1. Disability in the Workplace Disabled Employee Networks Tuesday 18 th May 2010 Outline 14.10 Not the pop singer Who, what and why When the personal is political 14.30 Disabled Employee Networks – The National Picture Why the growth? The three main types Developing a systematic approach The benefits 14.45 Could there be merit in a establishing a network?

2. Once upon a time…..the personal became political Who Freelance diversity consultant; 20 years campaigning for major systems change and improvements in legislation and regulation; Working towards the Disability Discrimination Acts 1995 / 2005. What Specialise in supporting employers to ‘engage, equip and deliver’ – and to be more ‘disability confident’ – provide consultancy in setting up disabled employee networks. Why Road to Damascus………would be nice if you got a little job.. “Nice face…..shame about the hands”…. “But what can’t you do?......”

3. Growth of disabled employee networks….. and why Proliferation of disabled employee networks across the public and private sector – came across 50 [2008] when researching the Guide – now in touch with over 200…..; Inevitable - follows the pattern as a result of growth of women’s networks, BME networks, and other sector strands post legislation; Logical – good way of championing disabled employees needs and talents – fits with public sector duties; Cost effective – simple effective method of promoting culture change.

4. Rationale behind KNA work….. Networks can add enormous value to the process of culture change; Lots of energy and enthusiasm from willing ‘volunteers’ wanting to champion change; Getting cross-organisational engagement on disability provides a great waterfall effect……; Wanted to promote the concept to support the pace of change however…….. Without a systematic approach and a strong plan networks and champions can lose their way….. Without strong leadership and a shared sense of purpose networks can lose their way…….. Without the deliberate and explicit decision to find the win / win networks and champions can lose their way…..

5. Three types of network Leadership or champion groups Peer group or alumni network Consultation forums However……..there is no one correct type of network – they are simply different, with different aims and objectives driving different activities and outcomes – can be replicated across organisations and geographies.

6. A systematic approach – 10 point plan Business case and values Research and engage with other networks Develop clear aims and objectives Establish clear success criteria and milestones Secure top level commitment Secure organisational support Develop the business plan Market the network to employees and communicate Develop support and succession plans for co-ordinators Maintain, develop and review the network.

7. Benefits of networks – the business case For disabled employees A communication channel Peer group support and networking Encourages career progression For the organisation/s Promotes diversity Encourages compliance with law Encourages a spirit of good intent For customers and clients Enhances customer reputation Improves products and services Helps to anticipate changes to market

8. Case Histories Lloyds Banking Group – grass routes, road-show of events and virtual methods Serious Organised Crime Agency – developing the win / win BBC – not afraid to thump tables and build trust Ernst & Young – a web of networks Home Office – strong growth Health and Safety Executive Cisco – new and emerging and global… Australian Department of Defence – where there are 3 time zones!

9. Values and characteristics of ultimate people networks A sharp sense of purpose A burning desire to find the win / win between stakeholder groups A firm commitment to deal with controversial issues and barriers

10. Champions or ambassadors as a force for change Provide leadership for the network; Champion disability across the organisation; Display real interest and a desire to be kept appraised of developments; Attend and speak at key events; Challenge other senior executives to promote the values of the network.

11. So, could there be merit in a partnership approach in the establishment of a Disabled Employee Network? What options could there be in terms of its structure? What key activities might it deliver? What else? Kate Nash OBE kate@katenashassociates.com 07904 018 939