4 ways to build a more disability-inclusive workplace

One in four people in the UK are disabled, and up to 80% of disabilities are invisible. According to Scope, 3 out of 4 disabled people have experienced negative attitudes or behaviour in the last five years, with these behaviours including: making assumptions about their abilities, accusing them of faking their disability, and staring.  

In the UK, despite disability being a protected characteristic under The Equality Act 2010, a Ciphr survey found that almost 10% of employment tribunals were related to disability discrimination, with respondents citing, “I feel my disability has been a factor in my not getting jobs I’ve applied for.” Likewise, disability claims were the most reported type of discrimination in the US. 

People with disabilities continue to be subject to marginalisation, or exclusionary behaviours, as ableism – the  automatic assumption that everyone is able-bodied – creates obstacles for accessing support, resources and career opportunities. In fact, a Scope survey found that disabled people are twice as likely to be unemployed, having to make 60% more job applications compared to non-disabled people.  

Furthermore, Trades Union Congress (TUC) found that disabled workers are more likely to be on unstable zero-hour contracts and are overrepresented in lower-paid work, with more than three million disabled employees earning less than £15 an hour.  These figures indicate how career limitations can have a long-term effect on the financial security and independence of disabled workers.

Workplaces are still not set up to support employees with disabilities 

The stubborn hurdle of ableism prevails throughout the employee lifecycle. A report by Business Disability Forum states that only 10% of disabled employees said it was easy to receive the adjustments they needed to properly perform their roles. For example, job advertisements remain incompatible with assistive technology; interview formats do not always offer accessible adjustments, and many workspaces lack physically accessible entrances and accommodations.  

But it is not just the lack adjustments that is affecting employees with disabilities. Disabled workers are also experiencing bullying and harassment, limited career development opportunities, and difficulty in accessing programmes and initiatives designed to support wellbeing. In turn, this glass ceiling effect can negatively affect mental and physical health, self-esteem, morale and job satisfaction, impacting an organisation's reputation, attrition and ultimately, bottom line.

The biggest challenge with ableism and disability discrimination is that it is often so ingrained within society that the exclusionary behaviours remain unconscious. The key to true disability inclusion – and inclusion as a whole – is to turn unconscious bias into conscious inclusion, and to actively embed diversity, equity and inclusion into your organisational processes and strategy. 

4 ways employers can become more disability inclusive

We’ve set out four strategies that employers can implement today, to make steps towards a more disability inclusive workplace. 

1. Introduce mandatory inclusivity training. Accountability for change starts with leadership, but employees at all levels must take personal responsibility. Leaders must be trained about the importance of disability inclusion and the effect of biases within decision-making processes. This training would seek to bust some of the myths, misconceptions and stigma around disability at work, allowing managers to assess employees on their skills and values, rather than reverting to biased assumptions.
   
   
2. Inclusive hiring practices. Employers should seek to hire candidates with the right skills and attributes, making sure that all candidates – with all abilities – can easily participate in the process. Managers should utilise diverse talent pools, connecting with colleges, vocational schools and disability resource centres to access otherwise missed talent.
   
   
3. Embed disability inclusion throughout the employee lifecycle. Organisations should audit all stages of the employee lifecycle to seek out biases, from hiring to performance reviews to promotions. Be mindful of exclusionary language in job advertisements, and instead use the opportunity to actively encourage applications from candidates, including those with disabilities, outlining which reasonable adjustments are readily available. 
   
   
4. Listen to employees and colleagues with disabilities. Employee surveys, listening groups and employee resource groups are useful tools for collecting feedback. Employers should listen to the challenges and concerns of disabled colleagues, taking their feedback into consideration and working to implement an action plan to support them. Disability networks within the workplace can provide employees with psychologically safe spaces, improving their sense of belonging and, if used correctly, uplift their previously unheard voices. For more information, explore our webinar on employee resource groups. 

Let’s work together  

At FAIRER Consulting, we offer a plethora of training courses and consultation services, designed to enhance DEI within your workplace. Explore our conscious inclusion training, crafted to unveil hidden biases and actively work to mitigate them.  

Can’t find what you’re looking for? Contact us for a complimentary one-to-one session with one of our specialist DEI consultants, and we’ll work with you to establish a bespoke plan for your organisation's needs.