Organisations facing cost pressures in today’s challenging economic environment would do well to explore the business case for employing disabled people.
Exceptional characters such as Stephen Hawking, David Blunkett and Richard Branson would appear to prove the point that it doesn’t make sense to simply exclude them in the mistaken notion that they have nothing to offer.
Instead employers that have gone down this route quickly appreciate how the varied skills and enthusiasm of the UK’s 1.3 million disabled people currently estimated to be looking for work can be tapped into in a profitable manner, at minimal cost and with maximum benefit.
The majority of disabled people weren’t born that way, but instead acquired their disability later in life. On average, about 2% of the working population acquires a disability every year.
Therefore, if an organisation is already geared up to employing disabled people, it makes financial sense to retain them as such a policy should help to maintain productivity and save on retraining costs.
It also adds little extra by way of expense – an estimated £184 per person (and even that is typically covered by grants or support agencies) in making reasonable adaptations to the workplace.
But it makes similar business sense to hire talented disabled people as a matter of policy. On average, not only are disabled workers equally as productive as their able-bodied colleagues, but they also tend to take less sick leave, suffer fewer workplace accidents and stay with their employer for longer.
Bottom line rewards
They can likewise be more adaptable and think more creatively. Small wonder that surveys consistently demonstrate that organisations, which have successfully employed disabled people in the past, would be keen to employ more in the future.
Statistically, eight out of 10 disabled people acquired their disability during the course of their working life. But retiring employees with disabilities for medical reasons is hugely expensive, with the Post Office estimating average costs at around £80,000 per individual (Family Resource Survey, 2002/2003).
If the company is at fault and a compensation claim made, there is currently no financial ceiling on the amount that can be awarded – nor any limit to the potential damage to its reputation.
Moreover, it is estimated that disabled people’s spending power amounts to in excess of £80 billion a year (Family Resource Survey, 2002/2003), representing a huge market for goods and services. This means organisations that are seen to employ workers with disabilities, while at the same time showing regard for disabled customers, are likely to reap bottom line rewards.
So how can HR directors ensure that they go about recruiting and employing disabled people in the most effective fashion?
Job design
Effective recruitment starts with a job description and specifying the requirements for a given post. It is important here to identify exactly what is required to perform the role effectively.
For example, if a post holder needs to travel between different branches and it is acceptable for them to use public transport, a candidate may not need to drive, a requirement that would automatically exclude someone with a visual impairment or epilepsy, for instance.
Advertising
Many disabled people are cynical about claims made by firms of being ‘equal opportunities employers’ after having had their applications rejected the minute they declared their disabilities. As a result, job adverts need to directly appeal to disabled applicants – something that can be achieved in a number of ways:
If you can use the ‘two ticks’ disability symbol, you will have made a commitment to interview all disabled candidates meeting the minimum criteria for a job. Therefore, either display the symbol or make it clear in your advert that you have a positive attitude towards disabled people. (To find out more about the disability symbol, contact the disability employment adviser at your local Jobcentre Plus).
Use positive action statements such as “we welcome applications from disabled people and will appoint purely on your ability to do the job”. Also point out any features of the post that might be attractive to disabled applicants such as home-working, flexible hours, accessible buildings and the like.
Likewise consider where you intend to place the advert. It can be helpful to target specialist publications such as Disability Now or job boards such as Evenbreak.
But also make employment agencies that help disabled people into work such as Remploy, Leonard Cheshire Disability, and the Shaw Trust aware of your vacancies. Most of these agencies will also provide ongoing support to both you and the candidate concerned after the employment contract has been signed.
If you generally use a more traditional agency, however, make it clear that you are keen to attract disabled applicants and measure their performance in this area.
Applications and assessments
Application forms should be available in a range of formats and only ask questions related to an individual’s ability to do the job.
The Equality Act 2010 makes it illegal for employers to query applicants about health issues or disabilities until after their appointment decision has been made – unless the information is contained on a separate monitoring form, which the shortlisting panel should not see until after appointment.
It is good practice, however, to ask all applicants if they will require any adjustments before interview such as a signer or extra time for written tests.
The methods used to assess shortlisted candidates must also be free from bias and accommodate any requested reasonable adjustments. Questions at interview must relate only to the person’s ability to carry out the role that they are applying for.
Selection
Selection decisions must be based on the candidate who most closely meets the criteria established at the start of the process, regardless of whether they are disabled or not. If the best candidate is disabled, upon offering them the job, you can then discuss what reasonable adjustments may be required and what they are likely to need in order to carry out their duties effectively.
No adjustments are generally required and, if they are, many are free-of-charge. If they do cost money as in the case of assistive technology, ramps and large computer screens, Access to Work, a government scheme run by the Jobcentre Plus, is in place to help you identify and pay for the best option.
As an aside, it is also good practice to give all of the other candidates feedback on why they were not successful, although sometimes this is only practical for those candidates who got through to the interview stage.
Retention
It is important for disabled employees to feel valued and supported. To this end, you may need to review current practices, which include communication methods, access to training and promotion, appraisal processes and the like, in a number of areas to see if they can be improved upon.
It is also vital to ask people what they need and what would be helpful to them, while also ensuring that they are included in all meetings and decisions that employees in their position would normally be party to.
Another consideration is ensuring that the team with whom the disabled person works is provided with guidance on how to be helpful. Some general or specific disability-awareness training may likewise prove useful.
But in general terms, good practice in recruiting and retaining disabled people is no different to the usual good employment practice.
It worth noting, however, that companies that have adopted inclusive processes and worked successfully with disabled people in the past are invariably keen to attract more. The benefits to the candidate, the team and the company make the effort well worthwhile.
Case Studies
MLG Glasgow
MLG Glasgow is a printing company that operates across three sites in Glasgow. It employs a diverse workforce of 420 people, who are a mix of different ages and genders and include people with a range of disabilities.
The firm identified that three of its staff members were experiencing difficulties and was keen to find ways to support them so that they could remain in work. As a result, it approached the Scottish Association for Mental Health to seek advice.
SAMH sent MLG an employment specialist who worked both with the firm and its workers to develop a support action plan that could be embedded into the working day. Each of the three employees are still working at the company and other workers have since come forward for similar support.
This situation had provided great financial benefits due to savings on recruitment and training costs. It has also demonstrated to staff how much they are valued by the company, thus boosting loyalty.
Interactive Ideas, Enfield, North London
Mike Trup, who is the managing director of enterprise software distributor, Interactive Ideas, says:
“As an organisation, we pride ourselves in choosing the best people for the job and have an extremely diverse workforce. However, we realised that we were not attracting disabled candidates through conventional recruitment means and have, therefore, gone out of our way to proactively attract candidates with disabilities.
“We have recently recruited our first deaf employee -Emlyn, a young dynamic recent graduate who had been unable to find paid employment despite an impressive CV.
“Since joining us, he has had a very positive impact on our workforce, not just because of his excellent ability in the job, but also because it has highlighted to other staff the importance of inclusion in the broadest sense within the company. It also sends a very positive message that we recruit and promote on the basis of merit alone.”
Jane Hatton is director of Evenbreak, a jobs board aimed at disabled applicants.
