In this article
Disabled people make up a significant part of the working-age population in the UK; however, they are disproportionally impacted by unemployment. For UK employment purposes, the Equality Act 2010 defines disability as a physical or mental impairment which has a substantial and long-term adverse effect on a person’s ability to carry out normal day-to-day activities, and includes a person’s ability to participate in day-to-day workplace activities on an equal basis with other employees.
Between October and December 2023, according to statistics from the Office for National Statistics (ONS), 10.21 million people, aged 16 to 64 years, have reported that they are disabled, neurodiverse, or have a long-term health condition, that is 24% of the working-age population. Of these, there were 5.53 million (54.2%) working-age disabled people in employment from October to December 2023, and although this was an increase of 338,000 working-age disabled people in employment from October to December 2022, disabled individuals are almost twice as likely to be unemployed than their non-disabled peers.
There are many factors that contribute to this disability employment gap; however, motivation to work does not appear to be one of them. Government figures show that the proportion of economically inactive disabled people who wanted a job in 2022/2023 was 21.6%. This compares to non-disabled people where the equivalent figure was 14.9%. Disabled people do, however, either face prejudice or a lack of provision when it comes to the support that they need to help them to enter and to remain and flourish in the workplace.
With more than half of UK employers currently experiencing skills shortages, the alarming scale of skills shortages has substantial economic and social costs, and jeopardises national policy priorities that could pose a threat to growth and for the UK economy. The Recruitment and Employment Confederation have stated that “With a 10% surge in demand for staff across the economy, and the labour market restricted by shortages, we could see a 1.2% fall in expected GDP and productivity by 2027, costing the economy anywhere between £30 billion and £39 billion every year.”
It seems obvious then, that the more that employers embrace inclusiveness, the more that they can recruit from a larger talent pool. As we have just seen from the statistics above, there is a vast pool of motivated untapped talent within the ranks of economically inactive disabled people who want a job, and who have a vast range of talents that can be an asset to an organisation.
Both organisations and employees benefit from thoughtfully implementing accessible and inclusive workspaces. When people aren’t struggling against the confines of a non-inclusive workplace, they are free to think, work and create in the way that works best for them, and employers have access to the skills of the entire working-age population.
In this article we will explore how employers can take a proactive and inclusive approach to employing, retaining and developing people with disabilities and tap into a diverse talent pool that can bring many benefits to both employers and all their employees.
Creating Inclusive Policies and Practices
The Chartered Institute of Personnel and Development (CIPD) defines an inclusive workplace culture as “one in which everyone feels that they belong through feeling safe in being themselves, that their contribution matters, policies and practices are fair and a diverse range of people are supported to work together effectively.”
In order to be able to achieve this, organisations need formal written documents, such as workplace policies and procedures, to ensure robust governance and to provide structure, standardisation, consistency and fairness to processes carried out across an organisation within day-to-day practice, and to effectively communicate standard organisational ways of working. The policies are based on relevant legislation and good practice, and include requirements that must be adhered to if the organisation is to comply with its legal and ethical responsibilities.
Improving or promoting equality and inclusion for people with disabilities is when you identify ways to remove barriers and improve participation for people. To ensure that all policies and procedures created by an organisation are inclusive, time should be taken to carry out an equality and inclusion impact assessment. Indirect discrimination often occurs when policies and procedures are created from a narrow perspective, and why equality and inclusion impact assessments are used to identify any disadvantages and negative impact that they may have on protected characteristics, and to take appropriate steps to make change.
An equality and inclusion impact assessment will help you to analyse your policies and practices to make sure they do not discriminate against or disadvantage people. Ideally, an impact assessment should form part of any new policy or practice creation; however, sometimes impact assessments are done retrospectively. The important thing is that they are being done. Impact assessments are not only about addressing discrimination or adverse impact. They are also about the positive promotion of inclusion, improving access, and participation in the workplace.
Best practice shows that a successful equality and inclusion impact assessment reflects on the impacts on different people, so different people’s perspectives should be taken into consideration, otherwise it can feel challenging or overwhelming for someone who does not have lived experience in the categories listed to undertake it alone.
