How can you create a more inclusive work environment for employees with disabilities?

Design jobs around employees (how and when work is done, flexibility, location, tools used, KPIs). And definitely have people who've experienced barriers to work in leadership roles that are not just optics. And a much neglected aspect is the hiring process. This needs to be dismantled and rethought completely. It's based on eliminating people indiscriminately. And maybe rethink HR's function in relation to accessibility: Simply protecting the employer from risk/liability isn't going to cut it anymore...

Remove the fear of disclosing a disability by being proactive as a company and culture. Do the research and understand various disability accommodations prior to an employee coming to you. Provide examples and promote your company's appreciation and support for those with disabilities so that those that may be keeping their disability private will feel comfortable about sharing it with employers and receiving necessary accommodations. Productivity and morale of the workforce increases and no one feels marginalized.

In my experience and expertise, building a sourcing and retention plan that is welcoming, is vital. You can use agencies that work with disabled people, colleges, disability charitable organisations. But also how do you advertise, interview and train? Employers need to think and be willing to learn how how they’re going to support employees with disabilities on the job, bearing in mind each is an individual with different needs. Making necessary adaptations at the work place helps a disabled employee be productive.

Recommend getting Ableism training much like was don2 for Racism and Sexuality Harassment. Unconcious bias and systemic ableism are the biggest barriers to change. Getting people resources and consulting with disabled employees has been sabotaged too many times because the gatekeepers are non-disabled and fully or biased and ableist beliefs which lead to bad decisions and a lack of progress. So first things first otherwise no amount of help with improve access.

One way of being inclusive is to ensure that the basic work structure, environment, policies are friendly to people living with disabilities. All tasks should be planned in such a way that all employees can accomplish them despite being differently -able.

"Nothing about us without us". This is the top quote that I stand by. Whatever solutions allies put through, however well-intended, may miss the mark if they are not consulting people with the actual lived experience for their perspective. That said, it is important to respect that not everybody may choose to self-identify their disability for various reasons, such as fear of being treated less fairly when it comes to career opportunities. Creating an environment where employees with disabilities feel safe to come out and vocalize their opinions, and a clear system of accountability so the burden of solutioning does not fully fall on them, is paramount to the success of fostering a more inclusive and accessible workplace.

Here is fundamental building a safe space for an open conversation. Actively listening to what the professional has to say is what will make a difference between fomenting inclusion and having a talent that cannot bring their true self to work. Consider tools and practices that can help integrate the employees - for example, a place where each employee can detail the best way to work with them so people interacting with them for the first time can check in advance and prepare for a more efficient interaction. I'd also highlight that there is a fine line between asking for contributions from an employee with a disability and expecting them to initiate the conversation. They can act as consultants, but they aren't accountable for the change.

Acknowledge and address the unique challenges faced by individuals with lived experience within mental health organizations. Recognize the value of their insights while being mindful of potential barriers. Ensure that requested accommodations are considered and granted and systemically challenge the idea of 'business needs' in this sector. Foster a culture of inclusion that actively values their contributions and promotes their success, benefiting both staff and clients.

For UK-based organisations, I recommend looking into Access to Work and Include Access to Work assessments as part of your Reasonable Adjustments. Access to work is a source of funding from the UK government for anybody requiring workplace adjustments due to a disability or health condition. To access it, individuals contact the helpline, undergo an assessment, and may receive funding for Assistive Technology, specialised equipment, and more. This initiative aims to eliminate barriers, fostering inclusivity and enabling employees with disabilities to access and sustain employment.

Focus on inclusive practices that benefit all employees in addition to having a strong process for formal accommodations. There may be many reasons why people are uncomfortable disclosing and their needs can often be addressed through more inclusive practices. Ensure all staff understand both inclusion and accommodations and thoroughly train HR and managers. Cultivate trust through strong relationships, sticking to your commitments, maintaining confidentiality, and never punishing, retaliating against or penalizing those who make disclosures or requests. Never accept that behavior from anyone, including senior leadership, and have a mechanism for whistleblowers to report on HR or senior leadership when they engage in these behaviors.

Let's be honest, accommodations are often costly. But they don't always have to be. Many governments offer tax credits and grants to assist with these costs. You could consider a BYOD (Bring Your Own Device) policy and then hopefully employees have all if not most the accommodations already. I really don't love using "without imposing undue hardship on the employer" I promise when you invest in your employees only good things will come.

