Disability Disclosure, HR and Me

I was once told, directly to my face. "I don't want you in my team because you're disabled", after disclosing during an on-boarding process. I had a role withdrawn after disclosing post interview with no real explanation

... and I am not alone.

Things need to change and have needed to for a very long time. It is not the responsibility of disabled people to do this but it is a burden carried by them, like all outliers. Organisations need a mindset shift; CEO's and C-Suites, Hiring Managers, HR and Recruiters. The people making decisions, signing-off policy and allocating funding. Those with the power and influence to implement and sustain change. All who are ultimately accountable, whether they are of that belief or not. There must be an inclusive person-centred approach and a real commitment to delivering that. The old, "we welcome applicants from all backgrounds ..." spiel doesn't cut the mustard - its not enough on its own.

You're disabled under the Equality Act 2010 if you have a physical or mental impairment that has a 'substantial' and 'long-term' negative effect on your ability to do normal daily activities. 

I have lived with my disability for seventeen years (Fibromyalgia and an Auto-immune disease, meaning I am immuno-compromised). And because of my previous penchant for gig-work. I've been through my fair-share of Occupational Health processes - I know what best practice looks like. I've worked alongside HR Operational teams, been in a unique position to whisper in the ear of those making policy decisions, that will affect disabled workers. But due to past experiences, self-preservation was firmly in the driving seat and for a long time, I remained silent - that is no longer the case.

I am in a position where I have the choice not to disclose. It is a position of privilege - to use an old phrase "I could pass". Being in camouflage, feeling vulnerable, living a double life. It is no way to live and no-one should feel compelled or subjected to do that for any reason. It can take it's toll on both mental and physical health. I have spoken in the past about being naturally reserved. My disability never contributed to this but the reaction to my disability, definitely has. I kept myself small to protect myself. I know of disabled workers who become more extrovert to fit in and not appear the odd one out. Not wanting to be viewed as "the person with the problems", as one colleague once told me. This is in response to feeling like the rug could be pulled from beneath them at any time. Presenteeism is rife in the disabled community due to this.

That being said, I have also had really good experiences. Working with organisations that accepted what I needed to help me deliver in role, as a part of who I am. And not baggage they had to deal with. Encouraging working from home for all colleagues and not just a reasonable adjustment, at a time when requiring this was still extremely controversial - less so now. I've had line managers who took the time to understand my conditions and colleagues who could spot when I was putting on a brave face and offer support. That is why I disclose, because organisations can get it right! They knock it out of the park. But those occasions need to be part of the "the new normal".

The pandemic has given us all time to pause, reflect and grow. And with that, I have now made a conscious decision to use my voice. Highlight how decisions, policies and practices can inadvertently put disabled employees at detriment. Isn't that risky? Potentially, yes. Is it the right thing to do? Absolutely, 100%

Did you know?

There are currently 14.1 million disabled people in the UK. Of those, 7.7 million are of working age

According to the Office for National Statistics (ONS) 4.2 million disabled workers were employed in 2019

It is important to remember, that not everyone discloses and those numbers are likely to be higher.

That's a big talent pool! Untapped! The HR profession - the People Profession, this is where we need to do better. If not us, then who?

Something is broken. Missing. I think I know what that something is. Spoiler alert... It's EMPATHY and KINDNESS. And they are 100% FREE, ethical and humane!

We need to fix the door to allow more disabled workers to reach their potential and contribute to society. Obliterate the bias that create the obstacles that the Equality Act 2010 is supposed mitigate.

I fell into HR. I made it my career because I love it. Because it fits my core purpose to serve others and improve lives. Getting people from point A to B and beyond. Solving problems. Helping people fulfil their career ambitions. I live for the Human in HR.

In my career, I have seen the good, the bad and the ugly. The pitfalls that can be an absolute minefield and sadly, some blatant disregard. As a HR professional. I want to ensure my colleagues are able to perform and deliver for the organisation. This can only happen when the circumstance, the environment and the culture allow, they need to be happy. They need to want to come to work (wherever that is). To feel they belong, are trusted and valued.

