Diversity has become an important concept in the corporate world in recent times. Specific strategic considerations will be made to promote diversity and create inclusive jobs. But beyond the buzzwords that have entered the vocabulary of HR professionals, what are the deeper values behind these concepts, what are the deeper values behind the employment of people with disabilities in companies?
The answer comes from several places. Studies show that diverse teams and teams that employ people with disabilities are more empathetic, better problem solvers, and more innovative. The reason is that specific needs call for creative solutions, and this creativity will work at a skill level for staff over time.1
Motivation and commitment
Another argument comes from the perspective of employee engagement and motivation: making sure that an employee feels comfortable in a company and becomes an engaged colleague in the long term is not just about good pay and benefits. A team that provides retention and security and the social goals set by the company all play a huge role in employee motivation. In the competition for talented and engaged employees, companies’ DEI (Diversity and Inclusion) principles, i.e. their diversity, inclusion, and equality strategies, are a key element. Thus, an important focus in the recruitment process is to ensure that potential employees are aware of the DEI measures of the company. 39% of global jobseekers have already turned down a job offer or not applied for a position because they did not feel the atmosphere was inclusive and diverse, according to an international 2020 survey2. Another global 2020 study found that 60% of employees expect company management to publicly address social and societal issues3. Representation of people with disabilities in the workplace, for example, is not often done in the media, or on social media channels – what a huge source of pride a colleague must feel to see their company represented in important social issues. This trend is particularly strong among young millennials and Generation Z, for whom a diverse and inclusive company is one of the most important criteria when choosing an employer4.
Specific needs, global positive impacts
A third approach emphasizes diversity of thinking, which plays an important role in avoiding turnover. Researchers at a global financial advisory and risk analysis firm define inclusive cultures as those that support the diversity of thought, which can thrive, among other things, as companies hire employees from different backgrounds, experiences, and needs – in many cases, colleagues with disabilities. It also means that it significantly expands the company’s ability to respond to turnover – because if you want to keep a good professional for the long term, you will adapt to the needs of the employee, whether physical or psychological.
Take for example the importance of accurate feedback for a person with autism, or the provision of a home office for a wheelchair user – the introduction of these are also very useful and positive for able-bodied colleagues.
Organizations with an inclusive culture are twice as likely to meet or exceed their financial targets, three times more likely to perform at a high level, six times more likely to be innovative and resilient, and eight times more likely to achieve better business results than those without such a culture. – according to the international financial consultancy firm5. In fact, companies that do not employ 1 disabled person for every 25 people will have to pay a so-called rehabilitation contribution, currently HUF 2.4 million per year for each absent person with a disability.
In conclusion, the economic benefits and encouraging research results are of enormous value. In a disability-inclusive team, you can experience the joy of diversity, there is a huge self-awareness benefit, and, last but not least, it is an important social responsibility to choose to have a disabled person on the team.
References:
- Ellingrund, E., Baller, S. (2023). Global Parity Alliance: Diversity, Equity and Inclusion Lighthouses. World Economic Forum.
- McKinsey Company. (2020). Understanding Organizational Barriers to a More Inclusive Workplace.
- Edelman. (2022). Edelman Trust Barometer. 2022.
- Leigh, S. (2022). What Do Gen Z Want from Employers?
- Shaikh, A., Lamar, K., Brown, C. (2018). Repairing the pipeline: Perspectives on diversity and inclusion in IT.
