“We’re an equal opportunities employer and encourage people from all backgrounds and abilities to apply.”
My first thought is always, “Yeah, right.” It’s a trap, disclose nothing!
But then a part of me begins to stir. Why should I have to hide anything? I’m confident I can do the job, and better than most. They’d kick themselves if they missed out on me!
But bias is bias, and doubt creeps in. I say nothing in my application, nothing in the job interview, and when I get the job, I hide my disability for weeks, sometimes months. I struggle on until I finally get a sign it’s safe to ‘come out’. Even then, I play it down and try not to bring it up or make a fuss.
Why do I do this? It’s a learned behaviour. Experience has taught me that not every workplace has a culture of inclusion, especially toward people with disabilities.
In most workplaces, disability inclusion doesn’t fail for one reason. It fails for a few common ones.
Sometimes it’s bias or ignorance. Leaders assume hiring someone with a disability will be too hard, too costly, or too risky for productivity. Recruitment processes are built to screen people out, not bring them in. Candidates are judged on what employers think they can’t do, instead of what they can.
Other times, exclusion isn’t deliberate at all. It’s designed in. Workplaces are built for the majority and rarely reviewed through an accessibility lens. Office layouts, digital tools, meeting formats, and job expectations go unchecked. It’s easy to miss barriers you’ve never had to face yourself.
Rigid ideas about work also play a role. Many organisations still measure commitment by time and visibility rather than outcomes. The problem here is that not everyone’s body or health fits neatly into a nine-to-five structure. Some people need later starts, more breaks, or flexible hours to manage pain, fatigue, or medical routines. And although the pandemic proved that flexibility works and remote work was normalised, many businesses have quietly returned to old structures that exclude people again.
And then there’s fear. Plenty of leaders genuinely want to build inclusive workplaces but don’t know where to start. Some stay silent, worried about saying the wrong thing. Others focus on the wrong problems, like expensive technology or grand policies, instead of listening to what individuals actually need. Good intentions don’t always translate into good practice.
In short, inclusion is often missing not because people don’t care, but because they don’t understand what it takes to build it, or they haven’t made it a true leadership priority.
I wish saying “because it’s the right thing to do” was enough. It should be. But the truth is, for many people, that alone isn't enough. So, here are some benefits you can expect when you commit to disability inclusion at work.
When you build an inclusive workplace, you tap into talent that may have been overlooked. The World Health Organisation estimates that 1.3 billion people worldwide live with a disability, around 16% of the global population, and many are part of the working-age population. At a time when many industries are struggling with skill shortages, ignoring people with disabilities means missing out on capable, creative and experienced workers who want to contribute but are shut out by unnecessary barriers.
A workforce that reflects the diversity of your customers and community brings broader insight, empathy, and innovation. These are key drivers for business growth and relevance in any market.
Inclusive workplaces also boost engagement and retention. Employees who feel seen and supported are more likely to stay and contribute their best work. Deloitte research shows that organisations with inclusive cultures are twice as likely to meet or exceed financial targets and three times more likely to make better decisions.
Designing work so it fits more people removes barriers that slow everyone down. Tools like captions, flexible schedules, and alternative communication channels improve clarity and collaboration for all employees, not just those with diagnosed disabilities. Inclusive design eliminates unnecessary complexity and creates smoother workflows across the board.
There’s a reputational advantage too. Customers, clients, and partners increasingly care about social responsibility and authenticity. Organisations that walk the talk on diversity and inclusion strengthen their brand and build trust. This can lead to better customer loyalty, stronger community partnerships, and a competitive edge in the marketplace.
Finally, inclusive workplaces are future-ready. As technology and work models evolve, adaptability becomes a core strength. Teams that are already inclusive tend to adopt change faster because they’re used to thinking about work in flexible, human-centred ways. This gives your business resilience and agility in an ever-changing environment.
Now, let’s be clear about something. Inclusion does not fail because of a lack of policies.
It fails because of leadership behaviour.
As a leader, you decide what matters in your organisation. You decide where time and money go, and what gets ignored. If accessibility and inclusion aren’t on your list, they won’t happen.
Disability inclusion, like any culture shift, must start at the top, your board, your executive team, and your managers. When leaders value inclusion, others follow. When they don’t, nothing changes.
You have the power to make inclusion visible. Talk about accessibility in team meetings. Ask about it when reviewing projects. Share progress and barriers openly. When you lead with curiosity and empathy, people believe it’s safe to be honest.
Trust doesn’t grow from policy; it grows from your behaviour.
It’s not rocket science, and it won’t cost you an arm or a leg. Here are nine practical leadership actions to build an inclusive workplace culture.
Don’t assume you know what someone needs. Every disability is different, and even two people with the same condition will need different things.
Ask open questions like, “What helps you do your best work?” or “What gets in the way?” Then listen without interrupting or rushing to fix it.
If you’re unsure what to do next, be honest. Say, “I’m not sure how we can best support that, but let’s find out together.”
Stop linking reliability to hours at a desk. Flexibility doesn’t mean less work; it means smarter work.
Encourage managers to focus on outcomes, not attendance. If someone needs to start later or work from home a few days a week, treat it as normal practice, not a favour.
Inclusion disappears when it’s only mentioned during campaigns or crises. Keep it visible.
Bring accessibility into regular conversations, project meetings, budget reviews, and onboarding. Ask, “Is this accessible to everyone?”
Managers have the biggest day-to-day impact. Train them on how to have respectful conversations about adjustments, privacy, and invisible disabilities. Give them confidence to ask questions and admit when they don’t know.
You can’t fix what you haven’t checked. Review your hiring, systems, and spaces with inclusion in mind.
Start with small wins such as captioned videos, plain-language job ads, and accessible fonts. Then plan for bigger updates, like office layout or software changes.
Disclosure is personal. When someone opens up about a disability, handle it carefully.
Guarantee privacy. Ask who you can share it with and why. Never discuss someone’s condition or adjustments unless they’ve agreed.
Inclusion isn’t about pity; it’s about perspective. People with disabilities often bring problem-solving skills, empathy, and resilience from navigating a world not built for them. Recognise those strengths and build opportunities around them.
Culture change isn’t a project, it’s a practice. Keep learning as a leader and as a team.
Run short training sessions, share inclusion resources, and include accessibility checks in your project reviews.
If you want inclusion to stick, model it. Use captions in your meetings. Speak up when someone’s excluded. Admit mistakes and show you’re learning too.
People don’t copy policies; they copy you.
Inclusion isn’t about perfect policies or polished statements. It’s about whether people in your workplace feel safe to speak up, ask for what they need, and do their best work without fear or exhaustion.
When you lead that kind of culture, you don’t just support people with disabilities. You build a stronger, more resilient, and more innovative organisation.
And maybe next time I see a job ad that says, “We’re an equal opportunity employer,” I won’t roll my eyes. I might even believe it.
Emily Gibson
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