By identifying the barriers that may exist for some people, an impact assessment can help re-evaluate whether the policy and procedure is the right one at all, or whether there is a need to come up with something even better. So, the information and insights that can be gained from involvement and consultation with people with disabilities are essential for effective, fair, inclusive policy creation.
When they have conducted the equality and inclusion impact assessment, there are three options that an employer can take based on the results:
- They can decide to dispense with the policy or practice because the data shows bias towards one or more groups, for example insisting on rigid start times even though the roles do not require it.
- They can adapt or change the policy in a way which will eliminate the bias, for example not including medical appointments directly related to a disability in any sick absence trigger point calculation.
- They can justify it. For example, the discrimination may be objectively justified where the employer can show that there is a real business need and that their policy is reasonably necessary in order to achieve that aim, and there are no less discriminatory means available, such as excluding front-facing roles from flexible working arrangements.
For inclusion to be a priority for a forward-thinking organisation, training plays a crucial role in raising disability awareness and promoting inclusiveness in the workplace. Everyone in an organisation is responsible for inclusion, but to foster an organisational culture of inclusion it should be promoted through training and developed through practice.
Training can provide an awareness to all employees about different types of disabilities, the challenges that people living with disabilities may face, and guidance on how to be more inclusive of people with disabilities. It can cover topics such as disability etiquette, how language can be harmful even when well-intentioned, and guidelines for appropriate and respectful language relating to disability. It can explain the need to make adjustments for people with disabilities and identify ways to accommodate team members who have a disability, and ensure that recruitment and other workplace processes are accessible to all.
Providing all employees with an ongoing range of equality, diversity and inclusion training will equip and empower people with the information they need to call out discrimination and discriminatory practices, and help to foster a culture of respect, fairness and inclusion.
Encouraging applications from people with disabilities is good for all organisations as it not only creates a workforce that better reflects the diverse range of customers and/or service users that the organisation serves, and the community in which they are based, but it can also increase the number of high-quality applicants available who can bring additional talents and skills to the organisation. Some employers may have concerns about employing people with disabilities, as they may unfairly think that any reasonable adjustments that may need to be made will be costly and take a lot of time to implement. However, most reasonable adjustments in the workplace can be simple, free or low cost, and there can be government help towards any costs that are incurred. A reasonable adjustment is a change, alteration or addition that is made to remove or reduce a disadvantage related to a job applicant’s disability when applying for a job, and when doing their job if they are successful at interview.
Reasonable adjustments that job applicants and interview candidates with disabilities may require include, but are not limited to:
- Making changes to the location of the interview. For example, holding an interview on the ground floor to enable better access if mobility is impaired.
- For someone with sensory impairment making adjustments to lighting/noise levels at interview.
- Providing alternative formats of applications and/or assessment test papers. For example, in audio, video, Braille or large print versions.
- Giving more time for someone with neurodiversity to do any written or reading tests that are part of the interview process, or providing questions or instructions in advance.
The key is not to assume; the only way that you can ensure you know what reasonable adjustments are required is by asking the question. Every person is different, and their needs and requirements will be unique, which is why adjustments need to be considered and deemed reasonable on a case-by-case basis. What you should always bear in mind is reasonable adjustments are there to ensure that all applicants are able to give their best throughout the recruitment process.
Workplace adjustments are a change to a physical feature, environment or working arrangement to make sure that employees with disabilities are able to do their jobs without being at a disadvantage compared to others. It is worth keeping in mind that not all disabilities are visible, nor do they require adjustments all the time. Often very simple workplace and work practice design adjustments such as flexible working arrangements, assistive technology, and the removal of physical barriers between desks can benefit all employees, not only those with disabilities. Organisations can frame some adjustments not as disability-specific but as general adjustments that any employee might require and benefit from. For those requiring more specific adjustments, again, the key is not to assume; the only way that you can ensure you know what reasonable adjustments are required is by asking the question.
Providing Support and Resources
Employers should do all they reasonably can to create an inclusive environment where people feel safe and comfortable to talk about disability. Nobody has to tell their employer that they have a disability or impairment, but when they do, the employer has a legal responsibility under the Equality Act 2010 to support them. Once an employer knows someone has a disability, they have a legal responsibility to:
- Support them, including making reasonable adjustments.
- Protect them from disability discrimination, including harassment and victimisation.
