How to be more inclusive of individuals with disabilities

More than one billion people around the world today are living with a disability. What’s more, 80% of disabilities are acquired between the ages of 18 and 64, the prime working years, according to the United Nations. This means that disability inclusion needs to be on leaders’ minds, particularly as leaders continue to rethink the workplace as a result of the pandemic.

In today’s tight labor market, improving disability inclusion is more important than ever because it can help organizations tap into an underleveraged talent pool. It’s good for business in other ways too. Research shows that diverse perspectives drive better decision-making, innovation, organizational agility and resilience.

Advancing inclusion is not just a priority at the leadership level; it needs to be embedded in the day-to-day behavior of every employee. At Ernst & Young LLP (EY US), disability inclusion has been a long-standing commitment. It can be traced to our 19th century beginnings, when co-founder Arthur Young, an attorney who was deaf and had low vision, took his talents to the field of accounting and built what has grown into a global organization. Since then, diversity and inclusion have been embedded in everything we say, do and build. We’ve found the following tips helpful in advancing our disability inclusion journey:

Watch your words

You may offend someone without even realizing it. Words like “crippled” and “handicapped” are not considered respectful in most countries. It’s generally best to refer to “people with disabilities.” Individuals may have other preferences, so it’s always a good idea to ask how people like to refer to themselves.

Just ask

Before assisting someone with a disability, ask the person if they want it. By assuming that a task or activity is burdensome for someone, you may be limiting their opportunity to be independent or to contribute. To know what someone with a disability can comfortably do, just ask.

Respect differences

People with disabilities can accomplish what people with typical abilities can accomplish; they just may do it differently. This is true not only with apparent disabilities like vision, hearing or mobility issues, but with non-visible disabilities too. People with serious health conditions may have less energy on some days, for example, so they may need to work flexibly to stay productive.

Resist judgment

People with disabilities aren’t heroes or victims. People with serious health conditions who “don’t look sick” aren’t any less ill. Disabilities don’t define a person – positively or negatively – any more than blue eyes or black hairdo. A disability may be more or less important to a person’s identity. Abilities and attitudes vary; character and talent are universal.

Disability is a natural part of being human. Nearly everyone will experience a disability at some point or know someone who has one.

Embedding these four practices in our day-to-day work can foster more inclusive workplaces for not only individuals with disabilities, but for everyone. The world works better if everyone contributes; organizations thrive when all employees are productive and high-performing. It makes sense for all to join in fostering inclusive workplaces that enable all persons to do their best work.

Lori Golden is abilities strategies leader with Ernst & Young. The views reflected in this article are the views of the author and do not necessarily reflect the views of Ernst & Young LLP and other members of the global EY organization.