Disabled people are under-represented in the workforce. Most effort in correcting this injustice is invested in reecruitment, but what if part of the problem was at the other end of the employment pipeline? Are employers too frightened to give a disabled job applicant a chance because they do not know how to manage poor performance and worry that they will be 'stuck' with an underperformer, unable to let them go because of their status as a disabled employee? 

So how should capability management be adapted so that it treats disabled employees fairly? What practical changes need to be made to capability policy and practice so that disabled employees get all the support they need to deliver the job requirements, while employers get the support they need to say goodbye when that is appropriate?

Such an approach will not work unless the other essential approaches are also adjusted - recruitment and selection, induction, training, support, supervision, mentoring, coaching and promotion, so that capability procedures are part of a wider picture. 

This task is to help find examples of reasonable adjustments (called 'accommodations' in the USA) and research evidence of their impact where this is available, so that we can be clear about what best practice would look like in capability management policy and practice.