It is not a one-size fits all approach. What works for Ahmed may not be appropriate for Sally and vice-versa. We need to look at the individual needs and build out from there, for everyone. That starts with your organisation before you even go out to hire. The environment needs to be sound internally, so that when a disabled worker walks into your organisation, they stay. Then deconstruct your hiring process. Consult with your current disabled employees (if they are comfortable). Ask how you could have made their Candidate Experience better. Work together to make your hiring processes more inclusive

Let's fast-forward...2020

A recent Citizens Advice survey discovered disabled workers (as well as parents and carers) have been at higher risk of redundancy since the pandemic began.

Although the new research shows the risk of redundancy is widespread, with one in six (17%) of the working age population facing redundancy, it indicated that those in more vulnerable circumstances are likely to bear the brunt. The charity’s survey of 6,000 people shows: 

One in four disabled people (27%) were facing redundancy. This rose to 37% of those who said their disability has a large impact on their day-to-day life. 

Half of those who were in the shielded group (48%), as they were extremely clinically vulnerable to coronavirus, were at risk of redundancy

This is of course, unfortunate, but sadly not all that surprising. It is the main reason those disabled workers who are able to keep their disability hidden, will opt to continue. Even potentially at the risk of their own lives during this pandemic.

Make belonging part of the business recovery process.

Become a Disability Confident organisation...

Disability Confident helps businesses:

draw from the widest possible pool of talent

secure and retain high quality staff who are skilled, loyal and hard working

save time and money on the costs of recruitment and training by reducing staff turnover

keep valuable skills and experience

reduce the levels and costs of sickness absences

improve employee morale and commitment by demonstrating that they treat all employees fairly

18,000 organisations have already signed up to the scheme at various levels (Level 1 Committed, Level 2 Employer and Level 3 Leader) creating environments where disabled employees can thrive and contribute.

Keep the conversation going...

We know creating a culture of Psychological Safety is great for building high-performing teams. Imagine the affect on disabled workers, all minority communities. Building trust, allowing for open and honest conversations, being able to be their true selves will encourage disabled workers who may not have disclosed previously, to feel confident enough to do so. It is at that point, management and HR need to work together to set up the disabled worker for success. By listening and acting upon their specific needs - ultimately making them a much more effective employee when the support is implemented. But this isn't a one and done process, regular review is required as we know all to well how quickly things can change.

I am a keen mental health advocate and would encourage everyone to look at the links between Mental Health, Stress and physical conditions. HR in particular, need more awareness of this to be able to better support our internal customers to manage their health and reduce long-term sick leave and high turnover in disabled employees.

We NEED Equity! Yes, this takes more effort than the usual but the ROI has to be worth it, right? Higher levels of productivity because our people are happy. Increased creativity and innovation because we have diverse and community-reflective workforces. BOTTOM LINE, is that you?

Support for Individuals and Organisations... it pays to know

• Remploy offer information, advice and guidance to disabled jobseekers, employees and training to organisations. They have really useful resources around mental health. For anyone in the Apprenticeship Management field, if you haven't already, I would check out the Apprentice Mental Health Support.
• Access to Work offers financial support for individuals in the form of a grant, you must be in a role or self-employed to access this. Organisations can claim back monies spent on reasonable adjustment equipment via this government department.
• Disability Confident employers list - CSV file, just filter on your post code!
• Business Disability Forum a non-profit building bridges between disabled people, businesses and government.

I am in no way a DEI expert but I felt my experience may be of some value to others. I hope this article generates conversation in boardrooms, where decisions can be made that positively impact disabled workers lives. A big ask... but I live in, you guessed it, hope!

NOTE: I would never want to perpetuate the stereotype that all disabled people use wheelchairs however the image felt appropriate given the wider context.