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Published September 23, 2019 · Updated September 30, 2019

Five steps to implementing a dog-friendly office policy

1. Check formalities

There will be some situations where dogs are not appropriate. For example, in a kitchen, or a manufacturing site where there is a risk of contamination. However, in many cases there will be no legal reason why a dog cannot be in the workplace. That said, check whether or not there are any restrictions outlined in the organisation’s insurance policies and rental agreements. For example, having an animal in the car might invalidate some car insurance policies, and some rented work spaces might specifically state that dogs (with the exception of assistance dogs) are not permitted.

2. Include in the risk assessment

Any dogs on the premises will need to be considered as part of the employer’s duties under health and safety legislation. A risk assessment will need to be carried out and it is important that any hazards are identified, as well as any options for harm and risk mitigation. Dogs will also need to be incorporated into the fire safety risk assessment, for example to ensure that they are not blocking emergency exits, and to detail what to do in the event of a fire. Contact us if you wish this option to be added to a risk assessment.

3. Pet-proof the workplace

There will be some logistical considerations if dogs are to be allowed in the office. For example, will the office need cleaning more regularly? Is the office ventilated sufficiently? There might be some no-go areas for dogs (office kitchens, for example) or alternatively, specific areas that are reserved for dogs and pet-loving employees. Other considerations might be ensuring that bins have lids, and that desks are equipped with a means to secure a dog lead.

4. Create a code of conduct

A clear policy will help alleviate concerns over dogs in the office. Issues to consider include the following.

Making it clear that the dog’s owner is legally and financially responsible for any damage (to people or property), for example by ensuring that they have appropriate third-party insurance.
Having a probationary period for any pets to ensure that the dog is happy in the work environment, and that their presence and behaviour is not unduly distracting.
Setting ground rules about what constitutes acceptable behaviour, it is unlikely to be acceptable for a dog to rush around, bark, or be over-protective of their owner. Bear in mind, it might be necessary to have ground rules for other employees, too.
Setting out any requirements for welfare responsibilities, such as feeding, how frequently bedding is changed, and where food is kept.
Requiring up-to-date vaccinations, regular treatment for ticks and mites, and not allowing dogs into the office if they are ill.
Outlining that the owner is responsible for the dog at all times, and what should happen if the dog needs to be left for any period of time.
Only having dogs in the office when appropriate, for example, not if their owner is in an all-day meeting and cannot provide the necessary attention.
Considering whether there should be a rota, or other means of limiting the number of dogs in the workplace.
Setting rules on whereabouts the dog can be, including, for example, whether they are allowed in when staff with allergies or phobias are also present.
Making it clear what happens if any rules are broken.

5. Make sure you have staff support

Finally, before allowing dogs to work, check that it is supported by other members of staff. As well as gauging general support levels for any change in policy, it is important to understand if any staff have a reason for not wanting a dog nearby. It is also imperative to have a clear policy for dealing with staff concerns and complaints.

Conclusion

Having dogs in the office does not need to be a cause for concern if proper steps are followed and there is a clear policy in place. Although it might take time to set up, in the long-term it is likely to lead to happier pet-owners and an overall improvement to the workplace and staff morale.

All we need to do now is get a dog!

June 17, 2019

Hidden Disabilities

Many people cope day in, day out with hidden disabilities, which include hearing or vision problems, mental illness or chronic pain. Employers and colleagues often struggle to take these disabilities as seriously as they should because of the lack of physical symptoms. But, organisations are now better-placed than ever to improve both the lives of skilled, talented staff and the general workplace environment.

if a colleague is completely deaf in one of their ears. They get very frustrated that, unless they keep mentioning it, no one takes this disability into account in meetings or when planning conference calls — but the truth is because we can’t see it, we usually forget it is an issue.

The burden is extremely real for the person involved.

Further, research by the charity Scope found evidence that more than 50% of UK employees with a less obvious disability worry constantly about losing their jobs. Scope adds that people with disabilities are twice more likely to lose jobs than their non-disabled colleagues.

