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Case Studies

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A large county council wanted to establish the quality and performance of their education transitions service for disabled young people (age 13 to 25).

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Our taking the pulse analysis consultancy uncovered a fractured and ineffective service that was not imbedded or joined-up and lacked leadership.

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We produced a report that mapped out the county-wide provision in terms of what each school had in place, how they were performing and suggested improvements.

We designed and produced a template of activities and actions that would ensure that all stakeholders had a clear and joined-up protocol, a clear structure was put into place to both deliver, monitor and quality-assure both the service and its performance, but more importantly, the progression that each disabled young person was making along the agreed person-centred pathway.

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Transitions Pathway is now fit for purpose and is uniformly established across the schools with joined-up provision from health, employment, transport, housing, social care etc, all contributing to an effective and quality educational & personal development service for disabled young people.


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A major Bank were keen to employ a number of disabled people at their call centre but were concerned about sufficient quality of candidates for their recruitment process.

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To find a pool of potential disabled applicants and then ensure they were of sufficient competence and suitability for the Bank’s recruitment process. It was also identified that the recruitment team at the Bank did not have knowledge, awareness and confidence around disability.

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Using our HR+ managing & developing people consultancy we undertook a series of interactive disability recruitment workshops with the Bank’s recruitment team and hiring managers - this prepared them well for the interviewing and selection process.

We used the recruitment that works model to invite prospective disabled candidates to apply for the vacancy, we vetted them and then short-listed 30 for our intensive people development training workshop which covered self identification, positive thinking, marketing oneself, interview techniques, interview preparation, and then mock job interviews.

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The Bank were delighted that they were able to put all 30 candidates through their rigorous interview process and were highly impressed with both the credentials, confidence and suitability of many of the candidates. The quality of the candidates made for a difficult time in selecting the right people - in the end 8 candidates were taken on by the Bank.


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A major credit company wanted to know what their disabled staff thought of the company in terms of its commitment to disability equality, how it was managing disabled staff in relation to their job, integration and progression - additionally the service the company was providing to disabled customers.

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Our HR+ managing & developing people consultancy revealed that many of the 125 disabled staff spread across a number of regional offices had cynicism and antipathy regarding the company’s record in looking after its own disabled staff let alone disabled customers.

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Working with the company Diversity Manager we organised and held a one day team event for all disabled staff. On the day we facilitated a mix of airing grievances, turning negatives into positives, what was working well and what could work better - we focused on staff first and then customers afterwards. A number of team building exercises which evolved in to building up the feel good factor took place, and then later in the day we brought in various Managers and Directors and got them involved in what was emerging from the team day. An action plan of activities and solutions was produced and we worked with the company on an ongoing basis to put the plan in to action.

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Disabled staff emerged feeling valued and able to make a contribution - equally they were enthused by the positive reaction from Managers and Directors who made a pledge that they would put in to place many of the suggestions and recommendations that were shared at the team day. Over time the company established a template of moving things forward positively and putting in to place agreed actions and improvements that were bringing benefits to disabled staff and also improving services to disabled customers.


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A senior manager in a large fire service was having frequent long term absence from work as a result of acquiring visual impairment and this was impacting on his ability to perform his job duties, thus putting his job at risk

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Our V+ managing absence from work consultancy identified that both the gentleman and HR did not know how to deal with this, hence we had the task of working with this manager to identify what we could do for him, plus support HR in relation to how best to progress this situation.

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After undertaking our In-Work assessment we produced a report detailing the disability and its impact on the manager in relation to his every day activity and what the fire service could consider in terms of making reasonable adjustments. A set of recommendation s and solutions were proposed and from this an agreed plan of action was put in to place.

Essentially the action plan covered the requirement for the manager to have confidence building and what he needed to do to adjust to the limitations arising from his visual impairment- additionally what HR were required to consider in relation to awareness training around visual impairment and how staff could assist the manager, including consideration of making reasonable adjustments both in the workplace and to some of the job tasks the manager was required to undertake.

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The manager was totally rejuvenated by these interventions and no longer has absence from work. He is now able to discharge all job duties, his work colleagues are aware of how to work with him and his disability, and the HR team now have greater knowledge and awareness on what to do in future cases.


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A national television company were threatened with legal action under the Equality Act by a number of deaf audience members who alleged they were discriminated against when watching one of the prime time game shows.

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Our taking the pulse analysis consultancy uncovered serious flaws in the service provided to this group of deaf audience members at the TV studio, the negative experience they received and the way they were handled by staff -  this amounted to a legal breach thus potential litigation.

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We undertook a number of site meetings with studio managers, TV company administrators, audience support crew, plus met with representatives of the deaf audience members. We also undertook an audit of the film studio in question along with the service provision that is delivered when people come on to watch a game show being recorded for television.

From this we produced a report detailing our findings providing recommendations and solutions. We established poor policy and processes when it came to dealing with disabled and deaf audience members and also identified that support crew plus managers were lacking in disability and deaf awareness, particularly around customer service and etiquette. We were able to negotiate and facilitate a meeting between all parties where honest dialogue resulted in the withdrawal of the DDA legal action and an agreed plan of actions that the company would undertake in relation to specific training, impact assessment of policy and procedures, plus auditing of premises to improve accessibility.

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The company has not only implemented all our recommendations but also rolled-out disability training to all managers and staff. Deaf and disabled audience members are now in regular attendance and their experience is an enjoyable and satisfactory one.


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A national organisation had increasing concerns about a member of staff who had dyslexia and whose performance was not at the required level. HR and the person’s manager were unable to determine whether his poor performance was due to his disability having an impact on his job or whether it was his inability to do the job because he did not possess the appropriate levels of ability and skills.

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There was a need to determine if this person was under performing due to his ability to do the job (capability) or in fact it was due to his dyslexia (the disability) having an impact on the undertaking of his job tasks.

bluemouse disability
Through our HR+ managing & developing people consultancy we undertook an In-Work assessment with the disabled member of staff. What emerged from this was that it was actually a combination of contributors that were impacting on this man’s job performance - on one hand he was not recognising that his dyslexia was an issue and was unaware of the impact his dyslexia was having on his job - and on the other hand both the manager and HR did not have a robust enough support process in place to enable provision of information, advice and support around disability and making reasonable adjustments. From our intervention we established that job performance was impacted upon by his disability and not his capability. We put in to place a plan of action which covered the requirement for him to have confidence building and what he needed to do to adjust to his dyslexia - additionally what HR and his manager were required to consider in relation to awareness training around dyslexia and how his team could assist, plus consideration of making reasonable adjustments both in the workplace and to some of the job tasks he was required to undertake.

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Our initial intervention and ongoing input has resulted in this man becoming a very satisfied employee who now produces a high level of performance.

 

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