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Wednesday, December 27, 2017

The Economic Case for Hiring and Keeping Employees with Disabilities

In The Politics of Autism, I discuss the employment of adults with autism and other developmental disabilities.

Laura Sherbin and Julia Taylor Kennedy write at The Harvard Business Review:
A new study from the Center for Talent Innovation (CTI) found that, according to the 2015 US government’s definition of disability, a significant portion of the white-collar workforce has a physical or mental impairment that substantially limits a major life activity: 30% of a nationally representative survey of 3,570 white-collar employees. The numbers are similar across gender, race, and generation. Not only do employees with disabilities comprise a large talent pool, it’s a remarkably innovative one: 75% of them report having an idea that would drive value for their company (versus 66% of employees without disabilities). Yet, we find, individuals with disabilities frequently encounter workplace discrimination, bias, exclusion, and career plateaus—meaning their employers lose out on enormous innovation and talent potential.
Many people are surprised to learn that such a high rate of employees have disabilities, because they generally assume that “disability” means having an obvious physical condition. However, close to two-thirds of the study’s respondents have a disability which, while included under the federal definition, is invisible. These might include diseases like lupus or Crohn’s, whose flare-ups are incapacitating; migraines, which can cause temporary blindness; mood disorders like depression; learning disabilities like dyslexia; developmental differences like autism; and other forms of neurodiversity. Some 62% say that unless they deliberately disclose their disability, most people have no idea it exists.