Ironically, because many disabled people feel obliged to work harder and longer to prove themselves, they often appear to be better-performing workers. Conversely, asking for reduced hours is sometimes seen as a big negative.

A long disturbing list

The list of hidden disabilities that people still typically suffer in the 21st century includes the consequences of past physical injuries, arthritis and rheumatism, diabetes, chronic fatigue syndrome, asthma, cystic fibrosis, epilepsy, traumatic brain injury, learning disabilities (LD), HIV/AIDS, attention deficit disorder or attention deficit hyperactivity disorder (ADD/ADHD).

It also includes psychiatric disabilities, such as major depression, bipolar disorder, grief, schizophrenia, anxiety disorders and post-traumatic stress disorder.

Many people travel and work with cancer. They may be undergoing drug treatment which leaves them feeling nauseous, dizzy, tired and weak.

Migraines can be totally debilitating in ways that are hard for co-workers to understand.

Fibromyalgia, also called fibromyalgia syndrome (FMS), is a long-term condition causing pain all over the body. It can also increase pain sensitivity, fatigue, muscle stiffness, sleeping difficulties, problems with mental processes (known as “fibro-fog”) that effect memory and concentration, and cause headaches and irritable bowel syndrome with stomach pain and bloating.

Dyslexia is a condition that doesn’t differentiate who it affects. Even so, many people feel obliged to carry the weight of dyslexia at work by allowing themselves to be labelled lazy or disorganised for fear that their job, status and salary will be at risk if the truth is known.

Thousands of diabetic employees also have to put up with injecting themselves throughout their lives — and worry constantly about the future.

Progressive deafness, or profound hearing loss, affects many workers.

Managing hidden disabilities

Managing and mitigating hidden disabilities can impose a huge mental stress on top of the unpleasantness, chronic pain and fatigue of the original condition itself.

Occasionally, employees may not even know that they have a disability. They may feel unable to articulate their condition, which then leaves them feeling misunderstood and ignored. Or they may suspect that something is wrong, but don’t know what it is, or how to start fixing it.

A considerable number of employers are still reported not to react well to hearing that a member of staff has a mental disability such as bipolar disorder or depression. It is seen as a weakness rather than an affliction.

Being sent for an occupational health assessment can make matters worse; hints that one possible outcome could be dismissal only racks up the pressure.

So what can employers do?

Employer perspective

Many employers may very much want to help but don’t know what to do or say; they don’t want to cause offence. Educating staff and a change in culture helps managers, too, because a healthy and productive environment works for everyone.

A good starting point can be to create a safe space in which all employees feel confident enough to raise, explain and discuss what are often very personal and confidential issues. Taking special advice can be helpful, although it may best come from the employees concerned.

Raising awareness that hidden disabilities even exist will be a bonus as another barrier broken. Encouraging understanding in the workplace will prevent pointed glances at the clock, or derogatory comments about someone’s commitment.

Greater use of flexible working patterns is often a very useful tool. Rather than doing less, it is an opportunity to trust valued workers to work efficiently around their conditions.

Target support at the disability in question. Communications support is vital. for people with hearing concerns, good lighting, adapted telephones, an absence of background noise and even assistance learning lip-reading all go a long way. For those with visual impairments, additional risk assessments may be required, as may software that magnifies onscreen text or images.

Work with the employee in question to create an action plan, if required, to help them manage their condition and allow them leave to attend appointments connected with their health.

Employers should also acknowledge that travel can be a major issue even before work starts and long after it has ended.

The strain of regular commuting can be high if sufferers find it hard or embarrassing to ask for, say, seats on crowded buses, tubes or trains. In some instances, they report being helped only when they actually pass out. Could a parking space be arranged at work? Might working hours be adjusted to prevent travel in rush hour?

