Organisations have a lot to gain by focusing on the disability-inclusion agenda – from profits to employee reputation to increasing their customer base.

In this article, we will briefly examine some facts and figures regarding disability in the workplace. We will explore some benefits of tapping the potential of persons with disability and the cost of organisations not deploying an effective inclusion strategy around disability. We will then outline some steps organisations can take to make themselves more disability friendly.

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To address the exclusion faced by individuals with disabilities – we need to first understand the scope of the problem.

As per estimates by the International Labor Organization, about 80% of the one billion people who currently have a disability are of working age. Given the relatively low levels of workplace participation by people with disabilities, this statistic represents an enormous, wasted opportunity.

There is also a very strong business case for disability inclusion. A study by the Job Accommodation Network (JAN) (as reported in the SHRM article “Developing an Accessible Workplace”) showed how making workplaces more disability friendly provides consistent employer benefits over time at minimal costs. Given these benefits, a majority of employers (59%) in a study by JAN reported that the accommodations came at virtually zero cost. Such findings show us how along with the obvious ethical case, there is also a strong business case for focusing on disability inclusion.

However, evidence indicates that most organisations are not undertaking adequate measures to make their workplaces disability friendly. A study by the Centre for Talent Innovation (“Disabilities & Inclusion,” 2017) found that only 39% of employees with disabilities have disclosed their status to their manager. Even fewer disclose to their teams (24%) and their HR department (21%).

These findings remind us how disabilities are not always visible. In the same study, 62% of employees reported how their disability is invisible. Secondly, we learn about the factors that keep individuals from disclosing their disability status – reasons like fearing teasing or harassment, worrying their relationships at work will change, and concerns that their managers might see them as less capable, which in turn negatively affects their career progress.

This is troubling because there is a value to disclosing one’s identity at work and a cost to hiding it. As reported in the HBR article “Why People Hide Their Disabilities at Work,” employees with disabilities who disclose to most people they interact with are much more likely to feel happy or content at work regularly (65%) than employees with disabilities who have not disclosed to anyone (27%). They are also less likely to experience feelings of anxiety (18% v/s 40%) or isolation (8% v/s 37%).

Given the above, the question then arises: How can we, as organisations, operate in a disability-inclusive manner?

1. Organisations can facilitate Employee Resource Groups and affinity groups. These can include not just employees but also their caregivers. Even employees who don’t themselves need the particular resources being offered can also be encouraged to engage with these groups.
   
   
2. The use of technology through an online forum or chat function can also help people assist and support one another.
   
   
3. To enhance the capabilities of a workforce to help their peers with disabilities, training and learning resources can be made available, especially for those in a management or supervisory role. Know-how on various tools and accommodations can also be provided.
   
   
4. Including people with disabilities to share their experiences and interact with as part of these initiatives can also potentially help reduce stigma.
   
   
5. Mentoring and coaching are always invaluable. In fact, people with disabilities who serve in senior positions should strongly consider becoming mentors or champions—both internally and externally.
   
   
6. Cross-company surveys, interviews, and opinion polls are vital sources for HR departments wanting to know what they’re doing right and where they could be doing more to help.
   
   
7. The hiring process should be audited to ensure it does not discourage applicants with disabilities or limit their ability to demonstrate their strengths. Organisations can also be more proactive in this space by actively seeking partnerships and engaging with groups that support people with disabilities.
   
   

In conclusion, the disability-inclusion agenda is relevant to and can benefit everyone. What action will you take in your teams to make them more disability-friendly?