sound just like my son, can bore you to tears with technical info beyond his years about things he is interested in, like trams, trains planes but put in in a room to socialize and he very quickly get angry and frustrated and has a meltdown.
Aspergers maybe?
Sound just like my son, can bore you to tears with technical info beyond his years about things he is interested in, like trams, trains planes but put in in a room to socialize and he very quickly get angry and frustrated and has a meltdown.
If the person has not been diagnosed with anything then it seems bizarre that you want to suggest to them that they may have a disability when you do not appear to have any training to suggest such a thing. Some people get frustrated and rant for a bit, unless his colleagues are being abused in these meltdowns is there really anything to make allowances for?
Disciplinary for a person with a health issue is OTT.
Wait until their review and then raise it as a concern. Say you aren't looking at is any form of diciplinary matter but explain you are required under H&S law that you are legally required to make workplace adjustments where possible to make things easier for him (and anyone else) and without knowing what his diagnosis is you cannot do that.
Wait until their review and then raise it as a concern. Say you aren't looking at is any form of diciplinary matter but explain you are required under H&S law that you are legally required to make workplace adjustments where possible to make things easier for him (and anyone else) and without knowing what his diagnosis is you cannot do that.
elanfan said:
Disciplinary for a person with a health issue is OTT.
What health issue is that? There has not been one disclosed.OP, as HR you should call in the employee and discuss their behaviour. This is an opportunity to discuss any extenuating circumstances.
Regardless of whether the person in question has a disability or not, you have a duty of care to other employees to ensure the workplace is safe and free from intimidating behaviour. The individual in question is a secondary concern.
elanfan said:
Disciplinary for a person with a health issue is OTT.
Disciplinary is too strong a term here. Performance management is how I'd describe it, as in doing what you can to maximise everyone's performance, whether through extra training, support, adjustments, or going down the drawn out path of eventually showing them the door.Start with the informal chat and that may yield some results.
I'm HR too. I'd just deal initially with what I can see. Have a conversation along the lines of 'sometimes you seem to get very upset about things - we need to talk about this'.
If they disclose a disability or underlying health condition, then you have your way in to deal with the problem. If they don't disclose a disability or underlying health condition, then you simply have to deal with behaviour which is inappropriate in the workplace.
Could it be a stress reaction? I've worked with similar people in the past. They have got away with it for years because no-one wants to raise it and 'that's just how Bob is'.... but it's totally inappropriate and not fair on everyone else around.
I used to work for a disability charity. A phrase I heard often there was 'disability is a reason, not an excuse'.
If they disclose a disability or underlying health condition, then you have your way in to deal with the problem. If they don't disclose a disability or underlying health condition, then you simply have to deal with behaviour which is inappropriate in the workplace.
Could it be a stress reaction? I've worked with similar people in the past. They have got away with it for years because no-one wants to raise it and 'that's just how Bob is'.... but it's totally inappropriate and not fair on everyone else around.
I used to work for a disability charity. A phrase I heard often there was 'disability is a reason, not an excuse'.
Jockman said:
Pericoloso said:
I don't understand "inheriting disability"
Same here. Shouldn’t a manager know if they have a disabled employee?1. the clinical record , which the HCP(s) doing the assessment for Occy health and the 'patient' will see ( and possibly might come to court as evidence - which is the only way the management will see it in it;s entireity )
2. a report for the referrer which might be HR or might be the line Manager or might be a higher manager
3. if relevant (and the line Manager isn't the referrer ) a document laying out the agreed reasonable adaptations to the role and input from HR , higher management, QHSE depts etc on how they are delivered )
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