Unlocking potential: Best practices for an inclusive workplace for employees with disabilities
According to the WHO, approximately 16% of the world’s population- about 1.3 billion people- live with a disability. The Convention of the Rights of Persons with Disabilities (CRPD) defines this as ‘having a long-term physical, mental, intellectual or sensory impairment that – in interaction with the environment – hinders one’s participation in society on an equal basis with others.’ Simply put, having a lasting condition that makes it harder to participate equally in a community. As the planet’s largest minority group, high relevance is attributed to creating an inclusive environment for this vulnerable population. People with disabilities are at risk of lower levels of employment, resulting in higher poverty rates. For these reasons, different organisations are expanding their efforts to promote the full integration of people with disabilities into society. For example, the CRPD successfully got 185 countries to work toward increasing the awareness of disability-inclusive employment by advocating for their rights within the work marketplace. These international efforts highlight the importance of building a supportive and empowering space where people with disabilities can economically and socially thrive.
Nevertheless, research show that employment opportunities for people with disabilities remain extremely limited, as they are less than half as likely to be employed as those without disabilities. While 90% of organisations agree that diversity should be a priority, only 4% create inclusive policies for people with disabilities. According to research by NPQ, a nonprofit news institution dedicated to advancing social justice, a common reason why organisations do not develop programmes that promote disability inclusion is the perception that people with disabilities are not able to do the jobs on offer. Data also demonstrates that some employers might wrongfully think that employees with disabilities cost too much, require constant supervision, excessive training, and cannot multitask or perform tasks fast enough. Recognising the crucial need to challenge these beliefs and generate change, the United Nations included specific targets addressing disability through the Sustainable Development Goals (SDGs) framework to increase the employment of people with disabilities.
This call is gaining traction as several managers recognise that people with disabilities are as capable of successfully performing jobs as those without disabilities, when given the opportunity. The solution lies in developing strong policies and inclusive practices aligned with the SDGs to drive meaningful change and actively promote inclusion to ensure this opportunity is available. Research suggests that actions should focus on: offering equal opportunities through inclusive hiring practices to attract and retain people with disabilities; creating tailored programs; fostering an inclusive culture; raising awareness across all departments about their needs and capabilities; and providing training that empowers them while supporting their career progression. Organisations that implement these initiatives are increasingly recognising the benefits of hiring people with disabilities, not only to drive business performance but also to address tackling social inequities.
Disability inclusion to drive business performance
Target 8.5 in SDG8, Decent Work and Economic Growth, aims to “achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value.” Inclusive workplaces directly support this goal as organisations implementing such policies and practices benefit from increased productivity and employee satisfaction. This is because the wellbeing of all employees, not only those with a disability, is enhanced. This in turn, improves employee engagement which leads to lower levels of attrition as well as enhanced motivation and innovation. Furthermore, research from Managing Diversity in Business indicates that organisations implementing inclusive policies and practices attract a greater talent pool which result in higher retention rates because they provide opportunities that encourage applications from individuals with disabilities. Simultaneously, they also address employment barriers faced by people with disabilities through training and career advancement. Moreover, cultivating a workplace culture where disabled employees feel supported and have a sense of belonging brings an additional benefit specific to the hospitality and tourism industry: the potential to combat the labour shortages due to reduced turnover. Research also suggests that employers in the sector have an opportunity for integrating people with disabilities into their operations. Tourism and hospitality organisations that prioritise inclusive hiring practices for integrating people with disabilities have observe reduced turnover, an expanded talent pool, and the previously mentioned benefits, such as the InOut Hostel in Barcelona, which serves as a living example of these advantages.
This accommodation facility was founded in 2004 by the non-profit organisation Icària Iniciatives Socials. For over 20 years, 90% of the hotel’s team has been made up of individuals with physical and mental disabilities. This project was created because, in their own words ‘It is important that people with disabilities are made visible, that they have the opportunity to work in public, because they exist.’
As part of their inclusive hiring process, InOut understands that attracting talent means welcoming applications from all people, regardless of their abilities. After selecting new candidates, tailored training is provided specific to each employee’s disability and their role within the hotel, including reception, housekeeping, restaurant, and maintenance. InOutprovides mentorship to monitor employee wellbeing and promote a sense of belonging. Employees also receive ongoing training to create a career advancement path, increasing employee retention and motivation while creating a stronger company culture. As a result, InOut benefits from high levels of productivity and engagement which is translated to exceptional customer service. Many reviews highlight the professionalism, attentiveness and warmth of staff, with many guests indicating they would stay in the hotel again. In addition to their positive reviews, InOut does not suffer from staff shortages as the organisation has reached its recruitment capacity. In fact, the managers are attempting to come up with solutions to continue hiring. The hotel has received numerous awards for its social mission, operational excellence, and exceptional service delivery, including Hostel World award, Responsible Tourism of Catalonia, Medal of Honor, Hoscar Winner, World Responsible Tourism Award, among others.
