Posted: Friday 16 September 2016. Author: Kirstie Kelly.
Unlike with gender (and to a lesser extent race), there has been nowhere near the same ‘airtime’ given to disability and so progress for disability inclusion has felt slower to date with less tangible business outcomes reported - this is disappointing given that globally one in five people has a disability.
Stephen Frost and Danny Kalman (co-authors of the excellent book ‘Inclusive Talent Management’) offer a perspective on the impact of this for disability inclusion, stating“in some cases, where organisations focus so heavily on gender and race, other causes such as disability are perceived as competing for ‘airtime’ with the ‘main programme’. Does it really come down to a zero-sum game of female advancement at the expenses of others?”
The simple fact is that disabled people are far less likely to be employed than non-disabled people. According to The Papworth Trust, in January 2016, the UK employment rate among working age disabled people was 46.5%, compared to 84% of non-disabled people.
Many organisations are missing out on a largely untapped talent pool. A significant proportion of the unemployed 54% disabled people of working age are in fact highly qualified, capable and talented knowledge workers – so most disabled people’s talents are massively under-utilised. This might be (for example) because they face different challenges commuting to work or that business premises are inaccessible.
However, the wasted potential is infinitely more costly than the investment required to employ that talent, facilitated through a taxi or work-from-home solution for example. We now live in a highly connected and technologically advanced world where, for knowledge workers, much of the work can be effectively undertaken from anywhere (arguably more productively than in the office!). Given the access we have to easy technological, social and collaborative platform solutions to support remote working any employer genuinely committed to inclusion can unlock the UK’s hidden potential.
The development of real culture inclusivity, a culture that values and genuinely supports difference by embracing the wider remit of diversity, is what we should be aiming for. When all people-centric processes, practices and policies are genuinely inclusive, then employment opportunities for those with disabilities are more accessible, and the inclusivity creates the environment for people with disabilities to thrive and reach their potential.
However in practical terms, it’s at the front end (attraction, selection, on-boarding) that disabled candidates still face barriers.
So for those responsible for recruitment here is some guidance for how to better attract, engage and successfully on-board employees with disabilities (you can download further information in our Diverse Hiring Guide)
Conscious and unconscious bias can exist at every stage of the recruitment process and simple changes to process can help eliminate this bias. Simple tactics include:
Consider your candidate experience. According to research commissioned by the Recruitment Industry Disability Initiative (RIDI) 82% of disabled candidates have reported a negative experience with a recruitment consultancy, which they attribute to a lack of knowledge relating to disability issues.
Helped by the 2012 Access Now programme, at the London Olympics and Paralympics over 2000 disabled people were placed into roles. The Access Now programme guaranteed an interview to all disabled applicants. They were still only offered a role based on merit, but the recruitment team had to ensure that the job descriptions were relevant, specific and did not act as a barrier to possible success. Guaranteeing them an interview gave hiring managers the opportunity to meet talented individuals who under other circumstances they would not have met. Paul Deighton, CEO of the London Olympics has been quoted as saying ‘the key to success in diversity and inclusion is practical implementation…. We hired so many disabled people it became part of the norm.
All too often on-boarding is focused on administration but not inclusion. Administrative and compliance actions required for new hires should not occur at the expense of activities which help an individual feel integrated and included from the outset. Frequently, new employees are quickly left to navigate their own way in the organisation, identify stakeholders and establish relationships. Some people will find this easier, and be more successful, than others.
Be aware of team culture; if it’s not inclusive to all its members, a dominant in-group is likely to form. If the background of a new team member means he or she is excluded, their engagement, performance and retention are likely to be impacted.
As Helen Turnbull put it in her book The Illusion of Inclusion… “Having a diverse workforce is no guarantee that the work environment is inclusive. Companies hire for diversity and manage for similarity. We hire people for their difference and then teach them directly and indirectly what they have to do to fit in to the corporate culture”.
The key to inclusive talent management - and the only way that diversity programmes can really thrive- is through the development of an inclusive culture.
Approximately 11 million people in the UK are living with a limiting long term illness, impairment or disability. Our Pioneering Employment Diversity event will help businesses to access a talent pool bursting with ability, creativity and insight.
Lord Holmes, parliamentarian and record-breaking former British Paralympian swimmer, headlines the event, which brings together leading senior business and charity representatives in the field of HR, diversity and inclusion.
If you are interested in attending our Pioneering Employment Diversity event on 28th September, please visit our website.
Kirstie Kelly leads the diversity and inclusion practice at Capita HR Solutions. With more than 20 years in the Recruitment and HR space, Kirsty is passionate about people in business. She believes that the world of work should be a positive place and that technology is the disruptor with the potential to finally bring about that change. Kirstie was one of the founding directors of LaunchPad, a video-led technology that enables businesses to make fair, inclusive and un-biased decisions, and she’s also advisor to a number of fast-growth businesses. In her work with clients she helps businesses to change entrenched behaviours - creating systematic and engaging processes to improve decision making about people and culture. An active speaker and blogger, you'll find Kirstie musing over the subjects of the changing face of HR and business where fairness and inclusion matter.