By Sylvia Moody
Edited by way of award-winning writer Sylvia Moody, this jargon-free advisor to sturdy perform in dyslexia place of work consultancy, and comparable criminal matters, offers finished assurance in 4 truly uncommon parts:
- Professional dilemma chapters speak about tough matters that have arisen in practice.
- General perspective chapters take the perspective of pros resembling HR managers or trades-union representatives.
- How to do it right chapters provide recommendation on the right way to perform diagnostic, place of work wishes and felony checks, and on devising education programmes.
- Information Point chapters supply short info on basic subject matters akin to dyslexic problems within the office, emotional difficulties regarding dyslexia, and the appliance of the incapacity Discrimination Act.
With contributions from major specialists on place of work consultancy, this definitive advisor might be of curiosity to dyslexia pros, managers, attorneys, trades unions, coaches, mentors and careers advisors - in addition to dyslexic staff and job-seekers.
Read or Download Dyslexia and employment : a guide for assessors, trainers and managers PDF
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Extra info for Dyslexia and employment : a guide for assessors, trainers and managers
R Failing to prioritize. r Failing to meet deadlines. r Difficulty managing a varied workload. r Difficulty carrying out complex work projects. r Never having the right papers. r Losing things. P1: OTA/XYZ P2: ABC point-A JWBK286-Moody February 12, 2009 17:16 Printer Name: Yet to Come Dyslexic Difficulties in the Workplace 27 r Having a chaotic workspace. r Difficulty working under pressure. Speaking and Listening Skills r Interrupting in meetings, discussions, or conversations. r Losing track of own thoughts and wandering off the point.
How would you attempt to repair a situation like this? I would try to get a good understanding of where the dyslexic employee ‘is’ from the emotional point of view. Very likely she will be angry, stressed or fearful – probably all three. Very often she will have been working flat out to the best of her ability to get through her work, only to receive criticism and hostility in return. So I suppose at that point you would need to see where the manager ‘is’ as well? Yes, I would try to turn the manager’s attention away from his irritation with the employee and ask him to try to look at it from the employee’s point of view – to think how he himself would feel if he were failing in a job despite his best efforts to perform it well.
Her literacy skills were also very poor, and well below her reasoning ability. Technically, therefore, she was dyslexic. At the same time, however, all her scores, even her highest ones, were below average, and many of her scores were at the bottom of the range. The college psychologist gave it as her opinion that Clare was dyslexic and was therefore entitled to receive the DSA. When the report was sent to the LEA (the then provider of the funds for the DSA) it was reviewed by the LEA Consultant Psychologist who rejected the dyslexia diagnosis on the grounds that Clare was basically of belowaverage abilities, and therefore would be unlikely to finish a university course.