Deloitte’s Disability Inclusion @ Work 2024: A Global Outlook report delivers an essential lens into the challenges and opportunities for workplace inclusion. Based on a survey of 10,000 employees with disabilities, chronic health conditions, and neurodivergent individuals across 20 countries, this report not only highlights key data but also provides actionable recommendations for employers.
The Gap Between Disclosure and Accommodation Requests
One of the report’s standout findings is the high disclosure rate of 88%. This statistic initially suggests progress; individuals feel increasingly comfortable sharing their disabilities or conditions at work. However, a deeper analysis reveals a critical disconnect—only 25% of those who disclosed went on to request accommodations.
Why does this gap exist?
According to the report, some respondents do not feel they need accommodations despite acknowledging accessibility challenges. This raises the question: are employees underestimating their needs due to a lack of awareness about available accommodations? Furthermore, fear of being perceived negatively by supervisors and past experiences with rejections add layers of complexity.
Employers must address these fears proactively. Clear communication about available accommodations and assurances against stigma are essential. For example, embedding information about accommodations into onboarding processes and manager training programmes could normalise such requests. Without this, organisations risk perpetuating a cycle where employees remain underserved, unable to fully engage with their roles.
The Persistence of Accessibility Challenges
Accessibility remains a significant hurdle, with 60% of respondents citing difficulties in attending workplace events due to inadequate accommodations. This issue extends beyond physical barriers; it includes inaccessible restrooms, the absence of sensory-friendly spaces, and a lack of inclusive transportation.
Interestingly, nearly half of respondents found their homes more accessible than their workplaces. While remote work offers a solution, the report underscores hesitations among employees to embrace it fully. Concerns about career progression, professional visibility, and missing out on opportunities highlight a tension between accessibility and perceived career growth.
To resolve this, organisations must adopt a hybrid work model that balances flexibility with visibility. For example, intentional scheduling of in-office collaboration days—ensuring all employees can access these environments—could bridge this gap. This approach not only encourages inclusion at work but also minimises professional trade-offs for employees with disabilities.
Non-Inclusive Behaviours: The Silent Barrier
The report reveals that 41% of respondents experienced microaggressions, bullying, or harassment in the past year. Equally troubling is that nearly half of these incidents went unreported. Fear of retaliation, doubts about the efficacy of reporting mechanisms, and concerns about being labelled a troublemaker perpetuate this silence.
Microaggressions—seemingly minor but deeply impactful behaviours—are the most common form of non-inclusive actions. For example, demeaning jokes or dismissive attitudes can erode confidence over time. Addressing this requires more than reactive policies; it demands a cultural shift.
Leadership accountability is key. When senior leaders model inclusive behaviours and transparently address instances of bias, they send a clear message about the organisation’s values. Moreover, investing in training programmes that focus on microaggressions can equip employees to identify and counteract these behaviours. Anonymous reporting systems, coupled with robust follow-up mechanisms, can also empower employees to voice concerns without fear.
The Role of Visible Leadership and Role Models
Visible role models—employees who openly identify as having disabilities—emerge as a cornerstone for strengthening inclusion at work. According to the report, 36% of respondents had access to such role models, and their presence significantly influenced perceptions of inclusivity. Employees who see themselves reflected in leadership are more likely to feel empowered to disclose their conditions and pursue accommodations.
However, the lack of role models in many workplaces indicates a missed opportunity. Organisations can address this by actively promoting employees with disabilities into leadership roles. Encouraging leaders to share their own stories nurturing relatability and challenges stigma. Additionally, creating platforms for these role models to mentor others can build a supportive community within the workplace.
Leadership Commitment: The Catalyst for Change
Leadership’s role in driving disability inclusion cannot be overstated. The report identifies leadership commitment as the top factor influencing whether an employee would recommend their organisation to others with disabilities.
But what does effective leadership commitment look like?
- Strategic Prioritisation: Making disability inclusion a board-level agenda ensures it receives the attention and resources it deserves. Regular reporting on progress—both successes and areas for improvement—enhances accountability.