We have briefly discussed making reasonable adjustments to support employees with disabilities earlier in this article, but what actually is the definition of reasonable adjustment? Whilst the law does not actually provide a legal definition of reasonable adjustment, under the Equality Act 2010, there is a legal duty on employers to make these reasonable adjustments. The Act recognises that solutions may vary according to individual circumstances and offers simple criteria by which any proposed adjustment can be assessed – it must be effective, practical and significant.
The most important point is that one size does not fit all. It is not possible to recommend specific solutions for someone with neurodiversity, for example, without considering the environment that they work in, how much their role relies on their reading or writing, or whether they have any related issues. An employer will need to arrange a holistic one-to-one assessment to be conducted by an expert such as professional chartered physiotherapists, ergonomists and occupational health specialists.
Some adjustments cost nothing, some cost just a few pounds, and occasionally adjustments cost more. The law forbids employers from making employees with disabilities pay for any reasonable adjustments; however, some people may already have support equipment that they use in a workplace preferring to use their own. There is also public money available that may help fund reasonable adjustments. An Access to Work grant is money for practical support to help someone do their job. It is for people with a disability, health or mental health condition. The money can pay for things such as:
- An expert assessment
- Specialist equipment
- Travel when the individual can’t use public transport
- A support worker
Other support services that employers can offer, not only to employees with disabilities but that can also benefit the entire workforce, include employee assistance programmes (EAPs). An EAP is an employer-paid scheme that offers employees 24-hour access to confidential support, professional advice and short-term counselling, providing a safe space to discuss any of their personal or professional challenges that may negatively impact their work performance and mental health.
Proving employees with the benefit of an EAP reinforces an organisation’s commitment to employee well-being, EDI and their duty of care. It also reduces absenteeism and boosts employee retention by supporting employees’ health and well-being so that they can focus on work. For a low-cost annual fee, organisations support their employees with confidential services such as:
- Counselling
- Practical advice
- Occupational health assessments
- Legal information line
- Critical incident management
- Manager support guides
An employee resource group (ERG), also known as a support network or peer support group, describes networks of people in a workplace who have similar interests, backgrounds, and so on. An ERG is a community which has been identified as needing or wanting a voice. It is an employee-led group that fosters inclusivity and builds community. Employees join based on shared identities, communities and interests. ERGs offer members:
- An open and safe space for communication and discussion
- Support and resources such as sponsorship and mentorship
- Networking and growth opportunities
- Learning and development initiatives such as workshops, seminars, etc
They are designed to promote personal and professional development by creating a community where people learn and find support. The active support of an organisation’s senior leadership is vital for the success of ERGs. Leaders should not only endorse or sponsor the groups but also actively participate in events and discussions. This will send a strong message about the organisation’s commitment to diversity and inclusion. Below are some examples of organisations’ ERGs:
Johnson & Johnson is a multinational pharmaceutical, biotechnology and medical technologies corporation. On a global level, they have a total of 17 Employee Resource Groups (ERGs) that employees can join on a voluntary basis. These employee-led groups focus on shared identities/affinities and experiences and look to apply those perspectives to initiatives that create value for all of Johnson & Johnson. In the UK they support five internal employee networks that serve as a platform to exchange knowledge and experience as well as strengthen their corporate culture. Amongst these is the Alliance for Diverse Abilities, which aims to actively create an enabling culture for people with diverse abilities, their caregivers and advocates to enable employees of all abilities to be their best and do their best every day.
Oil and gas corporation Shell have 126 ERGs across 34 countries/regions. Amongst these are 13 enABLEment groups that are a place to collaborate, support each other, celebrate successes and work with others to drive Shell’s overall DE&I strategy.
Raytheon UK is a technology company operating across the United Kingdom. Their Ability/Disability ERG RTX ADAPT works to champion the voice of people with disabilities and long-term conditions within Raytheon UK. All ERGs are open to all Raytheon UK employees, regardless of whether they are from the community that the ERG represents or not. These groups are empowered to drive meaningful change across the business and help employees learn more about their area of diversity.
Fostering a Culture of Inclusion
As leaders set the pace for their organisations in more ways than one, including the values that the organisation embodies, organisational leaders play a critical role in establishing and promoting a workplace culture of inclusivity.
