National Inclusion Week was celebrated this month, championing the theme ‘Now is the Time,’ which urges employers to take immediate action on workplace inclusion. This year, we focus on why now is the time and highlight practical, proactive steps employers can take to help better support disabled1 people in the workplace or employees who are managing health challenges, helping to create a more inclusive and supportive work environment for all.
Why ‘Now is the Time’
Both global and national issues factored into National Inclusion Week’s rationale for choosing the theme ‘Now is the Time’. These factors include the geo-political climate regarding inclusion and diversity, such as the rolling back of inclusion, equity and diversity in the US, economic pressures due to rising employment costs and tighter budgets, and the significant legislative changes to employment laws coming in via the Employment Rights Bill (see our Reform Hub) in Great Britain. We note here too, that changes in respect of equality laws are anticipated in a draft Equality (Race and Disability) Bill this year, and that the Government has been consulting on proposals to introduce mandatory disability pay gap reporting (see here).
‘Now is the Time’ – Disability and Ill-Health Inclusion
When viewed through the lens of disability and ill-health, ‘Now is the Time’ feels particularly relevant. Recent statistics highlight the growing need for inclusive practices to support disabled people and those with ill-health in the workplace, for example the Government’s recent report, The Employment of Disabled People 2024, reveals that the number of people reporting long-term health conditions and disabilities is increasing. The statistics show that:
- There were 5.6 million disabled people in employment in the UK in Q2 2024 (an increase of 360,000 on the last year).
- The disability employment rate was 53.1% in Q2 2024, compared to 81.6% for non-disabled people.
- 36% of the working-age population report having a long-term health condition.
This trend is expected to continue as the Health Foundation projects that the number of people (in England) living with major illness is expected to increase by 37% – over a third – by 2040, nine times the rate at which the working age population (20 to 69-year-olds) is expected to grow (4%). The Government report notes that this longer-term increase could be due to several factors, including public awareness and attitudes to disability but also prevalence in certain conditions due to changes in society and health. It also highlights that the disability employment gap increases with age, with those aged 50 to 64-years-old having the largest gap (31.5% compared with 22.1% for 18 to 24-year-olds). An ageing workforce, with people living longer, and needing to work longer, could therefore also be an important factor.
Although the reasons for the projected increase in the number of disabled people and people living with ill-health are complex, this does demonstrate that there is a growing opportunity for employers to review their practices and create a culture to enable disabled people and those living with ill health to work and thrive in employment (a goal of the Government’s ‘Get Britain Working’ strategy, which we wrote about earlier this year). In addition, one cannot ignore that the rise of technology and AI is transforming the workplace and could potentially create new opportunities and insights on how to remove barriers to and within the workplace for disabled people and those with ill health.
If ‘Now is the Time’ – How Can Employers Respond?
There are a range of inclusive practices and policies that employers can consider using to help support disabled people and those with ill-health in the workplace, and what is right for one employer (or even one employee for that employer) will differ to the next. There are a wealth of external resources available to employers, for example the EHRC’s guide for supporting disabled workers with hybrid working and for workplace adjustments, Acas resources on disability at work, in addition to other disability charities and organisations.
We explore below 5 proactive ways employers might wish to respond to the call to action:
- Identify Barriers – Try to understand your workforce and workplace policies and practices. Knowing the barriers that disabled employees face in your workplace, is crucial for creating an inclusive workplace. Data gathering might include undertaking assessments on how disability-inclusive your workplace is, undertaking anonymous surveys or engaging in hiring or exit interviews to identify any potential barriers, cultural concerns and where improvements can be made. Armed with this knowledge, employers may be able to better prioritise where and how to take action.
- Leadership Commitment to Inclusion – Leadership commitment is critical for driving inclusion within the workplace. Leaders should try to lead by example, setting the tone by demonstrating a genuine commitment to inclusion. This includes actively promoting inclusive policies, participating in training sessions, and holding themselves accountable for creating a supportive work environment for disabled employees and those with ill-health. By doing so, leaders can inspire their teams to embrace and support these values, creating a more inclusive workplace for all.
- Inclusive Recruitment – Inclusion starts from the hiring process. Employers may wish to review and consider their hiring practices to ensure they are inclusive for disabled persons and those with ill-health, for example allow flexibility to accommodate for the different needs of individuals. Demonstrating the availability of inclusive processes early on can potentially reduce the risk of applicants feeling anxious about having to ask for them.
- Creative Workplace Design – Consider integrating inclusivity by design including when looking at the future of work and long-term workforce planning. For example, factor in accessibility and inclusivity in: a) physical workplace design to not just remove barriers but also look for creative opportunities to improve employee experience; b) ways of working, incorporating flexible work arrangements and remote work options or other creative solutions to support disabled employees or employees with ill health; c) inclusive workplace policies – from retention or promotion to modifying formal processes to take account of individual needs; and d) consider how technology and AI can support by providing accessible tools and accommodations that cater to any specific needs. More creative solutions are out there if you look for them, and although these may be specifically aimed at benefitting disabled employees, employees may indeed find the wider workforce benefits.
- Staff training – Consider providing regular training sessions on disability awareness, unconscious bias, and inclusive practices. Consider tailoring the training to different levels of the organisation, ensuring that all employees, from entry-level to leadership, understand the importance of inclusion and how to support their colleagues effectively including disabled employees and those with long term ill-health. In a recent case where the employer did not provide such training this was found to amount to a failure to make a reasonable adjustment.
If you have any questions about the content of this article please reach out to your usual Littler United Kingdom contact. If you want to understand how Littler United Kingdom can support your inclusive training needs, please reach out to Natasha Adom.
Footnote
Throughout this article we use the language “disabled person” and “disabled people” as recommended by UK Government Guidance and Disability Rights UK. Disability Rights UK states that it follows the Social Model of Disability, of which language is a key part, and explains that the term ‘people with disabilities’ is said to confuse impairment and disability and implies disability is something caused by the individual, rather than society. Unison’s guide to language and disability also follows this model and says that in the UK “disabled people” is preferred by disabled people’s organisation. However, it also recognises that in the USA the term “people with disabilities” is preferred. We also note that the UN Guidelines recommend using people-first language including “persons with disabilities”. In any event, Disability Rights UK notes that at a more individual level some disabled people may not relate to the language ‘disabled person’ and it is therefore “essential that organisations also engage in regular conversations with disabled people to find out an individual’s preference around disability and the use of language.” This shows that there may be differences between local and global approaches and individual preferences too ↩︎
