Are you finding that ideas are stagnating in your organisation? Are team meetings boring and there’s no fresh perspectives? Have you been worried that your business is just going through the motions and your outputs aren’t increasing?
If this sounds like you and you’re ready to change this, you may be interested to know that the solution is pretty simple! All you need to do is increase the diversity!
“People with different lifestyles and different backgrounds challenge each other more. Diversity creates dissent, and you need that. Without it, you’re not going to get any deep inquiry or breakthroughs. The dynamic created by dissent prevents organizations from becoming too insular and out of touch with their increasingly heterogeneous customer base and as a result, working teams are able to come up with a wider range of solutions to business problems.”
For business and government, the risk when recruiting people from the same background as the staff they already have is that they’ll stagnate, both in terms of profits and sales, and in terms of creative problem solving, and a lack of appropriate policy approaches to solve problems faced by governments.
When employers think of ‘diversity’, they often forget how broad the spectrum of diversity can be. Diversity in one organisation may mean equal numbers of men and women in management positions, rather than a broad range of backgrounds which includes women, who belong to communities ranging from the multicultural to Australian Defence Force members and their family, people with a disability, LGBTIQ, refugees, carers, and older workers.
There is a growing body of academic research which focuses on case studies of businesses who have diverse workforces, that show where inclusion and diversity exist side by side, problem solving improves, decision making improves, innovation rates are higher, efficiency is higher, and the results of better working in all areas reflects in outputs or profits.
The McKinsey organisation has studied various different types of diversity in different companies, which shows that where genuine inclusion exists, lateral thinking, creativity, innovation and better decision making rates are higher.
So what is the difference between diversity and inclusion?
You can’t do diversity without inclusion.
Where inclusion does not exist, nothing will improve regardless of how diverse your workforce is. One definition of inclusion is ‘a work environment in which all individuals are treated fairly and respectfully and have equal access to opportunities, resources, and are able to contribute fully to the business’s success’.
Inclusion is more important than diversity in terms of increasing business success, driving innovation and better decision making. You may employ a person from a background which has differences, but you will not achieve better results without ensuring inclusion is also a priority. Genuine inclusion – an appreciation that differences bring different perspectives and different approaches to problem solving.
The research shows that diversity – when managed with proper inclusion – leads to increased sales revenue, increased customer numbers, increased market share and increased relative profits.  It’s important in the public and community sectors as well, with research showing that a diverse workforce with inclusion is more adaptable to change, is more innovative and creative in problem solving, have more solutions to business problems and policy making is more innovative and creative.
And interestingly, for human resource professionals, once you have a diverse team, you open up the recruitment talent pool because diversity is attractive to millennials. Young people entering the workforce for the first time after studying are attracted to diverse teams, and they make up 53.6% of the talent available.
Real commitment is needed from all levels in an organisation, from CEO level to middle management, to team members, to the notion of inclusion. Advertising a job on a website such as ours, without committing to inclusion, will not bring the benefits that diversity can bring. Overcoming prejudice in hiring is a business-wide, company-wide, or department-wide responsibility, but the pay off shows in performance outcomes and business results.
This requires not only a business or departmental wide commitment to inclusion, it needs a moral commitment. Tokenism without inclusion won’t bring the results that the research shows are there for businesses and governments if diversity and inclusion is a priority.
So if you’re ready to make both the business and moral commitment to diversity, and ready to lift sales, performance, and reap the benefits of innovation in your business, government department or social enterprise, you’re ready to advertise with Enabled Employment. S o give us a call at (02) 6162 5127 or send us an email at email@example.com and we can assess your requirements and find you qualified staff who will increase your diversity.
And if you’re from a background that’s a little different, whether that’s a disability, age, caring responsibilities, multicultural, Australian Defence Force or LGBTI, we are confident that employers advertising through our website offer genuine inclusion – and diversity - so check out our jobs at www.enabledemployment.com/jobs and get applying.
 Desvaux, G., Devillard-Hoellinger, S., and Baumgarten, P. (2007), Women Matter: Gender Diversity, a Corporate Performance Driver, New York: McKinsey and Company
 Herring, C. (2009), “Does Diversity Pay?: Race, Gender, and the Business Case for Diversity” American Sociological Review, Vol. 74, No. 2; pp.208–224.
I was asked a question the other day that made me think. I get told constantly that I have a different way of thinking, and it is so different that it’s enlightening. But why is that? I always thought I followed the common principles of common sense, but after mulling it over and chatting with my staff, who are also like minded, I thought I should write something about it.
The question I was asked was ’do you have a breakdown in your database on the severities and types of disabilities your candidates have?’ My immediate response was a bit of a laugh and ’no, of course not!’, but in my head I was thinking ‘Why are they asking me this?’
