Last updated: 20 March 2025
People Manager Toolkit
In this Toolkit you will find practical advice and tips on how to tackle barriers that your disabled colleagues might face so that everyone can in your team can thrive and work to the best of their ability.
In each section you will find a guide and downloadable resources to share with people managers in your organisation. These include an introduction, best practice guidance and scenarios that show how the guidance can be put into practice. We will also be adding more resources over time.
You can see a contents list of all the resources in this Toolkit, or browse them below.
We’d like to thank all members of the steering group for providing feedback and materials during the creation of this toolkit:
While the advice in this toolkit represents good practice for people managers, it is based in UK law and culture. For this reason, there may be aspects that are not applicable outside the UK. If you would like advice for people managers operating in other countries and jurisdictions, see our series of Global guides.
Members and Partners enjoy exclusive access to the full range of Knowledge Hub resources and additional membership benefits.
Toolkit resources
Section 1: The basics of people management
Introduction – The basics of people management
An introduction to the basics – why does good people management matter for disability inclusion?…
The essentials – what managers need to know
The basics of disability inclusion that all people managers need to know.
I don’t think I have any disabled people working for me
You may be surprised to find that, in fact, you probably do. 24 per cent of the UK’s population –…
People managers – Frequently asked questions
Questions people managers often ask about disability inclusion. Including scenarios showing guidance in action.
Identifying the right adjustments
How to tell when an employee might need adjustments, and what to do.
Supporting an employee with a newly diagnosed disability
When an employee becomes disabled in-post, they need support from their manager.
Stigma and fear of colleagues’ reaction
Stigma can prevent disabled employees asking for help. Managers can help overcome this by building…
Trust in the workplace
Guidance for managers on how to build trust in their team, and how this can…
Section 2: Making workplace adjustments
What are barriers and adjustments?
Disabled members of your team may face barriers when doing their job. Adjustments remove or…
Signs that a disability might be having an impact in the workplace
An employee may be struggling at work because of a disability. Managers should know how…
Types of adjustments and adjustment processes
Managers must know how to identify and implement the right adjustments.
Recording and reviewing adjustments – Tailored Adjustment Plans and Passports
Managers should keep a record of adjustments and review them regularly – often known as…
What are reasonable adjustments?
UK law says employers have to make ‘reasonable’ adjustments. Managers can use this guidance to…
Section 3: Managing remote and hybrid workers
Managing remote workers in different settings
Guidance on managing employees who work from home, who work in the community, or who work at a different site.
Supporting remote workers’ physical and mental health and wellbeing
Managers might have to be more proactive to support remote workers’ wellbeing. Here are some top tips.
Remote working and workplace adjustments
If a disabled person is remote working, this doesn’t absolve their employer from your responsibility to ensure that they are…
Remote workers and regular review meetings
Use regular review meetings to see how remote workers are doing – and discuss any adjustments they have or need.
Spotting the signs that a remote worker might need more support
It’s important that remote workers who need support can get it from their manager – so managers need to know…
Having sensitive conversations in person and remotely
If you think an employee might need support, talk to them. This resource has guidance on how to have that…
Top tips for accessible virtual and hybrid meetings
Hybrid and remote meetings can be great ways for disabled employees to work – but only if they are accessible…
Top tips for managing virtual one-to-one meetings
Remote one-to-ones are not the same as in-person. Managers should be know how to make them accessible and inclusive.
Section 4: Performance management
An introduction to managing performance
Managers can use performance management tools to support disabled employees to thrive.
Why is performance management important?
You can use performance management to nurture talent and ensure disabled employees are treated fairly.
Health, disability and performance
Managers should investigate whether performance issues are related to a disability.
Talking to employees about poor performance
Practical tips for talking to an employee about performance-related concerns.
Adjustments to help improve performance
Common areas where employees can struggle, with suggestions for adjustments that may improve performance.
Having constructive performance and development reviews or appraisals
Top tips for how to prepare for and carry out appraisals constructively.
Supporting career development
Advice on how to reduce or remove the barriers disabled employees can face to progressing…
When should I lower targets as an adjustment?
In some instances, it can be reasonable to lower a disabled employee’s targets as an…
When should I appraise behavioural requirements?
Sometimes, a person’s disability can affect their ability to exhibit expected behaviours.
Having sensitive conversations
How to talk to an employee whose behaviour does not meet the organisation’s standards.
Managing inappropriate behaviour in the workplace
Inappropriate behaviour is not acceptable, but may need to be handled differently if you know…
Can I assess every employee’s performance against each other?
Evaluating employees against their colleagues can be unfair discrimination. Here are some points to consider.
Section 5: Managing attendance
Managing attendance – Introduction
The role of attendance management in creating an inclusive and supportive culture in your team.
When absences can mean an employee needs support
This content is restricted to our Members and Partners Become a Member Already a member?…
Adjustments to support attendance
An employee struggling with attendance may need adjustments to help. The underlying cause may be…
How to manage and record sickness absence
Having a clear idea of why absences are occurring will help you manage your team…
When should I give disabled employees more time off sick?
Guidance on when it is and is not sensible to allow disabled employees to have…
Disability leave
Creating a separate category for disability-related leave can help you monitor any potential issues and…
Short-term absences and disabilities
If absences are disability related, there needs to be a conversation about adjustments that can…
Talking to an employee about their absences
Don’t be afraid to talk to your employees about their absences. Working out whether something…
Occupational Health advisers and absences
Occupational Health can advise on how to support an employee’s attendance.
How to manage and prevent long-term sickness absence
Regular check-ins and adjustments can help prevent some long-term absences. Managers should also support those…
Section 6: Grievance disciplinary and capability proceedings
Introduction to grievance, disciplinary and capability proceedings
Your response to managing grievance, disciplinary and capability proceedings is critical to ensuring fair treatment…
Understanding grievance, disciplinary and capability proceedings
Managers need to understand the role of these procedures and how to avoid discrimination.
Adjustments to grievance, disciplinary and capability proceedings
You may need to alter how you approach these proceedings to avoid discriminating against a…
Disability-related misconduct
If you find out during proceedings that the employee may be disabled, you must assess…
Employees who are off sick during proceedings
It’s not uncommon for employees to go off sick during proceedings, so managers should know…
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