- Empathy in Action: Leaders must move beyond symbolic gestures to demonstrate genuine commitment. This includes engaging with employee resource groups (ERGs), participating in inclusivity workshops, and actively soliciting feedback from employees with disabilities.
- Resource Allocation: Financial constraints are often cited as reasons for rejecting accommodation requests. Leaders must prioritise funding for accessibility and accommodations, viewing these investments as essential rather than discretionary.
Recommendations for Building Inclusive Workplaces
The report outlines five actionable steps for organisations to accelerate disability inclusion at work. Let’s delve into these recommendations and their potential impact:
- Embed Accessibility as a Core Value: From recruitment to professional events, accessibility should not be an afterthought. Conducting accessibility audits and incorporating universal design principles can create environments that work for everyone.
- Streamline Accommodation Processes: Simplifying the application process for accommodations and addressing stigma are critical. Offering self-service platforms for employees to request accommodations discreetly could be transformative.
- Facilitate Inclusive Cultures: Educating employees on recognising and challenging non-inclusive behaviours fosters a more supportive environment. Beyond policies, organisations must prioritise empathy and respect as cultural norms.
- Align Roles with Strengths: Matching employees to roles that leverage their unique skills enhances both satisfaction and productivity. Regularly revisiting job roles and providing tailored development opportunities can sustain this alignment.
- Leverage Data for Continuous Improvement: Organisations should not only gather data on inclusion metrics but also act on it. Regularly surveying employees and analysing trends ensures that initiatives remain responsive and effective.
The Disability Inclusion @ Work 2024 report is a clarion call for organisations to move beyond surface-level commitments and embrace transformative change. While the statistics reveal persistent gaps, they also illuminate pathways to progress. By addressing accessibility challenges, developing inclusive cultures, and prioritising leadership commitment, organisations can unlock the full potential of their workforce.
How Can IAMH Support Your Organisation?
Implementing a mental health first aid programme, such as IAMH (International Advocate for Mental Health), can directly address many of the challenges outlined in Deloitte’s Disability Inclusion at Work 2024 report. By focusing on creating a supportive, inclusive environment for employees, IAMH provides a structured approach to mental health that complements efforts to reduce barriers and foster a culture of inclusivity.
Building a Supportive, Inclusive Culture:
IAMH’s emphasis on cultural awareness ensures that employees from diverse backgrounds feel seen and supported. By integrating non-westernised approaches to mental health alongside more familiar strategies, IAMH helps address global variations in mental health perceptions, supporting individuals across cultural boundaries.
Promoting Wellbeing and Reducing Stigma:
As Deloitte’s report highlights, stigma surrounding accommodations and mental health concerns is a significant barrier. IAMH provides employees with the tools and knowledge to address their own mental wellbeing, while also empowering them to support colleagues. This approach creates an open dialogue around mental health, encouraging employees to seek help without fear of judgement or discrimination.
Encouraging Disclosure and Access to Support:
The IAMH course encourages open conversations about mental health, which could help bridge the gap between disclosure and accommodation requests. By training employees to identify signs of mental distress and offering support, IAMH fosters a proactive approach to mental health care, which can help reduce the hesitation employees feel when requesting accommodations.
Reducing Microaggressions and Non-Inclusive Behaviours:
With a focus on raising awareness about mental health challenges, IAMH training helps employees identify subtle forms of discrimination or microaggressions that may otherwise go unnoticed. This supports the report’s recommendation to educate employees on recognising and challenging non-inclusive behaviours, promoting empathy and respect as core values.
Empowering Leaders:
Leadership’s commitment to inclusivity is crucial, and IAMH’s training programme can equip leaders with the tools to demonstrate their commitment to employee wellbeing. By learning how to support mental health and create an environment of openness, leaders can set an example that cascades throughout the organisation, creating a more inclusive workplace for all.
For further information on our offerings, contact the IAMH team today!