After a moment I realised I was going to have to elaborate on why, because it was assumed it would be a standard information category we would record.
My response was, and is, I don’t care what a person’s disability is, I care about who is the best candidate for the job. I explained that I could give a breakdown on the skills people have, because when we want to fill a role we need this information, and I also need to understand our skills base for when I’m talking with an employer about what we can offer them as a recruitment agency. But why does it matter what the person’s disability is?
Yes, should the candidate get the role or have special requirements for the interview this might be relevant information, but again, we don’t need to know what someone’s disability is, we just need to know what flexibility or reasonable adjustment they may need to perform the best they possibly can in the role.
Which brings me to another thing we are constantly asked, ‘what is the candidate’s disability?’ We respond with ‘it doesn’t matter’ and we are met with ‘but I need to know to make sure I do everything right for the candidate’.
We explain that this doesn’t matter for two reasons: firstly, because when you disclose someone’s diagnostic label (always with the permission of the individual concerned) the unconscious or conscious bias beast will raise it head. And secondly, everyone is an individual and all an employer needs to know is what that person needs to do the job at the best of their ability. I’ll get to the first one later, but let’s think about the second one.
One thing we do for businesses and candidates before anyone starts in a role (or attends an interview if it’s needed), is broker accessibility requirements. We include information and an open platform to discuss what is needed for the candidate to perform at their best, this can include written information, separate conversations between a candidate and a business, right down to an open conversation if this is what the candidate wants. Ninety five per cent of these requests are for flexibility: for example, I need to start and finish earlier as twilight can affect my vision, or, I need to start late because I have anxiety in the morning, or even, I can work four days in the office but need to work one day from home as I am too exhausted from travel each day.
Yes, occasionally we do have physical access requirements that needs attention, but these are the minority, but that seems to be the thing that businesses worry about the most. They worry about the cost, the inconvenience, whether it will be enough? Again this is not such a big deal. My Media Liaison and Communications Manager worked in a government office which refused to contemplate a request for a change to the heavy manual open fire doors between the office and the kitchen. Sharon uses a walking stick and had no trouble opening the door at most times, but when carrying a coffee it was impossible to open the door holding a walking stick in one hand and a coffee in the other. She had to ask someone for assistance to open the door. You would think was no big deal but when it happens a couple of times a day the person nearest to the door was the only person available to help, and eventually made a complaint about having to open the door. What’s that? Yes, the person with no disability was the one that made the complaint! So from here, matters went into a tailspin, how were they going to afford the change to automatic sliding doors? What about the inconvenience to staff? Would these sliding doors meet the fire safety requirements?
You know what was funny about this? No one asked Sharon what she wanted. When it got down to it, she would have suggested that a shelf be put in near the door where she could place her coffee, open the door, walk out and then grab her coffee, letting the door shut. The solution was a $10 shelf, not thousands of dollars worth of renovations to the kitchen door.
This shines a massive light on why we always tell our businesses to just ask the person with a disability what they need. Not what they need for their disability, what they personally, as a human being, need.
There is a Government fund set up for this exact reason, so even changing to sliding doors would be no cost to the business – but that’s another story for another day.
So let’s get back to thinking about people with disabilities as a person, a human, a human with hopes and dreams, a human that can tell you what they need rather than you making assumptions for them. My first point earlier about assumptions and conscious and unconscious biases.
One thing I really struggle with is the demand for people to know ‘diagnostic labels’. What does it matter if Joe Bloggs has Multiple Sclerosis or Jane Doe has a mental illness? My thoughts are that once you know what a person’s diagnostic label is you start making assumptions about what that means. I’ll use my own example. I have severe anxiety, always have, and have examples of it included in my first memories. It has never affected my ability to be a fantastic employee, in fact it made me a better employee because I would throw myself at a project with everything I had. I would rather be working than anxious. For this reason I moved up the ranks quickly and found myself as an Executive Level 2 in the Government at the age of 31 which is when I had my first child.
And at that point, I was diagnosed with post partum thyroiditis, which meant my medication wasn’t working and I was living a 24 hour nightmare of panic disorder. The way my anxiety presents itself is as de-realisation, a state where you feel like you are waking up from a dream and nothing is real – and it’s terrifying! So of course, I wanted to get back to work ASAP and I did. The problem was I couldn’t work full time and had to disclose my disability.
And then the assumptions started, no one wanted to get me stressed, no one wanted to overburden me, no one wanted to ‘set me off’. So you know what happened? I was given nothing to do, given no staff and then avoided at all costs and cut out of the loop on the business of the branch. This was the worst possible thing for me, and my mental health spiralled out of control until I approached suicide. Fortunately for me, Enabled Employment sprung up in my head and was my saving grace. But, you know what my answer would have been if I had been asked? Give me more work, give me more staff, give me things that are challenging and stress me out! Because, if I’m worrying about those things I have no time to be anxious and I will get better!
