If the culture already denies people what they need to belong, it is the workplace that needs to change! Framing disability awareness and disability equality at this point is useful. Historically, disability awareness has been impairment training, explaining personal differences, not helpful when addressing organisational culture. So awareness can be added to equality - but needs to be viewed as complimentary. With disability equality training coming first because it articulates group privilege [non-disabled and disabled populations], disability awareness can then inform a relationship we have with disabled colleagues. Disability equality can be facilitated within the organisation before individual starts, but awareness can only proceed with their consent afterwards. Disability equality should be on the strategic meetings agenda as a matter of course, as it has relevance to purpose, costs and spending issues relating to accounts, accountability and sustainability [i.e. the organisation’s impact on society].
Implications for business
At organisational level the issue is greater than a lack of individual fit, since disabled workers have no less experience, skill or wisdom than their non-disabled colleagues. It seems organisations present barriers, because all type of difference have been accommodated somewhere, yet overall inclusive practice is patchy.
Disabled workers face far greater barriers than most employers imagine. For business leaders, the challenge is therefore to view organisational change as a benefit to both disabled individuals and the wider community they serve.
Action requires vision at the level of senior management, leadership teams and boards; avoiding the time-consuming and costly tweaks at individual level rarely alter department politics or company purpose.
80% of the disabled population have impairments that are not visible, therefore focusing solely on the individuals may actually hinder a far wider recruitment drive. |
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