Disability Inclusion to tackle Social Inequities
Individuals with disabilities constantly experience isolation and exclusion throughout their lives due to the stigmas centred around their capabilities. These feelings become even worse in the workplace as they often struggle to find somebody to give them a chance. Even when they secure employment, inadequate facilities can create additional barriers to their participation and progression. Despite being willing and able to work, they continue to face systemic challenges that limit their opportunities.
This underlines the importance of SDG10 Reduce Inequalities, and specifically Target 10.2, which encourages the social and economic inclusion of all, irrespective of disabilities or other demographics. Therefore, industry organisations that welcome people with disabilities align their practices with this SDGs to promote social development and reduce inequalities. Welcoming marginalised people into the workforce provides meaningful employment opportunities with fair wages and working conditions, ensuring prosperity for the hospitality and tourism sector. Additionally, creating a person-centred environment by enhancing accessibility benefits all stakeholders. As a first step, authors suggest including assistive tools into operations to ensure smooth workflow. They also encourage management to act as role models that foster an inclusive workplace and eliminate social exclusion. De Pleats Restaurant in The Netherlands shows us how industry providers can do this.
De Pleats Restaurant, The Netherlands
De Pleats is a family restaurant that provides coffee, food, and catering services for weddings, meetings, and parties in Burgum, the Netherlands. When it was founded in 1997, one of the restaurant’s main objectives was to develop human-centred practices. The owners wanted to help autistic individuals and others with neurodivergent conditions enter the workforce, generate income, and engage in meaningful social interactions. De Pleats was inspired by the founder’s personal experience with her autistic child, which deepened her commitment to inclusivity and reflected a family tradition of supporting individuals with additional needs. The owner says that “The most important thing is that people with disabilities don’t want to be separated or treated differently. They want just to be the part of the group.” The establishment currently employs 50 workers, including a diverse mix of individuals with and without disabilities. The restaurant promotes equality and inclusivity by avoiding segregation and treating all employees equally.
De Pleats creates roles and tasks tailored to the candidates’ abilities and uses a hands-on approach to teach them. To facilitate a seamless integration, all workers receive on-the-job coaching, along with both online and offline onboarding programmes, and have the option of speaking to confidentiality counsellors. They also provide small and discreet assistive tools for employees with additional needs, such as using colour codes and pictures to ensure efficient operations. Aiming to lead by example, managers at De Pleats have completed training courses focused on supporting colleagues with special needs to ensure they can provide the appropriate support. These courses taught them how to provide clear, unambiguous instructions and offer compliments to individuals with specific needs. Enhancing inclusivity has produced positive changes in both employee and customer satisfaction with both parties stating that they are satisfied with the atmosphere. De Pleats has won awards for Corporate Social Responsibility in the Netherlands and at the World Young Business Achievers Awards in the United States. The restaurant advocates that true inclusive hospitality should be ingrained in the organisation’s culture and that creating a welcoming and supportive environment for all and not making a distinction between employees with and without disabilities is vital. Everybody has a task and everybody is equally important.
Conclusion
Although there is still some work to be done to advance disability inclusion practices, this blog highlights that disability inclusion is a win-win for both organisations and society. With adequate training, employees with disabilities can effectively perform any task required in the hospitality and tourism sector. Organisations that embrace disability inclusion see enhanced productivity, talent pool, retention, and innovation, as well as higher rates of employee and customer satisfaction. Additionally, providing meaningful employment opportunities aligns the industry with the SDGs while enhancing the long-term sustainability and resilience of the sector. InOut and De Pleats support SDG 8, Decent Work and Economic Growth, by providing employment opportunities for individuals with disabilities, ensuring decent work conditions and promoting both economic and social inclusion. In addition, these tourism organisations advance SDG 10, Reduce Inequalities, through their commitment to attracting, recruiting and supporting employees with disabilities. InOut and De Pleats promote an inclusive work environment, where all employees are treated equally, with many reporting satisfaction and fulfilment from their meaningful work. These best practices showcase that disability inclusion is not only possible but can drive positive changes for organisations.
Author biography: Fernanda Vergara is a Research Assistant in the School of Culinary Arts and Food Technology at Technological University Dublin. Her enthusiasm for learning spans multiple business disciplines, including market research, policy implementation, and the hospitality and tourism sectors. She has conducted research on market preferences for organic wine and has explored diversity, inclusion, and equality within the hospitality industry
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