Case Study Lloyds Banking Group Microlink
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Case Study
Lloyds Banking Group
&
Microlink
A business case for making Reasonable AdjustmentsWorkplace adjustments are an essential business practice. It makes business sense
to help our colleagues with disabilities work effectively and contribute to the
success of their team and for us to retain their talent in our organisation.
Mark Fisher, Director of Group Operations
Intro
In 2010 Lloyds Banking Group, in partnership with Microlink, was one of the first
major employers to re-engineer its workplace adjustment process and introduce a
formal strategy to help remove barriers and to ensure the inclusion and success of
disabled people in the workplace.
Mark Fisher, Director of Group Operations was appointed as excecutive sponsor for
disability. He quickly established a Disability Steering Group, whose first priority was
to revise the Group’s process for making workplace adjustments.
Workplace adjustments cover both hard and soft adjustments, geared at ensuring
an employee performs to their full potential in their work environment.
Hard adjustments – hardware, software, ergonomic equipment
(Physical) and environmental adaptations (e.g. making an
environment accessible for wheelchair users)
Soft adjustments – adaptations to working hours or patterns, targets,
(Non-Physical) commuting travel arrangements
Objectives
Llyods Banking Group first started exploring the deployment of a Reasonable
Adjustment process in 2000, where they experienced a range of issues. In December
2009 a Disability Steering group made improving their Reasonable Adjustment
process its first and top priority.
The main issues were identified as being:
• Complexity of the process
• Line Manager engagement and level of effort
• Length of time taken to get adjustments implemented
• Struggle to get non-physical adjustments implemented
In 2010, in partnership with Microlink, a new Workplace Adjustment process was
defined and deployed. The service went live on March 23rd 2010.The objectives of the new reasonable adjustment service were to:
1. implify the process – creates a ‘one stop shop’ for all physical
S
adjustments (e.g. IT, telephony, furniture, property, ergonomics) and non-physical
adjustments
2. R
educe reliance on Line Managers – Line Managers are
involved but not driving the process
3. Speed up implementation – a goal of reducing the end-to-end SLA
down to about 20 days
4. Reduce the costs – of proving a reasonable adjustment
Process
With the complexity of the existing processes creating issues, including confusion
amongst stakeholders and higher costs, and case completion times, a new process
was developed and deployed.
SLAs 3 Days 15 Days 3-30 Days
Straight
Occupational through
Health order
Implement
physical
Receipt of Holistic adjustments 3 and 12
colleague’s Assessment month review
initial referral Triage Implement
form Ergonomic non-physical
Assessment adjustments
if available
if not on internal
available catalogue
on internal
catalogue
Self via Display Screen Equipment
DSE Guidance
Service catalogue on internal catalogue
Key features:
• Resourcing – implemented using trusted and experienced service partners
• Centralised funding – reduces risk of impact on local cost centre being a
barrier to a colleague getting the adjustments they need
• On-line initial assessment form – captures the colleague details, what
adjustments they have, what adjustments they need.• Straight through orders vs assessments – colleagues who know
exactly what physical adjustments they need will be able to receive them without
an assessment. Onsite and telephone assessments are provided for colleagues who
require them
• Follow-ups – feedback sought from colleague immediately on implementation
of adjustments, then diarised reviews at 3 months and annual thereafter
• Non-physical adjustment policy – clear guidance for colleagues
and Line Managers on what is possible and reasonable, promoting consistency
• Workplace Adjustment Agreement – a summary of adjustments
co-signed by the colleague and current Line Manager that can be used by the
colleague as a ‘passport’ as they move from role to role
Success measurements
Employers are legally obliged to make ‘reasonable adjustments’ for employees with
a disability, to ensure that they are not unfairly disadvantaged in relation to their
impairment by factors in the employer’s control.
Rather than simply comply rigidly with its legal obligations, Lloyds aimed to embody
good practice by making adjustments to:
• Increase productivity
• Reduce absenteeism
• Ensure employees feel more empowered and valued
• Improve staff retention – retaining talent and saving on staff turnover
• Create a positive cultural change
• Ensure greater compliance with the Equality Act 2010
To accurately and reliably verify the results of the bespoke management information,
measurement tools were deployed within the reasonable adjustment service.
Microlink internal case study
Microlink practice what they preach, demonstrating that SME’s can also effectively
meet the needs of their disabled employees. In the last year alone, over 22% of
Microlink employees have received a reasonable adjustment, increasing their
wellbeing, reducing absenteeism and increasing productivity.
Microlink
Mi
M
Microl
link total
t spend
£5000
50
£2000
20
20
reimb
burse from Access to Work
reimbursedKey Results: 12,889 cases completed
(March 2010 - April 2013)
£750 Average total cost per case
- £250 Average hard adjustment cost
- £500 Average case management,
training and assessment costs
26 Average 26 day case duration
days
Line Managers Colleagues
95% 86%
received the right level of believe the equipment/non-physical
engagement before, during and adjustment(s) benefitted their
after the reasonable adjustment performance
83% 97%
noticed an increase in productivity and were satisfied with the service, support
wellbeing and training received
49% 94%
consider the Workplace Adjustment has feel they received sufficient training to
reduced absenteeism when previously use their solution
an issue
Type of solutions Type of disabilities
Personal support 0.2%
Alteration to buildings 0.3% 63% Muscular / Skeletal
Misc physical adjustments 0.4% 5.8% Mental Illness
Specialist desks 2.1% 5.9% Learning difficulty/disability
IT Software 2.2% 4.7% Hearing
Telephony items 6.3% 4.7% Sight
Specialist chairs 18.4% 15.9% Other conditions or disabilities
IT Hardware 19.4%
Non-physical adjustments 19.5%
Ergonomic items 31.2%
Statistics taken from Feb 2012 - June 2013The goal from the outset was to create a ‘one stop shop’ that would enable
colleagues to get every adjustment quickly, simply and with minimum fuss. We
have seen many instances where providing workplace adjustments have not only
enabled a person to be productive or stay in their job, it has changed their life.
Graeme Whippy, Group Disability Programme
Lloyds Banking Group Awards:
Technology4Good 2011
Disability Matters Europe 2012 Awarded to Mark Fisher for his
Workplace Award leadership on Workplace Adjustments
MS Society
Business Disability Forum
Employer of the Year 2012
Employer of the Year 2012
Microlink Awards:
First
Disability Standard
Award 2012
Workplace Award 2012
Winner Winner
Best SME 2012 Disability Champion
2012
Microlink PC 0800 999 2620
Microlink House 0330 555 0 999
Brickfield Lane discover@microlinkpc.com
Chandlers Ford
SO53 4DP
Join the
conversationYou can also read
