How can benefits support employees with learning disabilities?

The quest for greater diversity and inclusion is helping to create richer, more rewarding workplaces. But, with Mencap’s Big learning disability survey 2022 showing that just 27% of adults with a learning disability are in paid employment, employers must do more to reach out to these individuals.

A strong benefits proposition is a valuable tool when it comes to supporting these employees. Emma Cowling, employee benefits consultant at Refresh Reward Consulting, explains: “Offering the right benefits will ensure employees with learning disabilities feel valued but it can also make it easier for them to access work.”

Benefits package

When it comes to benefits, choice is a must for a diverse workforce but, as individuals with learning disabilities are often in entry-level roles or working part-time, there are some products and services that resonate particularly well with them.

One example is a health cash plan. “Everyone benefits with a cash plan,” says Cowling. “If an employee is financially challenged or can’t manage their money, knowing there’s some help towards dental and optical check-ups or prescription charges is great.”

She also advocates wellbeing allowances. “These can work well providing it’s clear it’s not prescriptive,” she explains. ”It may be easier to say what the money can’t be used for and leave employees to make their own choices.”.

While these benefits can help employees with learning disabilities to budget, a financial education programme can helo to improve their money management skills, says Drini Zerka, benefits strategy consulting leader at Mercer Marsh Benefits. “People with learning disabilities are less likely to be on track for a minimum standard of living in retirement,” he explains. ”Employers should provide financial education content that is relevant to these employees, delivered in a way that suits their learning style.”

Flexible options

Flexibility is a significant benefit to employees with learning disabilities. Alex Winstanley, managing director of Happy Smiles Training, says: “Organisations should look to build the job around the individual. Offering choice around the hours worked and, if possible, the location, can enable someone to access work.”

Flexible options could include part-time hours, job shares and adjusting working hours to avoid the rush hour commute. Part-time working can be particularly useful where someone is on benefits, enabling them to keep within the limits on pay and hours worked while they explore whether the job is a viable, long-term option.

This flexibility should extend to taking time off too. Rachel Western, principal at Aon, says: “An organisation may want to introduce disability leave to ensure employees feel comfortable taking time off for medical reasons. Maternity and parental leave allow for this: no one wants to have to record a doctor’s appointment as sick leave.”

Job descriptions can also be flexed to suit an individual. For example, this could include job carving, where a role is created by taking duties from other employees’ roles. Mark Capper, head of development at Mencap, explains: “This can create a more suitable role for an employee with learning disabilities but also benefits other employees as they can focus on more complex work.”

Career development

Training and development is another key benefit for employees with learning disabilities. This can help them build new skills and advance their career within the organisation, while also boosting confidence and ensuring they feel a valued part of the workforce.

As well as formal training schemes and apprenticeships, job coaches and mentoring can also provide the necessary support to allow someone to thrive in employment. Employers should match training and support to the individual, explains Paul Sesay, chief executive officer (CEO) and founder of Inclusive Companies. “No two people with learning disabilities will present the same way and while some will be very able to work and socialise, others will need more guidance and support. Having a buddy or mentor can make a big difference.”

Benefits communications

Whatever the mix of benefits, a robust communications process is essential. As well as using a broad range of formats for benefits messaging, including leaflets, emails, social media and face-to-face presentations, it is also important to keep messages simple. “Make benefits communications as accessible as possible,” says Winstanley. “Use inclusive language, keep things simple and avoid jargon. This will benefit the whole workforce: if an employer designs for disability, [it] designs for everyone.”

The veracity of this statement is underlined by the experiences of Mencap. In the run up to a general election, it produces easy-read versions of the political parties’ election manifestos and, while these are designed specifically for people with learning disabilities, readership is always much broader.

It is also essential that the communications process is two-way. Laura Davis, chief executive of the British Association for Supported Employment (BASE), recommends asking employees what they want. “Don’t make assumptions,” she says. “Everyone needs different things, whether that’s different hours or a travel buddy to help with the commute. Have a conversation with the employee to find out what works for them.”

Recruitment revamp

Any overhaul of benefits must also include a rethink of the recruitment process. Job descriptions need to be simple and free from jargon. “Describe what they would be expected to do. It is also common to ask for maths and English qualifications but are they really necessary?” says Capper. “This requirement can restrict applications from people with learning disabilities.”

Online applications and interviews can also create unwanted barriers. “Offering the opportunity to do a working interview or a trial, which could be up to two weeks, opens the door to a broader pool of candidates,” explains Davis.

Becoming a Disability Confident employer can also help. This is a government scheme that supports organisations looking to employ disabled people. It has three levels and, while it only takes a few minutes to sign up to the first, it can be incredibly powerful, says Capper. “We find that a lot of people with learning disabilities will look for this accreditation when job hunting,” he explains.

External support

There is plenty of support for organisations wishing to employ people with learning disabilities. Charities such as Mencap and the Down’s Syndrome Association work with employers to provide advice and connect them to jobseekers, while training organisations like Happy Smiles Training can help organisations recruit and retain disabled employees.

There is an ecosystem of supported employment organisations which can work with employers looking to recruit people with disabilities, says Davis. “These organisations can provide job coaches to work alongside an employee with disabilities,” she explains. “They’ll work alongside the individual, the employer and other members of staff to find ways to ensure it all goes smoothly. It can be really rewarding for all parties.”

Funding to support an employee can also be obtained through the government’s Access to Work scheme. This provides a broad range of support, including job coaching, to ensure that people with disabilities are not disadvantaged in the workplace.

Putting the right benefits in place, whether that is a product such as a health cash plan or greater flexibility around working hours, can help an employer reach out to individuals with learning disabilities and build a more diverse and fulfilling workplace for everyone.