The Business Case for Disability
What is the business case for disability?
Essentially there are four aspects to the business case for disability, each of which contributes to the overall success of an organisation.
- Access to Markets
- Access to Talent
- Retention of Staff
- Reputation Management
Access to Markets
The main function of business is to create value by producing goods and services required by society, which generates income, leads to profits, and creates employment.
One in four people have a disability. Therefore a significant proportion of an organisation’s target market(s) are customers with disabilities. Disability is a business reality and recognising it as a business opportunity ultimately leads to greater market share and prosperity. Disability has become a strategic priority in achieving a competitive advantage in the market place.
Access to Talent
An organisation that strives to be an employer of choice does so in order to attract the best people for the job, enabling the company to meet its organisational goals.
An employer of choice provides equal opportunities to all their employees and recognises the different perspectives and knowledge that people with disabilities bring to their organisation. They openly promote and demonstrate how they value their employees, and the productivity and innovativeness of a diverse work force.
Retention of Staff
An organisation’s human and intellectual capital is one of its most valuable assets and pivotal to maintaining a competitive edge.
85% of people with disabilities acquire their disability during their working life. Should an employee acquire a disability, employers now recognise the business advantage of retaining them and their intellectual capital. This also reduces staff turnover, the cost of litigation, ensures an organisation complies with legislation and helps increase staff morale.
Reputation Management
Organisations need to be accountable, not only for their financial performance but also for the impact of their activities on society and the environment.
In this new business environment an organisation’s reputation has become a valuable asset. Acting responsibly generates trust, loyalty and goodwill among customers, employees, business partners and other stakeholders. Reputation has become a critical success factor in this challenging and competitive economy. Moreover, Government agencies, organisations and companies seek to do business with organisations that promote equality, diversity and inclusion for all.
What do you consider to be a disability?
When you ask someone what he or she considers to be a disability, the usual response is a physical or mental disability. However, there are a number of disabilities that are less obvious; dyslexia, depression, diabetes. Your co-worker could have an invisible disability and you might never know. Having a disability does not always impact on your work or social life. However, on occasion, a person with a disability may require an accommodation to perform as efficiently as possible. This should always be considered on a case-by-case basis as diversity exists even within a single form of disability.
A disability may be:
- Physical e.g. amputee
- Sensory e.g. hearing impairment
- Learning e.g. Down Syndrome
- Mental Health related e.g. depression
- Hidden disability e.g. diabetes, dyslexia
What constitutes best practice?
Best practice is the application of ideas, practices or processes that deliver the best results. As a guiding principle, best practice should be applied to all issues critical to business success.
Best practice is expert human resources implementation that ensures an employee is trained and skilled to an organisation’s specified targets. In addition, it ensures that all this occurs within a safe, accessible, accommodating environment, which fosters an individual’s ability to work to his or her professional best. It is the management process that underpins this ongoing career development; complementing an organisation’s own strategic business goals.
