REWARD
them in times of need. It can also include the best time of day to set a task or what type of working space helps them manage challenges. The great thing about this document is it’s fluid and can be added to and amended when needed. It can also be used to record reasonable adjustments and what part of it helped / didn’t help. It’s so important to have regular catch ups, not only to help the employee develop in their role, but also to give them a safe open space to bring out struggles or worries. These don’t have to just be about work – to be able to offload can help someone move forwards or learn to live with / adjust to the situation. “Managers should remember that the employer has a legal responsibility to make adjustments and recent court cases have proved that an employee doesn’t necessarily have to ask for them”
offer and ask at each stage, as well as plan a steady introduction. When it comes to the first few days in the office, gentle team introductions should be staged throughout the initial period. Follow the new employee’s ability to take in the meetings and how they respond. They may be absolutely fine meeting strangers or this could be an area that they really struggle with. This could be planned together before their first day, so let them guide you and be prepared to postpone meetings if they say it’s too much or start to show signs of feeling overwhelmed. Again, they may well be able to guide you on the signs that indicate things are getting too much. Something else that’s helped me, and in turn helped my manager, is a work health passport. This is a formal document that the employee can fill in, and keep adding to over time, that has information about them and what helps them. It could be one that the employee or business has designed themselves or a free downloadable one, such as from Autistic Network (see https:// ow.ly/vSOy50TVHlQ) or one that NHS has designed for their employees (see https://ow.ly/p5H050TVHr0). These passports have been used for a long time for those employees with physical or health conditions but are just as helpful for those who are neurodivergent. The employee can write down what works and doesn’t work for them and how to or how not to communicate with them, how to help
All of the above has been aimed at a new employee, but another consideration could be someone already working for you who has been promoted. Most adjustments wouldn’t be needed as they already know the team and their manager. Whether they are neurodivergent or not, you could still use some of it to help the individual transition into the new role, such as introducing a daily plan, and having regular catch ups is a must. Retention As we all know, the first few months build the foundation to a career within a company, but even getting that right doesn’t mean that amazing talent is retained. It is very hard to give an exact solution to retention, but some of the following could help: ● understand your team and what / how to engage and motivate them ● ensure the culture is open, supportive and inclusive ● keep the environment stable, and if changes have to happen, engage with the team early on, i.e. if you’re introducing hot desks or moving office / location ● have a robust and inclusive development programme / policy. Remember to be positive and encourage your team. Don’t compare them to each other or previous post holders and actively encourage their personality to shine through. n
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| Professional in Payroll, Pensions and Reward |
Issue 106 | December 2024 - January 2025
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