Beyond legal obligations: Fostering a disability-inclusive culture

Whether it’s through the chance to lead a project, get a promotion, speak at an event, or receive rewards and recognition, employers who provide opportunities to showcase all employees increase employee engagement. Employees at every stage of their career are assured and energized when they see someone who looks like them in a position they aspire to, given every opportunity to succeed.

As Vice President of Talent Management at University of Phoenix, I have spent a lot of time observing how a company can spotlight its commitment to a diverse workplace to show they implement these not only enthusiastically, but also visibly: highlighting programs so employees can benefit from them directly as well as witnessing these programs in action. This enthusiasm elevates compliance to something more invaluable—and that can make the difference between a company simply being a place to work to being an employer of choice.

From compliance to commitment

Companies devote significant time, resources and money to ensure compliance with legal obligations under federal, state, and local laws. Policies are developed, managers and employees are trained, and compliance is measured. However, there is a huge difference between compliance with rules and commitment to employees. In the former, boxes are checked, and businesses are kept safe from legal action or consequences; while in the latter, employees—and their employers—thrive and grow.

It is well known that a diverse workforce improves business results. To achieve these results, employers must continually demonstrate their commitment to a diverse and dynamic workforce, whatever that may look like. This includes hiring and supporting employees with diverse backgrounds, and those with diverse abilities. Employers should leverage the variety of experiences of all employees, and employees with disabilities are no different.

Challenges and opportunities

There are many challenges and opportunities in supporting employees with disabilities, the first of which is understanding what an employee with a disability is. Despite a broad 30% of the workforce living with disability, common definitions are startlingly narrow, centering physical characteristics (visual or hearing impairments or the use of a wheelchair), in a way that is itself generalized and lacking recognition of individual capabilities.

Furthermore, this narrow definition omits employees who have an invisible disability—despite the fact that 62% of employees with disabilities agree that people do not know they have a disability if they do not disclose it. This means that while 30% of employees have disabilities, many do not feel comfortable revealing them—in fact, just 39% have told their manager, and even fewer (21%) have told HR.

With this knowledge in hand, managers must think differently about what an employee needs to be successful: Too many believe that employees with a disability must be treated differently than other employees—which breeds anxiety over “special” treatment or centering a stereotypical view of disability rather their individual capabilities—when in fact, they may need something different to successfully do their job. How do we, as employers, meet the needs of the individual employee without giving extra favor or the perception of extra favor/?

Most importantly, this goes beyond employers’ legal obligation to explore and provide reasonable accommodations, and instead focuses attention on a huge opportunity to educate employees and managers about the diversity that makes up the workforce, specifically in terms of individuals with disabilities offering unique talent and value to the team—just as all employees due, regardless of their specific needs.

Meeting the needs of employees with disabilities

Employers can best serve employees with a disability—and all employees for that matter—by creating an environment and culture that is welcoming, supportive, and accepting for everyone. Every employee brings not only their skills and ability to the job, but their whole self, and companies can benefit from embracing that.

Related: Employer-provided short-term, long-term disability benefits at record highs

For employees with disabilities, this environment includes a culture in which employees have a sense of psychological safety: employees must feel able to discuss difficult topics without worry. Instead, employers can assure employees that they can disclose specific needs to challenges, regardless of the complexity. For many, this can be something as simple as the need for slightly different work hours or a specific support tool—simple requests that can nevertheless weigh heavily on employees who fear being viewed or stereotyped as inferior, or worrying about not getting the next big assignment or a well-deserved promotion.

With psychological safety mechanisms in place, employees can have these candid conversations with as little stress and as much support as possible, allowing them to refocus their energy on their work, where they can thrive and show value.

One such important safety mechanism is the respectful use of language. Employers must be conscious of casual or inappropriate references to disability that are so commonplace in our society; for example, the use of the phrase “Oh, my OCD is kicking in” when wanting things a certain way or “that’s triggering my PTSD” about a work stress. Those phrases and use of language can often make someone think twice about disclosing for fear of being the subject of a joke. By being aware of language’s role in psychological safety, employers can reduce stress and instead reassure and even invigorate employees.

 A continuing work in progress

Every employer addressing any employee’s unique needs must first stop and think. Every employer has an employee with a disability, some visible but many invisible. Every employee should be provided with the same opportunity to be successful and progress in their career. Every employer has the opportunity to create a culture where every employee can bring their whole self to work.

Julie Fink, vice president, Talent Management, University of Phoenix