Public Sector Productivity

Lord Addington Excerpts

Wednesday 9th October 2024 Lords Chamber

[Lord Addington (LD)]

My Lords, I will probably be talking on the micro-scale here. What brought me to this debate about efficiency in the public sector was the role that the public sector has in getting the best out of disabled workers. In raising that, I have to declare a couple of interests. I am dyslexic, and I am president of the British Dyslexia Association. Much more importantly, I am chairman of Microlink PC, an assistive technology company, and it is my experience in that role that I will try to bring to the debate.

The one big thing we have found about getting the best out of workers with disabilities or long-term sickness is that people have to intervene fast. In the modern world, if you do not intervene fast you will have an inefficient worker—or somebody who is inefficient in their current role—possibly being promoted into a role that they cannot cope with, due to their disability. The manager of that worker will ask, “Why aren’t you performing?”, and they will reply, “Because I’ve got this role here”. The manager will then say, “Prove it, or I don’t know what to do”. That is a conflict situation, which can ultimately end up in court, or in losing that worker, who will then have to be replaced. In the banking sector, where we have worked with clients such as HSBC and Lloyds, it costs about £80,000 to replace someone. We had a system of providing quick intervention, at the cost of about £1,000 per head, to make sure that such a person was working properly. About 2% to 3% of areas presented with this problem, and we could achieve results by having an expert go down and deal with them.

We may wonder why everybody is not doing that. It goes back to the line manager who does not have the support or knowledge to deal with the disabled worker. I have had a look at some of the Civil Service information. It says that line managers should know about this, and talks about a disability awareness passport, or something like that. It talks about glasses—the one technical adjustment that more or less all of us use here, which means I will not dig out the piece of paper. Line managers are being asked to understand all the disabilities: dyslexia, back pain, rheumatoid arthritis, ADHD, you name it—all of them; it is a combination. How can we expect a line manager to do all that, and to do it efficiently? We cannot. It is asking the impossible.

Get the experts in, and get them in fast, to make sure that the disabled worker is supported and recognised. If they are, they will then start to tell people what is needed, and there can be an interaction. If that does not happen, and they are just told to work hard or else action will be taken against them, there will be conflict. Conflict ends up in costs and inefficiency. And remember the people around this conflict: how can they function properly with that going on?

If the public sector is to manage and help disabled workers, and if line managers are expected have the information I mentioned and was worried about—people are saying that it should be done, so there is an acceptance that doing something helps—please let there be a structure in which people can go to an expert. If they can get to an expert who can tell them what to do, they can have a solution, and fast. That is what is required here. At the moment we have a situation that invites litigation and delay. I am sure everybody would agree that we should be looking for the quickest and easiest solution. That is also the cheapest solution, and we get a productive worker out of it.