Four years, 600 unpaid hours at Waitrose: people, would you let your child be turned down?

A request for paid shifts brought an unexpected answer.

In Greater Manchester, a 27-year-old autistic worker who spent years on work experience at a Waitrose branch sought a small number of paid hours. His family says the store refused on the basis he could not do the “full role”. The company now says it is investigating.

Four years on the shop floor

Tom Boyd started at the Waitrose in Cheadle Hulme as part of a work experience arrangement. He turned up for two full mornings every week. He learned the routine. He restocked household aisles. He broke down cages. He kept shelves neat and safe for shoppers.

Colleagues treated him as part of the team. He felt a sense of purpose. His mother, Frances, counted over 600 hours of contribution across more than four years. She says he kept going because he wanted to belong and help his community.

More than 600 unpaid hours across four years. Two long mornings every week. A steady presence on the shop floor.

A bid for paid hours meets a wall

After years of regular service, Frances asked if her son could receive a small number of paid shifts. She says the store’s response felt abrupt. Management, she claims, said Tom could not be hired because he could not perform “the full role”. The family expected a constructive conversation. They say they met a closed door.

“Full role” became the hurdle. The family wanted a few paid hours that matched the tasks he already did well.

Tom had shown he could move stock, stack shelves and support the team. The request was not for charity, his mother says, but for recognition and inclusion. She accuses the supermarket of failing to consider adjustments that would have allowed him to continue the parts of the job he already handled.

Waitrose, part of the John Lewis Partnership, says it works hard to be inclusive. The company partners with charities to offer work experience and says it makes adjustments for staff. It will not discuss individual cases, but it has started an internal review.

Waitrose says it wants to be inclusive and has opened an investigation. The family says the damage is already done.

What the law says

The Equality Act 2010 protects disabled workers and job applicants. Employers must consider reasonable adjustments that remove barriers linked to disability. Adjustments can change how a job works, where it happens, or what tools someone uses. The law applies at recruitment, in training and during day-to-day work.

Practical adjustments in a supermarket

• Carving out core tasks, such as shelf replenishment or backroom stock checks, from a broader role.
• Fixed, predictable shifts to reduce anxiety and support routine.
• Visual task lists or handheld prompts to replace noisy verbal instructions.
• A buddy system for communication-heavy parts of the day.
• Quieter work areas at peak times, plus noise-reducing equipment where needed.
• Clear break schedules and a safe space to decompress.
• Training colleagues on autism-friendly communication and feedback.

Access to Work and support agencies

Access to Work is a government scheme that can fund job coaches, travel support and specialist equipment. A supported employment provider can help design duties, agree targets and check progress. Many retailers already use these pathways to hire neurodivergent staff successfully.

Work experience versus paid employment

Short placements help people sample tasks and build confidence. Problems start when a placement rolls on for years without a path into paid work. Families then ask a reasonable question: if someone adds value for months on end, why can’t the employer pay for the parts of the job that person performs well?

Retail roles often bundle tasks: tills, reductions, stock, click-and-collect, bakery support. A “full role” test can exclude people who excel at a subset. Many businesses overcome this by splitting duties and matching staff to strengths. That approach reduces turnover and builds loyalty.

The wider picture

Charities working with autistic adults say employment rates remain stubbornly low. Recent figures from the UK have often put fewer than three in ten autistic adults in work. Suitable support can change that number. Stable hours, patient training and clear task design lift performance for everyone, not only disabled staff.

What families and workers can do next

Situations like Tom’s raise difficult questions. Here are practical steps that many advocates recommend when a placement ends without an offer:

• Request a written explanation of the decision and the criteria used for “the full role”.
• Propose a specific adjusted job description that reflects tasks already done well.
• Ask for a formal reasonable adjustments meeting with HR and a manager.
• Apply to Access to Work for job coaching or equipment funding.
• Seek advice from ACAS, a union or a disability employment charity.
• Keep a dated record of shifts, duties and feedback received across the placement.
• If you believe discrimination occurred, consider the legal time limits for a claim.

Employment tribunal deadlines for discrimination are tight: generally three months less one day from the act complained of.

Employers can learn from cases like this too. A trial of paid shifts on adjusted duties can test whether a permanent role works. Clear metrics, such as cages emptied per hour or accuracy on restock, help both sides judge success. If tills or reductions remain a barrier, keep them out of scope.

What this means for people managers and shoppers

Managers shape outcomes through job design. Strip back non-essential duties. Prioritise consistency. Provide a named mentor. Use simple written guides. These steps reduce errors and make onboarding faster for all new starters. They also widen the talent pool.

Shoppers hold influence as well. Many customers value stores that hire disabled staff on equal terms. They can ask local managers how the store recruits and supports neurodivergent workers. Public interest often nudges policy faster than any memo.

Key questions the investigation should answer

• Did the store assess Tom’s actual performance on the tasks he completed for years?
• What “full role” elements created barriers, and did the team trial adjustments?
• Did managers offer a structured pathway from work experience into a paid contract?
• Were HR and disability specialists involved before a decision was delivered?
• Will the outcome change policy for future placements at the branch and beyond?

If you face a similar roadblock

Draft a one-page role profile that suits your strengths. List tasks you can do now, those you can learn with support, and those outside scope. Add the adjustments you need and how they help productivity. Suggest a four to six week paid trial with clear measures. This gives managers confidence and gives you a fair chance.

Families can also rehearse workplace scenarios at home. Use timers to simulate shift rhythms. Practice following visual checklists. Build tolerance for ambient noise in small steps. These tools help people move from a placement to a payroll job with less stress and fewer surprises.