Recent news that the government has announced an aim to create three million apprenticeships for people with learning difficulties by the year 2020 is the latest in a long line of initiatives designed to increase the representation of disabled people in the workplace.
Currently just six per cent of individuals with learning difficulties are in employment – a figure which is hoped to improve as more training opportunities are made available.
Led by MP Paul Maynard, the new project is a joint initiative between the Department for Work and Pensions, Department for Business, Innovations and Skills and the Department for Education. However, I am heartened by the fact that it will be managed by a group of employers, training providers, charities and educational experts. The government simply cannot achieve its target of halving the disabled employment gap by 2020 alone.
While the number of disabled people in work is up 121,000 since last year, non-disabled people remain the main beneficiaries of employment growth by moving into work faster than their disabled counterparts.
The employment rate for people who are not disabled increased by 0.9 per cent compared to 2015, while disabled people’s employment only increased by 0.6 per cent during the same period.
There are currently around 11 million people in the UK who consider themselves to have a disability. In fact, as many as one in three people in employment over the age of 45 identify as disabled.
HR has long recognised the benefits of truly representative teams, namely the advantages of having greater access to different perspectives and sources of information. However, I think it is fair to say that the perceived moral and legislative perils associated with disabled workers, and a fear of getting it ‘wrong’, are hindering progress in this area.
This is illustrated by the fact that, according to the Recruitment Industry Disability Initiative (RIDI), almost half of recruiters (42%) are unsure about the very definition of disability – that is, a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to do normal daily activities.
Last month, more than 170 disabled Londoners spoke passionately to key mayoral candidates about their hopes, fears and the reality of their lives at a disability hustings event, hosted by Leonard Cheshire Disability and seven other charities – high on the list of their collective priorities was issues around securing a job.
For recruiters and employers alike, greater understanding of the needs of disabled candidates is integral to improving processes. And confidence in this area comes not from always being ‘right’, but not fearing being ‘wrong’.
HR professionals needs to have the balls to recognise gaps in their knowledge and seek guidance accordingly. Never be afraid to ask questions. Quiz your peers, suppliers, support organisations and employees to determine how you can best meet the needs of disabled personnel and candidates – you don’t have to jump in the deep end. Small changes in process can have a huge impact.
For example, reviewing job adverts for use of language and using structured shortlists which focus on core competencies when recruiting can eliminate unconscious bias. Work with suppliers to engage with disabled talent and finally make sure you know how to make reasonable adjustments.
There is plenty of support available. The UK is currently experiencing record employment levels. Engaging with disabled talent is no longer a ‘nice to do’ – it’s business imperative.
This is a guest post by Paul Awcock, Head of Talent Sourcing at Lloyd's of London.