Every single disability affects a person in a different way, we are all individuals and disability doesn’t discriminate. In fact it is the only minority group you can join at any stage in your life!
So why are people barraging businesses with information about everything that can go wrong when a person with a disability starts working with them? People with a disability are statistically less likely to have something go wrong than their peers so why do we set them up for low expectations or failure? Why can’t we just ask what they need? Treat them like the human being that they are, and cut out the fear and assumptions.
What we all need to do is just apply the principles of common sense. Flexibility in a role should be a given unless there are operational requirements that make it impossible. Not only is this good for people with disabilities it’s good for everyone. Have you asked your employee’s what they need to perform the best that they can in their role?
There’s a lot of chatter on various different social media platforms today about ‘equality’. Generally, equality is defined as equal opportunity for women, LGBTI, cultural or religious groups. Strong advocacy and decades of organising have given these groups a voice, and raised awareness of the issues. People still rage against inequality, rightfully so, and talk of the glass ceiling, and lobby for better work opportunities.
But do a google search on the term ‘disability employment policy private sector Australia’, and for the first ten pages of results you’ll find two things; government diversity policies – necessitated by Australia’s signature on the United Nations Covenant on Human Rights, and supported employment providers in Australia.
Ironically, those with the strongest policies on disability employment – the public sector – seem to be losing the ability to employ people with disability, with Australian Government employment statistics showing a dismal participation rate, which has dropped alarmingly in the last decade.
But, back to the search engine - it’s not until the tenth Google results page or later that you’ll find some of our more progressive Australian private sector employers with specific inclusion strategies for people with disability.
While diversity policies exist in the private sector, the definition of ‘diversity’ is often vague, and acknowledges the minority groups with strong lobbying activists, LGBTI, multicultural and religious groups.
Disability is sometimes missing entirely.
Why is that?
The public sector and political approach to disability employment relies heavily on the not-for-profit ‘supported’ employment model. This model uses subsidies from the Australian Government to fill roles and ensure adaptive technology, workplace modifications and training are undertaken prior to placing a person with a disability in employment. This is a valuable, and necessary part, of disability employment in Australia’s public, private and community sectors.
But it’s only partly the answer. And it’s expensive, and relies on an employer being ready to ‘adapt’ to a person with disability working for them. With a lack of awareness in diversity policies, or no diversity policies at all, disability employment participation rates have little to no chance of improving from the current unemployment rate for people with disability. Seventy five per cent of people with disability in Australia don’t need supported employment, aren’t covered by the NDIS, and have skills ranging from post-graduate degrees through to Certificate IV’s, and many – who acquire disability in their lives, have a great deal of work experience prior to incurring disability.
What should we change?
There’s really only one thing that needs to change. We all do it. We all check our work emails from home, or finish off that proposal or tender from home, or work on our graphic design or publication from home to stay on track. We might keep it a secret, but we all do it. Most of us can log in from home, and we can’t help ourselves.
It’s called telework, and it’s the easiest adaptation anyone needs to make to improve disability employment participation rates.
Teleworking removes lots of barriers for people with disability.
Transport can be a major hassle if you don’t drive, and rely on public transport. It’s also exhausting for some people with disability, eating into their energy reserves and reducing their possible working hours.
Then there’s entering an office. You might have a fully disability access compliant office, but I guarantee there’ll be something that presents a barrier – mostly fire doors – which are heavy and not able to be modified to assist access for a person with disability.
Your systems may not be compatible with vision assistive technology. While access for service dogs is legislated, people still complain about animals in the workplace – including guide dogs for the vision impaired.
Then there’s the stereotypes people with disability need to contend with and challenge. Each disability presents it’s own difficulties, whether it’s social anxiety, physical disability, vision impairment, or a mental health issue. But the biggest difficulty by far is dealing with people’s reactions to it, when it’s disclosed. Some of us have no choice but to disclose – it’s obvious, but some people have ‘invisible’ disability, and have a choice about whether to disclose or not.
What’s the answer?
Let’s just admit it, our definition of diversity doesn’t automatically include disability when we write our policies, unless we’re in government or the community sector. And when it does, the focus is on adapting the person to the workplace, not the other way around. We need to review our definitions in light of the growing number of people with disability – which is set to grow with our ageing population.
Teleworking is an ideal way to provide employment opportunities to people with disability. People who also have years of work experience, qualifications and a great desperation and willingness to work. Telework opportunities mean people with disability have true flexibility in their working conditions. Working from home in an environment which is socially and physically comfortable ensures we are able to work at our own pace, at our own time, and with safety and comfort.
Think about people with disability next time you log on to work from home.