On 29 October, I joined IGPP for the Disability Inclusion in the Workplace event. According to Dr Ruth Owen OBE, CEO of Leonard Cheshire, disabled people are the fastest growing minority in the UK. Up to one fifth of adults will experience disability at some point in their life, leading to additional stress on their working lives.
Brian Lutchmiah, Higher Education Partnerships and Inclusion Lead, Diversity and Ability added that one quarter of adults will experience mental health issues in their life time. The costs of living with a disability or mental health condition can be significant, as can the time needed for attending appointments or managing chronic conditions. One NHS Trust provides staff with up to 10 additional days leave per year to manage these challenges. Complex work arrangements might be needed to support appointments, hospital stays, or Assisted Living and all of these can affect the continuum of work or education. Many students in particular are not aware of the financial support available, such as Access to work and the Disabled Students Allowance.
“It’s a challenge on top of a challenge to navigate the labyrinth,” explained Brian.
According to Brian, the benefits of a employers taking a proactive approach to inclusion include greater acceptance of diversity, normalisation of difference, increased confidence (for both employers and employees) and better wellbeing. Employers may also see increased productivity, lower absenteeism and higher retention levels.
“For me, it is about promoting a sense of authentic belonging,” summarised Brian.
Lucy Reynolds, Founder and Director of We Are All Disabled described how the pandemic lockdowns were a great leveller. “Suddenly everyone was working from home and not able to do the things they are used to,” she reminded us.
In the Lancashire police service, Rozila Kana described their experiences with adjusting sick leave policies. “One size fits all is not fit for purpose,” she advised. “You need to take time to put adjustments in place and make sure your communications strategy is right. There should be no ‘banter’ on this issue and flexible working is increasingly accepted.”
For Rozila, there is now a better awareness of conditions that might lead to disability and the wider impact this has on families. “It is the job of managers to do the learning on this,” she urged. “You need buy in from the top table to give equality and diversity initiatives credibility. This is not an add on, it is a business imperative.”
Esi Hardy is the Managing Director of Celebrating Disability and supports organisations to identify their pain points about disability inclusion and work towards addressing them.
“Medically, parents are told from day one that a child with a disability is something to be sorry about,” she said. “When we communicate about disability in the workplace, we need to think about what people will think, feel or do as a result. We need to be aware of the influence of tone of voice when we speak about disability.”
Typical pain points for employers are disabled people not disclosing their requirements or reasonable adjustments and attracting more disabled people to work for their organisation. Organisations want to know why managers do not use the processes they have in place to support disabled colleagues or job applicants. Often, employers know that they need to change, but are unsure how to do this.
To improve line managers’ knowledge about disability, employers often offer training. To make this effective, they should:
- Explain the relevance for the training i.e. to create an inclusive culture
- Create psychological safety
- Develop and enable confidence in speaking about disability
- Provide opportunities to practice conversations about disability
Eli’s recommendations for making improvements in the workplace to disability inclusion are:
- Make no assumptions to make sure you are open to understanding what others think and feel
- Give feedback on any surveys you carry out
- Co produce strategies e.g. you said x, we did y
- Ask others about how to improve and explain why you are asking e.g. we want to develop an inclusive culture because…
There could be two main reasons why staff do not disclose a disability to their employer. Firstly, they may not identify as disabled (although they may have an impairment). Secondly, they may be afraid of repercussions. Employers should articulate why they want to know this information and what will happen as a result, for example to improve accessibility and the inclusive culture of the organisation.
When recruiting, make sure that you articulate and demonstrate the inclusive values that you hold as an organisation, through the application process and during interviews. You can demonstrate your organisational values by role modelling inclusive behaviour towards all candidates, for example offering breaks during interviews and asking if people are comfortable. This helps to develop an environment of trust that should improve opportunities for dialogue and collaboration with new and existing disabled staff.
As described by many of the speakers, in order to provide the cohesive and inclusive societies of the future, leaders need to influence and collectively empower society today.
