Disability inclusion at work: diversity beyond assimilation
Diversity or assimilation?
By Christina Ryan · Originally published 25 October 2017
Original article
What do we mean by diversity? What is the purpose behind the growing diversity industry? Why do we want diversity anyway?
Perhaps we are simply caught up in the latest trend, and if we say the word diversity often enough then it will become true. Perhaps we keep saying “diversity” in the hope that our good intentions will result in outcomes, but what outcomes are we looking for?
The benefits of diversity
There is increasing evidence that diversity contributes substantially to the bottom line of organisations. A concept that once started as “it’s the right thing to do” has become a key factor in any business case for improving organisational outcomes and efficiencies. Additionally, it has become clear that diversity manifests in different ways – it’s not just population groups but also how people approach what they are doing.
The recognition of the importance of cognitive diversity is a game changer for people with disabilities and should become the pathway to valued inclusion in the mainstream workforce. Yet disability employment rates remain stagnant, and disability leadership is nowhere to be seen. Very few studies or articles about diversity mention disability, and very few organisations are embracing disability as a highly valued employment asset.
It seems that the work of building diversity has become lost in numbers rather than outcomes. By focusing on individual population groups, rather than taking an intersectional approach, we are yet to fully embrace the real potential of diversity. We have become focused on hiring people, but have yet to work out how to use the full potential of those recruits to achieve organisational outcomes. What’s the point of building diversity in our workforce if it isn’t contributing to what our organisations are doing?
The need for change
After DLI discussions with many organisations and individuals it seems disability is still on the outside of diversity thinking. While being uncomfortable is part of diversity practice, apparently people with disabilities still make people too uncomfortable to be fully valued as equal colleagues.
The DLI 2016 national survey of disability leaders identified that the majority are working in disability specific organisations. The small percentage who are working in mainstream organisations have shared 2 common experiences with the DLI:
I just put my head down and work, I’m not here to talk disability, and
My other diversity attributes are welcome, but my colleagues prefer that I don’t mention my disability.
This points to a lack of valuing disability and what it can contribute to a team and an organisation. It also means the significant benefits of having a diverse workforce are missed. More critically, it raises a very uncomfortable question: do we expect our diverse workforce to become like us – to assimilate? If so, then what is the point of building diversity at all?
Are we really embracing the value of diversity, or are we so focused on statistics that the outcomes have been lost?
Diversity is exciting, has enormous benefits, and greatly enriches the workplace experience for everyone. It’s time we used our diverse workforce and valued the contribution that diverse qualities and attributes make to organisational outcomes. To do this we must embrace a disabled workforce, value the attributes of people with disabilities, and consider how they will contribute to more robust outcomes. Without this we won’t have meaningful diversity and will continue to miss the full benefits of what diversity can bring to our organisations.
_The final Team Leading Disability Masterclass for managers and supervisors of diverse teams will be held in Melbourne on 30 October 2017. _
[Clickability update, October 2026: This 30 October 2017 event has passed. It is not a current registration invitation.]
Christina Ryan: Disability leadership specialist. Executive & team coaching for diversity outcomes. Founder, Disability Leadership Institute
Clickability editorial update: October 2026
Consider access to participation and influence, not only hiring numbers
Look at recruitment, meetings, information, development and leadership opportunities. Ask what makes those processes usable for the employee rather than expecting them to adapt silently. Avoid treating disability as an asset only when it produces an exceptional business result.
JobAccess adjustment guidance provides practical context. Discuss requirements and preferences privately, and do not assume one person wants to explain disability to the whole organisation. A headcount can indicate representation without establishing that the workplace is inclusive.
Discuss the conditions that let you contribute in your own way
Identify the tasks and settings where access is difficult and consider the changes that would help. Choose what information you want to share and with whom. You can have useful ideas without accepting a role as the workplace’s disability spokesperson.
Use adjustment information to prepare questions about the actual job. A supportive workplace should respond to practical needs rather than require you to become indistinguishable from colleagues. The contributor’s argument is a starting point for discussion, not a prediction of every workplace.
Questions readers ask
Is the 2017 masterclass still open through this article?
No. It is a historical event.
Does hiring a diverse workforce automatically establish inclusion?
No. Consider access, participation and everyday practice.
Find support for your work and participation goals
Tell Clickability what assistance you are seeking and compare suitable providers. Ask how they work with your preferences and practical needs.
