In a large, global technology firm their disabled colleagues feel that the disability agenda is a poor relation to other areas of diversity (even with a clear strategy and action plan in place).
The organisation are currently:
To meet their ambitious 2030 I&D goals, the organisation wants to put in place a world-class workplace adjustments approach.
Carry out a root cause analysis on the current process to identify and implement adjustments. Discover where the pain points are, thus allowing greater focus on the employee experience.
Work with external providers to understand what is best practice, and where quick wins can be made.
Explore alternative and innovative technologies e.g. Robotica for sign language.
Include in the exit process questions regarding what more could be done, or done better in the workplace regarding these issues.
Introduce a “pre-boarding” process for new employees or “try-before-you-buy”. This can demonstrate and test what adaptations are available to all employees to increase the level of applications from people with disabilities, and increase their likelihood of accepting a job offer and staying.
Engage with charities/organisations to help contact more people with disabilities and get ideas on how to make the workplace more accessible.
Identify and empower more senior leaders to be open about their experiences and to be disability ambassadors.
Encourage, engage, and reward your Employee Resource Group for Disabled employees to support your recruitment efforts/partnerships.
Adopt a white glove approach – recognise and understand that the implementation of employee adaptations is a bespoke process, and raise the level of employee support available.
Consider a hybrid approach – the adjustments may be needed twice, at home and the office.
Adopt a global approach, adapted locally to specific legislation and workplace requirements.
Educate all employees (particularly hiring managers) on what are the benefits of having a diverse workforce, specifically people with a disability, and how they can be excluded from the workplace due to a lack of adaptations or stereotypes. For example, a neurodiverse person may prefer the option to record a video rather than deliver a presentation in the interview process.
Agree and communicate a clear Service Level Agreement (SLA) with employees, coupled with a dashboard to track achievements e.g. % requests resolved within X timeframe.
Established a confidential escalation procedure, where employees can highlight the lack of progress in their requests.
Introduce a “rapid response” hotline for employees wanting to discuss their adaptation needs.
Ringfence the budget for additional resources e.g. training of line managers on what adaptations are freely available.
Share stories of where workplace adaptations have made a difference, from both positive and negative experiences.
Introduce an automated self-service option for IT purchases up to a certain financial level e.g. £1,000 which is processed without manager consent.
Hold employee focus groups to engage the workforce and understand the current issues.
