By Gina Brady
At this point, many companies have heard the benefits of having a diverse staff. From creative problem-solving to increased production to broader perspectives and knowledge, companies may significantly benefit from a diverse team. As a result, many companies have committed to increasing workforce diversity.
Still, going into 2024, employers have an opportunity to become more diverse by hiring people with disabilities and neurodivergent people. With about 4% unemployment in the general population, Deloitte reports, “85% of people on the autism spectrum are unemployed.” Similarly, the U.S. Department of Labor reported, in 2021 that “19.1% of persons with a disability were employed,” meaning around 80% of people with disabilities are unemployed.
Of course, these numbers only reflect what people report, and recent studies tell another story. Around 25% of working professionals have a disability, with only 5% disclosing the disability to their employer.
Why would people choose not to disclose this information? Employees may keep it private so they’re not categorized as disabled, viewed as “other” or seen as incapable because they have a disability.
Perhaps the concern isn’t whether people with disabilities are capable. Rather, the question is whether companies are open to allowing people with disabilities to succeed.
Emily Brown, a disability advocate, speaks to this line of thought with her personal experience: “I graduated with honors from Hamline in May 2022 with two degrees in writing, ready to start my adult career, but couldn’t find work due to having cerebral palsy, which causes a speech impediment that prevents me from answering phones.”
People on the autism spectrum, people with ADHD, neurodivergent people and people with disabilities have strengths and abilities that can benefit companies. Some people can hyperfocus on solving problems and recognize patterns. Others are excellent with time management and are creative thinkers. These skills can be huge assets to a company.
While many of these candidates would be great employees, they may be discouraged from applying for jobs due to a lack of accessibility or unnecessary role requirements listed in job descriptions.
To accommodate a more diverse staff, including people with disabilities and neurodivergent people, companies need to go beyond supports for one individual. Companies should consider adjusting the overall work environment. You can be more inclusive to a diverse staff by adapting the work environment in these 5 categories:
Online Presence
- Include your values and a statement about your commitment to DEI on your website and in other public places—and back it up with evidence of those commitments. Specifically, how your company is inclusive to people with disabilities.
- Make your website or apps accessible with add-ons like closed captions, color contrast, text and images.
- Include people of various physical abilities on your website and on social media.
Job Posting
- Include short sentences and brief paragraphs. Avoid jargon or cute/trendy approaches if these obscure clarity.
- Focus on listing the responsibilities rather than requirements. Do not include nice-to-have qualities, as that may dissuade some otherwise capable candidates.
- Include a description of the working environment. This way, the candidate can consider for themself whether the role is compatible with their capabilities.
- Share the job posting in multiple networks, including job sites that cater to providing employment opportunities to people with disabilities.
Interview Process
- Offer alternative styles of interviews, such as video or email.
- Before and during the interview, make efforts to accommodate the candidate’s preparation and comfort. Tell the candidate what to expect for the interview’s duration and dress code. Consider sending sample interview questions ahead of time. After they arrive, check in with the candidate to see if they’re comfortable. Some candidates may choose not to make much eye contact during the interview.
- During the interview, ask questions related to the position and the person’s accomplishments. As outlined by the American Disabilities Act (ADA), don’t ask questions about a person’s disability, including how a person’s disability impacts their work.
- During the interview, provide a written copy of interview questions to support candidates who are visual processors rather than auditory processors. Allow the candidate time to process before responding to each question.
Onboarding
- Match the new hire with a mentor or supervisor, and outline what questions the supervisor can answer.
- Provide clear instructions and feedback, including in a written format that the new hire can reference.
- When teaching new skills or tasks, ask the new hire to demonstrate understanding by teaching it back to you.
- Provide schedules, workflow charts and other supportive visuals to help the new hire understand the company structure and workflow structure.
Work Culture
- Provide a quiet room or calming space where an overstimulated employee can retreat to self-regulate.
- Allow employees to have some control over lighting and sound levels, or to work from rooms that may be more sensory-friendly.
- Allow and encourage employees to use coping tools, including fidgets.
- If their role can be completed remotely, some employees with disabilities or neurodivergent employees may appreciate working from home. In these situations, be sure to clearly define their performance expectations.
Remember, employees with disabilities are a part of your team, not in their own disabled group. Compensate them fairly, as part of your team.
Gina Brady is a senior therapist II, sensory supports and training program manager at Fraser.
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This article was originally published on diversitycomm.net.