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Felix Lynn is development manager at L&Q, and chair of staff disability network Ability
Steps to becoming a better workplace for disabled people
Representation of disabled people in the housing association workforce is low, and many people are choosing not to disclose disabilities. Felix Lynn sets out how social landlords can start to turn this situation around
Disability can be difficult to talk about because of how embedded ableism is in our language, unconscious biases and perceptions.
Declaring a disability is an individual decision, and there is no obligation for anybody to do so. However, there are many reasons why this can be a positive action that empowers and assists people in the workplace.
Data collated by the National Housing Federation from 174 social landlords showed that the representation of disabled people across staff, executives and board members was 8% for each category.
“Underpinning the narrative around disability is a focus on charity, vulnerability and cost. It is not empowering, and it is not focused on the value disabled people bring to society as problem-solvers, change agents and innovators”
Some 54% of housing association residents have a long-term illness or disability. Given that a higher proportion of people in social housing are disabled, this disparity reveals a shortcoming that needs our attention.
The study also found that social landlords had no data around disability for 30% of the workforce, suggesting that a number of disabled employees are likely to be missed. Add to this the evolving nature of disabilities and the need for employers to update data, and the problem becomes even greater.
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Choosing not to declare an impairment may protect from discrimination, but it can also prevent a person from accessing support.
What are the steps we can take to create a culture where colleagues feel able to disclose?
Role models
We need to take the stereotype that disabled employees are less productive and turn it on its head.
Disabled people are limited by societal barriers – restricted access and prejudices – not by their impairment.
Underpinning the narrative around disability is a focus on charity, vulnerability and cost. It is not empowering, and it is not focused on the value disabled people bring to society as problem-solvers, change agents and innovators.
“Having intent to improve something for someone is the first step. The ability to translate this into meaningful action is a different ball game”
Attributes of disabled people are valued leadership qualities. From enabling others and showing vulnerability, to creating solutions and managing the unknown.
When leaders share their lived experience of disability, this can have a powerful effect that reverberates through an organisation.
Not only does this top-down approach showcase success, but it also fosters an open dialogue around disability.
Robust policies
Having intent to improve something for someone is the first step. The ability to translate this into meaningful action is a different ball game.
Organisations need a mature and responsive system for handling accommodations. There’s no point encouraging people to talk about their disability if our policies lack the right scaffolding.
At L&Q, we have created guidance for managers to help them agree reasonable accommodations with team members. By setting out clear roles and responsibilities, this resource is helping senior colleagues to promote a culture of acceptance and inclusivity.
“A reasonable accommodation means making sure everyone is given the time and resources they need to do their best work and achieve equivalent outcomes to others”
On a recommendation from our staff disability network, Ability, we have developed a new sickness policy with additional short-term and long-term health procedures to support staff who need to take a leave of absence. The policy provides a transparent framework for fairly and consistently managing sickness absence and sends a clear message that we are willing to consider accommodations.
Building awareness
An issue that is becoming apparent is the lack of definition for reasonable adjustments. What is seen as reasonable to me may not be reasonable to others and the term lends itself to many interpretations. How can we broker conversations and bridge the gap in understanding?
Words are important, especially around diversity and inclusion, and we know language evolves with time and increased knowledge. A reasonable accommodation means making sure everyone is given the time and resources they need to do their best work and achieve equivalent outcomes to others.
Accommodation refers to the needs of all people and is not solely focused on disability. This is a much more inclusive term that considers how everyone can benefit from options such as flexible working.
Inclusive hiring practices
One way to show disabled staff that they are welcomed, valued and supported is to become a ‘Disability Confident’ employer. L&Q is already a Disability Confident Committed employer, but we want to build on this to attain the next level: Disability Confident. This is another step in the right direction, but we know it cannot be a tick-box exercise.
L&Q has made interventions in our hiring processes to level the playing field for disabled candidates. From providing disability inclusion training to managers, to working with a specialist recruiter to improve the accessibility and inclusivity of our hiring systems and behaviours.
Beyond encouraging people to declare, we need to walk the walk when it comes to achieving our disability confidence status. That means continuing to implement inclusive policies and continuing to take a firm line on ableism.
The pressure to share or not to share a disability misses the point for me. Ultimately, organisations need to focus on making the changes that help disabled people to participate fully. Only by doing this will they create an environment where staff feel able to bring their whole selves to work.
Felix Lynn, development manager, L&Q; and chair, staff disability network Ability