True inclusion is created by embedding inclusive practices and values into the organisation’s way of doing things. Earlier we discussed the importance of impact assessing policies and practices to identify and eliminate barriers and discriminatory practices. We also highlighted the importance of awareness training to broaden employees’ knowledge and understanding of disability to build inclusive behaviours and values to create a more inclusive environment in the workplace.
Many organisations actively participate in a variety of initiatives to promote diversity and inclusion; however, according to research, around 90% of organisations say they prioritise diversity and inclusion (D&I), yet only 4% consider disability in their initiatives. The Chartered Institute of Personnel and Development (CIPD) report that less than 40% of FTSE 100 firms have disability initiatives. Below are some examples of successful disability initiatives implemented by UK employers:
Burger restaurants Bleecker take pride in creating a diverse, equitable and inclusive environment where everyone is welcome, and their contributions are valued. Amongst their inclusivity initiatives, they offer Health Assured EAP providing a 24/7 helpline, counselling sessions and much more and Mental Health First Aid training (MHFA) to all employees.
Facilities management, catering and food services company Sodexo, has been re-accredited with by the Disability Confident scheme for a further three years. The accreditation is an external validation of Sodexo’s commitment to promote the recruitment, engagement and development of people with disabilities. All managers undergo training around mental health and well-being and Sodexo encourages all its suppliers to show they are inclusive including in relation to employees with disabilities.
Retailer Tesco has been recognised as a Visibly Better Employer by the Royal National Institute of Blind People (RNIB) for their initiative of increasing organisation-wide staff knowledge about sight loss. Based on RNIB recommendations, Tesco:
- Launched their new careers website with new and improved accessibility features.
- Shared RNIB’s eLearning for Employers course with hiring managers. This helped to increase awareness of how to support existing staff and hiring candidates with sight loss.
- Provided access to RNIB resources which Tesco use to increase awareness of creating a more inclusive workplace.
- Shared materials through internal communications to highlight key disability awareness days throughout the year.
By actively celebrating and supporting international and national initiatives such as, but not limited to, International Day of persons with disabilities and/or Learning Disability Week, employers and their employees can expand their understanding of disabilities, acknowledge the amazing things that people with all kinds of disabilities have achieved and recognise the knowledge, skills and abilities that people with a disability can bring to the workplace, if they are just included.
Championing Accessibility and Accommodation
Accessibility to the physical environment and to digital tools and resources is crucial in all workplaces, but accessibility is especially important to employees with disabilities. Employers have a legal responsibility and duty of care to remove barriers and provide reasonable adjustments to enable people with disabilities equal access to employment. Accessible, inclusive design empowers people to be able to live their lives on a more equal basis. It is also known as Universal Design and is a concept that more and more employers are implementing in their workplaces.
Universal Design is the design of buildings, products or environments to make them accessible to people, regardless of ageism, disability or other factors, so that they can be accessed, understood and used to the greatest extent possible by all people.
Developed in 1997 by a working group of architects, product designers, engineers and environmental design researchers, Universal Design has seven principles that aim to guide the design process and educate both designers and consumers about the characteristics of more usable products and environments. These seven principles are:
Principle 1: Equitable Use – The design is useful and marketable to people with diverse abilities. It should:
- Provide the same means of use for all users: identical whenever possible; equivalent when not.
- Avoid segregating or stigmatising any users.
- Have provisions for privacy, security and safety which should be equally available to all users.
- The design should be appealing to all users.
Principle 2: Flexibility in Use – The design accommodates a wide range of individual preferences and abilities. It should:
- Provide choice in methods of use.
- Accommodate right- or left-handed access and use.
- Facilitate the user’s accuracy and precision.
- Provide adaptability to the user’s pace.
Principle 3: Simple and Intuitive Use – Use of the design is easy to understand, regardless of the user’s experience, knowledge, language skills or current concentration level. It should:
- Eliminate unnecessary complexity.
- Be consistent with user expectations and intuition.
- Accommodate a wide range of literacy and language skills.
- Arrange information consistent with its importance.
- Provide effective prompting and feedback during and after task completion.
Principle 4: Perceptible Information – The design communicates necessary information effectively to the user, regardless of ambient conditions or the user’s sensory abilities. It should:
- Use different modes (pictorial, verbal, tactile) for redundant presentation of essential information.
