Disability is one of the slowest-growing areas of workplace diversity efforts. Collecting and analysing more comprehensive data on disabilities and the challenges employees and candidates face could help employers capitalise on the benefits of a more diverse workforce, argues Katie Talikowska.
In a world where diversity and inclusion are increasingly recognised as key drivers of business success, the employment situation for people with disabilities is a stark reminder that there is much work still to be done.
According to the UK Parliament, between October and December 2023, there were 5.53 million people of working age with a disability.
More than 10 million people in the UK report being disabled, and the employment rate for disabled people is 54.2%, compared to 82% for non-disabled people.
Similar disability employment gaps are found in other developed countries, and the data is even more staggering in developing countries, where the United Nations reports that 80 to 90 percent of working-age people with disabilities are unemployed.
Lack of data
One of the main reasons for this disparity is the lack of comprehensive disability data in the workplace: many jurisdictions do not incorporate disability employment at all into standardized key business performance indicators, metrics, or goals.
Companies are hesitant to ask for (let alone share) data on disability employment, and even when they do, they often fail to use it effectively.
This results in missed opportunities on two fronts: employees’ accessibility needs are not understood, and the commercial and operational benefits that such data can bring are not realized.
Without data on employee representation, companies can’t make the adjustments needed to ensure employees feel comfortable and included.
As a Valuable 500 CEO, I have seen firsthand how, for better or worse, this can have a direct impact on productivity, innovation, staff attraction and retention, and ultimately the bottom line.
We are calling on our partners and companies to adopt and disclose five disability inclusion KPIs in their Annual Reports and Financial Statements (ARAs), sustainability reports, materiality assessments and investor dialogue.
This will create a consistent and comparable standard for measuring progress in disability representation in the workforce.
A Culture of Trust
To collect the necessary data and seize this opportunity, companies must create a culture of trust that encourages employees to self-disclose their disability status.
They must also demonstrate a commitment to using this information to drive meaningful change, foster belonging, and deliver targeted support.
The next step is to use disability inclusive data to inform strategic decisions, foster a diverse and vibrant workforce, foster innovation, improve problem solving, and achieve a competitive advantage in today’s marketplace.
One example of a company that has recognised the opportunity to unlock value through disability reporting is EY Japan.
EY Japan is keenly aware that teams that have neurodiverse professionals in some roles benefit from being 30% more productive and having higher team morale than those that don’t.
Neurodiverse employees are also 7% more likely to be engaged in their jobs than neurotypical employees, leading to higher productivity and lower turnover, and they have also been shown to have a greater aptitude for technological change and innovation than neurotypical employees, two areas critical to EY’s growth.
EY Japan monitors disability workforce representation and inclusive culture monthly across the organization.
In response to the survey findings, the company built a colleague support network, expanded its talent pool and stepped up its neurodiversity education campaign to improve overall productivity and operational efficiency, while increasing satisfaction and engagement among its neurodiverse employees.
Yoshihisa Kato, head of EY Japan’s Diversity Abilities Center, said: “From a management perspective, we should utilize people with disabilities. We should encourage them to work hard and extract value from the skill sets they possess. This is not CSR, it’s value creation.”
European Accessibility Law
In Europe, the European Accessibility Act (EAA), due to come into force in 2025, could be a powerful catalyst for companies to prioritise collecting and reporting disability data.
The EAA aims to improve the functioning of the internal market for accessible products and services by removing the barriers created by differing laws across EU member states. But it’s not just about compliance – it also offers significant opportunities for companies to gain a competitive advantage.
Designing products and services that cater to a broad range of customers with diverse needs can help companies enter new markets, increase customer satisfaction, and strengthen their brand reputation.
The EAA serves as a catalyst for innovation and inclusive design, encouraging companies to think beyond minimum requirements and create solutions that benefit everyone.
Media and entertainment company Sky is also focusing on collecting data on the disability status of its employees.
With new legislation coming into force in 2025 stating that all products and services on the EU market must be accessible to people with disabilities, Sky recognised the importance of incorporating accessibility into its future design processes.
Failure to comply with the EAA will have serious consequences for companies, but alongside complying with the regulation, Sky also recognises the opportunity to provide a level playing field for people with disabilities through inclusive products and services.
Self-awareness
Employees are encouraged to self-identify as disabled, and broadcaster Sky publishes these indicators in an impact report each year.
In response to the survey findings, Sky is launching a professional development programme to increase career progression opportunities, designing specialist training modules for managers to better support employees with neurodevelopmental disorders and boost line managers’ confidence towards disabilities.
This is being prioritised for rollout in business sectors where Sky’s data shows it is most in need. In response to the request from the EAA, Sky has set up a multi-regional taskforce to review all products and services and embed accessibility in the design process.
Unlocking the power of data about workplace disabilities can help companies better understand the needs of their employees.”
Additionally, the company is incorporating new workplace initiatives to empower and educate employees, as well as engaging in ongoing dialogue with people with disabilities to ensure adaptations are based on real-world usage.
EY, Sky and other Valuable 500 companies have highlighted outage reporting as a key topic and are adopting standardized key performance indicators (KPIs) that can increase corporate transparency, drive accountability, drive innovation and create new commercial opportunities.
By promoting inclusion of people with disabilities, companies can tap into a diverse workforce and create products and services that address the unique needs and perspectives of people with disabilities.
Regulations like the EAA will incentivize companies to adopt this approach, but the benefits go far beyond regulatory compliance.
By harnessing the power of data on workplace disability, companies can better understand their employees’ needs, attract and retain diverse talent, and design products and services that meet a wider range of customer needs.
In doing so, we will not only contribute to a more inclusive society, but also position ourselves for long-term success in an increasingly diverse and competitive global marketplace.
Investing in collecting disability data is not just the right thing to do, it’s a smart business strategy that will position your organization for long-term success. The question is not whether your company can prioritize accessibility and inclusion, but whether it can’t.
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