Article summary: Business Disability Forum research shows 47% of disabled people in work believe it’s harder to hold down a job due to their disability, with similar numbers facing career progression challenges. The study of 1,073 disabled UK adults highlights barriers at every workplace stage and identifies key improvements: flexible working (46%), better disability understanding (40%) and more positive employer attitudes (25%).

Disabled people continue to face significant employment barriers that non-disabled colleagues don’t experience, according to new research published by Business Disability Forum.

The study, based on an Opinium poll of 1,073 disabled adults in the UK, paints a concerning picture of workplace inequality. Almost half (47%) of disabled people in work or looking for work believe it’s harder for them to hold down a job due to their disability or health conditions. A similar number (46%) say it’s harder to progress in their careers.

Barriers at every stage

The research reveals that disabled people encounter obstacles throughout their entire workplace journey:

• Looking for work: Over four in 10 said it was harder for them to look for jobs (43%) and attend interviews (43%) compared with people without disabilities.
• In work: Nearly half (47%) believe it’s harder to hold down a job, while close to a third (32%) think it’s harder to ask for help from colleagues or a line manager.
• Job progression: Almost half (46%) feel it’s harder to progress in their careers.

Diane Lightfoot, CEO of Business Disability Forum, emphasises the positive ripple effect HR can create to foster disability inclusion across the workforce: “Having an understanding of disability and a positive attitude towards disability were key factors that disabled people indicated would improve their experience of looking for and being in work. This shows how important it is that HR teams feel confident and knowledgeable about disability, so they in turn can advise line managers on practical measures such as workplace adjustments” she says. “Making sure that HR teams and line managers are trained to understand the needs of disabled people and the barriers that disabled people can commonly face is an important first step.”

What would make a difference?

When asked what would improve their workplace experience, disabled employees identified several critical areas:

• Workplace adjustments: More flexible working options (46%) and better access to needed adjustments (23%).
• Disability awareness: A better understanding from employers of their disability or long-term condition (40%).
• Positive approach to disability: Employers having a more positive attitude towards employing disabled people (25%).
• Inclusive culture: Workplaces having a more disability-inclusive culture (22%).

Lightfoot highlights substantial friction in the workplace adjustments process that HR needs to address: “We often hear that line managers are frustrated by the complexity and bureaucracy of adjustments processes,” she says. “Having a single-entry point and clear guidance on how use the process makes sense as does advocating for managers to have the authority to approve commonly requested, lower-cost adjustments.”

Creating clear communication channels between HR and those requesting adjustments is also vital, Lightfoot adds: “Making sure that HR is easily contactable and approachable to advise on questions from individuals and managers about adjustments can also make a big difference. It shows the value that the organisation and HR places on disability inclusion and means that colleagues and line managers are more likely to ask for what they need.”

The role of leadership

While HR teams and line managers need proper training, Lightfoot stresses that senior leadership must drive change. “Developing an inclusive workplace culture doesn’t just happen,” she explains. “Often, it needs to be driven by senior leaders who can set the narrative and lead by example, so that disabled employees feel welcomed and able to ask for the support and adjustments they need.”

When leadership prioritises inclusion, it signals to the entire organisation that disability inclusion moves beyond a mere compliance exercise and is core to business values.

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