- Provide adequate contrast between essential information and its surroundings.
- Maximise legibility of essential information.
- Differentiate elements in ways that can be described, that is, make it easy to give instructions or directions.
- Provide compatibility with a variety of techniques or devices used by people with sensory limitations.
Principle 5: Tolerance for Error – The design minimises hazards and the adverse consequences of accidental or unintended actions. It should:
- Arrange elements to minimise hazards and errors, that is most used elements, most accessible, hazardous elements eliminated, isolated, or shielded.
- Provide warnings of hazards and errors.
- Provide fail safe features.
- Discourage unconscious action in tasks that require vigilance.
Principle 6: Low Physical Effort – The design can be used efficiently and comfortably and with a minimum of fatigue. It should:
- Allow the user to maintain a neutral body position.
- Use reasonable operating forces.
- Minimise repetitive actions.
- Minimise sustained physical effort.
Principle 7: Size and Space for Approach and Use – Appropriate size and space is provided for approach, reach, manipulation, and use regardless of user’s body size, posture, or mobility. It should:
- Provide a clear line of sight to important elements for any seated or standing user.
- Make reach to all components comfortable for any seated or standing user.
- Accommodate variations in hand and grip size.
- Provide adequate space for the use of assistive devices or personal assistance.
Universal Design can be used to benefit many people in many areas in the workplace such as, but not limited to:
- Step-free entries to buildings
- Wide doorways
- Handles instead of knobs on doors, office furniture etc.
- Accessible light switches, lift controls, taps etc.
- Reception desks of different heights
- Accessible toilets and changing places
- Adjustable air quality and temperature
- Screen reading software
- Ergonomic keyboards and mouse
Implementing accessibility assessments will help to identify barriers to inclusion and will make recommendations for adjustments and changes.
Leading by Example
There is a saying, “what gets measured, gets done”.
In order to implement effective diversity and inclusion initiatives, the aim of the initiative needs to be clearly defined, and clear progress and success measurements put in place. Without these the goal is no more than a wish. Including diversity and inclusion objectives at every stage of business and performance planning helps to ensure that inclusion becomes a business priority led by senior management throughout the organisation.
SMART objectives provide the means to communicate to employees the organisation’s intent to create an inclusive workplace, and provide a mechanism to measure progress and success. SMART objectives are:
Specific – the wording should leave no doubt about what is required.
Measurable – the goal or objective should be readily measurable, and the results should be available quickly and regularly.
Agreed – the goal or objective should be negotiated with all parties involved to reach a consensus.
Realistic – the balance here is very fine. If the goal or objective can be reached too easily, then it presents little challenge. However, if the goal offers poor chances of success, then it will rapidly turn into a de-motivating force.
Timed – how much, how soon? A goal or an objective without a time constraint is little more than a wish list.
There are many examples of organisations whose leadership teams prioritise diversity and inclusion as part of their business planning process. We have highlighted a couple of these earlier in this article, Sodex, and Johnson & Johnson. Others include:
Financial services business Mastercard, who are in the top 10 of DiversityInc’s 50 Best Companies for Diversity list.
Marks and Spencer publicly state that they “aim to build a diverse workforce and foster an inclusive culture where we’re all supported and encouraged to be our best every day.” They have a framework of commitments, KPIs, objectives and targets which they review and report on regularly.
John Lewis Partnership including Waitrose are Evenbreak and Disability Confident employers, kite marks awarded to organisations who play a leading role in changing attitudes, behaviour and cultures in their own businesses, networks and communities, and reaping the benefits of inclusive recruitment practices.
Conclusion
Throughout this article, we have examined the importance and benefits of disability inclusivity in the workplace to employers, all employees and ultimately to the wider society. We have endeavoured to dispel some of the stereotypes, stigma and misconceptions that can surround employing people with a disability, and that prevent people from being accepted for who they are and being included in the workplace.
A work environment where inclusivity is a priority and where all people are celebrated for their unique abilities and contributions, makes an employer a great place to work for current employees and a target for prospective talent.
With awareness, commitment, creativity and a will to succeed, all employers can achieve an inclusive workplace where people are healthy and happy, and as a consequence, the organisation benefits from increased productivity, engaged employees, and improved employee retention.
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