Another constant rub for externally fit-looking people is being told that disabled toilets are meant for the “disabled”. Bystanders frequently don’t understand what they can’t see. Supporting your employee, if relevant, in applying for and owning a Radar Key to unlock thousands of accessible toilets across the country instantly can be a great help.

Lets help one another in the workplace.

Published May 13, 2019 · Updated May 13, 2019

Mental Health Awareness Week

Hosted by the Mental Health Foundation, Mental Health Awareness Week 2019 will take place from Monday 13th to Sunday 19th May 2019. The theme for 2019 is Body Image – how we think and feel about our bodies. In 2018, Mental Health Awareness Week was focused on stress.

This years theme has a relevant to anyone who reads our blogs. The way we view our bodies can effect our mental health.

The Mental Health Foundation are providing a host of resources to help celebrate the week from posters to booklets, please follow here.

Mental health problems can affect anyone, any day of the year, but this week is a great time to have a chat with a friend,family member or colleague and have think about your own wellbeing too. You could even join one of our campaigns to help make sure no one experiences a mental health problem alone.

Resource Body Image

March 25, 2019

Tips for talking about mental health at work

The Institution of Occupational Health and Safety (IOSH) has shared 10 tips for how to open the discussion about mental health with workers.

Research by the UK Health and Safety Executive (HSE) suggests that one in four people in the UK will have mental ill health at some point, but talking about mental health with colleagues can be challenging.

IOSH says some key ways for talking about mental health with workers on a one-to-one basis include the following.

Choose an appropriate place. This should be somewhere private and quiet, at work or a neutral place outside of work.
Encourage people to talk. It can be difficult to talk about mental health. Asking simple open questions and letting people speak about their issues in their own words will help.
Don’t make assumptions. The person may not need help or may feel they are able to manage the mental ill-health symptoms themselves.
Listen to workers and respond flexibly. Being aware of different types of workplace adjustments that you could offer before the conversation will be useful.
Be honest and clear. If there are concerns about high absence levels or low performance, these need to be addressed at an early stage.
Ensure confidentiality. Workers need to feel that anything they say will be kept as confidential as possible and in accordance with any data protection laws. Ask them if you can share the information with specific people, eg human resources (HR), and make sure you get their agreement to do so.
Develop an action plan. An individual plan can help to identify a worker’s mental ill health, what their triggers are, possible impacts on work, who to contact in a crisis and what support they need. The plan also needs to specify review dates so that any support measures put in place can be monitored to see if they are working.
Encourage workers to seek advice and support. A person should be encouraged to seek help themselves if they haven’t already. Many organisations have employee/worker assistance programmes (EAP) that can offer counselling or helplines.
Seek advice and support yourself. If you feel unable to support the employee or need advice on how to help, seek advice from HR or occupational health.
Reassure workers. Remember that people may not want to talk straight away. If they don’t, it’s important to let them know what support is available and that whenever they feel able to talk, you will make sure that they get the support they need.

With thanks to IOSH.

Published February 25, 2019 · Updated February 25, 2019

Ways to improve well being in construction

The construction sector is proving to be one of the worst cases for staff well being. In this blog we have looked in to the problem and what solutions are available. There is also some great resources to download click here to skip to these.

Mental Health in Construction

Worrying data from the Office of National Statistics found that between 2011 and 2015, of the 13,232 in-work suicides recorded, those within the skilled construction and building trades made up 13.2% – despite construction accounting for little over seven percent of the UK workforce.

Several reasons have been suggested for particularly poor health, safety and well-being figures in the construction industry, including the large numbers of transitory workers. In a workforce which is predominantly male, specific risks associated with male mental health also need to be considered. The “tough guy” image, which is widespread within the construction industry, is very much to blame. Asking for help and opening up about do not come naturally to many of those working in this particular industry. You can imagine eyes glazing over at yet another health and safety induction. Meanwhile, there is a suspicion that some of the smaller companies are less committed to health and safety principles. Continue reading →