Not only should reason accommodations be provided, but employers should also make it clear from the outset to potential employees that they provide accommodations, and what accommodations are available should be known to all employees in order to avoid uncomfortable conversations.

Disability inclusion, like all inclusion, is 365 days a year. Therefore, it is not a tick-box exercise. The organisation should live and breathe inclusion in its purpose, mission, vision, and values, ensuring buy-in from all levels, from management to employees and customers.

Prioritize. Representation. in Leadership. It's the cornerstone of ensuring that policies and decisions reflect diverse perspectives, ultimately fostering a more inclusive and equitable work environment. Listen to your employees, amplify their voices, AND ensure they have a seat at the decision-making table.

1. Include openly disabled people on your organization’s leadership team. 2. Include a section that specifically addresses disability inclusion and accommodations in every policy. 3. Adopt inclusive practices by default rather than requiring employees to come forward to disclose and request. 4. While following strictly any commitments around confidentiality, do not shy away from discussing disability or disability inclusion in general, or making space for folks to disclose, identify, or speak for their own lived experience when they wish to. 5. Keep the diversity and intersectionality of disabled experiences in mind.

Lots of companies will got to college job fairs and reach out to contacts in the colleges to promote a job and to try to get new graduates. Imagine the net you would cast if you also reached out to the accessibility services branch to expand your networks and applicants for a job.

Promoting diversity and inclusion and the work in doing so should be one of the first steps in the journey. In doing so, a psychologically safe workplace is created where people with disabilities feel welcome. Starting here allows organisations to identify the barriers which then leads to actions to address the barriers.

Innovation is the result! Our community are naturally born innovators. We learn to thrive in a world designed for others, and we bring that resilience and creativity to the workforce. Hiring for disability is hiring innovation.

If your organization wants to welcome and include people with disabilities, you have to accept and include people who work from home full-time. For some of us, getting to an office requires a lot of energy and coping skills -- qualities we'd much rather use to do great work. EVERY action you take toward requiring hybrid or on-site work is an action that discourages people with disabilities from considering your organization a place where they can do great work. Instead, focus on improving your systems and people to create opportunities for the kinds of interactions you think should be happening in the office.

Lived experience is the best teacher. In this case, including Disabled people in workplace conversations and policy-making is a must. Full stop.

An Access and Inclusion Action Plan is an important document to monitor progress and keep track of tasks to improve disability inclusion that should sit within the Diversity & Inclusion portfolio with other action plans.

Unpack what you think you know about how an individual is showing you they are engaged or paying attention. For example, eye contact is the golden standard of Neurotypical listening behaviors, and we tend to vilify heavily those that don’t provide it when we are speaking. This standard cannot apply to all people and some Disabled individuals will struggle with this ableist attitude. Be flexible with your Disabled peers and assess their attention other ways. Ask them “can you tell me what landed for you?” Or “what do you think about what I just shared”. Their response should be enough for you to know if they heard you without the trivial behavior of eye contact being the main determinant of attention.

The single most powerful change you can make is to ensure your Board and Executive Team both include disabled people. Include us right at the top where the decisions are made and that will have a knock-on effect with the organisation's culture and practices becoming more accessible and inclusive, right down to the most junior employee. Walk the talk.

Physical impairment or disabilities are visible and easily people around them address it. But it doesn't happen the same way for those with mental disabilities. There are a lot of stereotypes and stigmas associated with that. So encouraging open and regular feedback from employees, especially those with invisible disabilities like mental health conditions, is of paramount importance for management. This feedback not only helps address any immediate concerns but also provides an opportunity for the management to recognize and support employees facing such challenges. It's essential to offer dedicated resources and support for the mental well-being of all employees, ensuring a workplace that prioritizes their mental health.

To promote workplace inclusivity for employees with disabilities I recommend the Disability Confident scheme, a UK government initiative by the Department for Work and Pensions. The scheme guides employers in attracting, recruiting, and developing individuals with disabilities. You should aim for at least Level II of the scheme to ensure a comprehensive commitment. This not only benefits disabled individuals but also enhances the overall workplace experience for nondisabled applicants, fostering a culture of diversity and equal opportunities. You can find detailed guidance on the official Disability Confident scheme website.