Why employers need more data about disability in their workplace

People with disability represent one of the most overlooked and undervalued talent pools in Australia, despite 5.5 million people or 21% of the population having disability.

Although discussions about workplace diversity are far more common than in previous decades, many employers are still uncomfortable or reluctant to address the employment of people with disability. This lack of disability confidence is evident in the most recent employment figures, which once again highlight the challenges people with disability face as they try to gain employment or advance their careers.

According to the Australian Bureau of Statistics’ latest data, the unemployment rate for people with disability was 7.5%, more than twice the rate for people without disability (3.1%). The participation rate for people aged 15-64 years with disability was 60.5%, significantly lower than the rate of 84.9% for people without disability. 

Even when people with disability find employment, they are three times more likely to be in the bottom income ranges than in the top, a 2023 Institute of Actuaries report revealed.

The crucial role of disability data 

Employers, advocates, and governments working to reverse this trend are hampered by a lack of accurate data about disability in the workplace.

Many employers, whether they are SMEs or sizable corporations, are largely in the dark about the disability status of their employees and are therefore also unaware of what workplace changes are needed to ensure people with disability are not excluded. We can’t fix what we don’t understand.

A new report by Diversity Council Australia (DCA), in collaboration with Australian Disability Network, found 43% of employees with disability reported having people make incorrect assumptions about their abilities because of their identity, compared to 28% of employees without disability.

The report, Disability Data at Work, also revealed 42% of people with disability have experienced discrimination and/or harassment at work, nearly double the rate of people without disability (23%).

It also found 35% of employees with disability didn’t share their disability status because of concerns they would be seen less favourably and overlooked for promotion or development.

Their fears are not unjustified. According to the Australian HR Institute, only 14% of Australian organisations have people with disability in their senior management team and only 5% have people with disability on their boards.

Fostering trust, safety and support

Employers need to be proactive to ensure their employees feel confident that their information will be kept private and that they feel safe and respected to share their disability status without fear of discrimination.

Creating a feeling of trust among employees is critical. Managers in particular need to visibly champion disability inclusion and communicate their commitment.

The Disability Data at Work report found 70% of employees shared their status when asked, but twice as many (41%) shared their status with their manager, compared with only 22% who shared their status in their employee profile or HR records data.

The benefits for organisations that develop an inclusive workplace are many, including access to a wider talent pool, higher employee retention and job satisfaction, increased innovation, and increased profits.

A 2023 report by Accenture found organisations that implement leading practices for employing and supporting people with disability have 60% higher revenue, more than double the net income, and recorded profits twice as high as companies that do not.

How to capture disability data safely and respectfully 

There are many steps organisations can take to capture disability data safely and respectfully including:

Understand your state-of-play (but don’t rely just on complaints data)

Combine your complaints data with anonymous data sources (e.g. engagement surveys) for more accurate information on the state of disability discrimination and harassment.

Audit your organisation’s systems for bias

Engage disability specialists to review your organisation’s policies, practices, and systems for disability bias. 

Set targets, including in leadership teams, and report on these

Use data to decide on your targets and where they are needed. Report on targets publicly (e.g. in your company’s Annual Report), including your progress in achieving these targets.

Encourage the use of disability leadership development programs

Use disability-focused and led programs like Australian Disability Network’s PACE mentoring program and Stepping Into Internships, and the programs and courses offered by the Disability Leadership Institute.

Use “sharing” instead of “disclosing” language

Use language that supports the “sharing” of disability information rather than “disclosing”. 

Know what to not ask

Avoid asking employees how they acquired their disability, to name their disability, or to nominate a category of disability. 

Build disability awareness early – in recruitment and onboarding

Use resources like DCA’s Inclusive Recruitment at Work report and Inclusive Recruitment at Work tools, or participate in the Disability Confident Recruiter Program with Australian Disability Network.

Offer and implement workplace adjustments to all employees

Train your managers in how to implement them and remember that workplace adjustment needs may change over time.

Practice inclusive communication

Embed inclusive communication in your workplace by building awareness on disability inclusive language, preferred communication, and accessible communication.

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