Many CEOs May Not Realize They’re Underdelivering on Disability Inclusion

This brief is based on the article “ Your Workforce Includes People with Disabilities. Does Your People Strategy? ”

Most CEOs want all people in their company to feel valued and supported. Yet many are failing to create that inclusive environment for employees with disabilities.

Lack of awareness is one culprit. Many companies simply don’t realize just how many people with disabilities (PwD) they employ.

In a recent BCG survey of roughly 28,000 employees across 16 countries, nearly a quarter said they have a disability or health condition that limits a major life activity. Yet most companies report that employees with disabilities comprise only 4%–7% of their workforce.¹ 1 This is according to two sources: US company-based research conducted by the nonprofit Disability:IN, a leading resource for business disability inclusion, and a survey conducted by the Australian Network on Disability, a national, employer-led network that helps organizations engage with PwD. That yawning gap raises several red flags for CEOs who aspire to lead a company where everyone has an equal chance of thriving and showing up to work energized to deliver their best.

Of workers with disabilities surveyed by BCG who said that they have not yet disclosed their disability to their employer, half cited fears of discrimination and bias.

According to BCG’s BLISS index—which measures feelings of inclusion through a single, comprehensive score—individuals with disabilities experience lower levels of inclusion in the workplace compared to their peers without disabilities.² 2 The BLISS or Bias-Free, Leadership, Inclusion, Safety, and Support Index, is a comprehensive, statistically rigorous tool developed by BCG to identify the factors that influence feelings of inclusion in the workplace—and meaningfully correlate with retention. They are also less likely to be happy at work, and significantly more likely to say that work is detrimental to their mental and physical well-being.

Beyond morale, lower inclusion rates drive higher risk of attrition. That can negatively impact an organization’s bottom line, including through lost productivity, skills, and institutional knowledge of PwD who leave.³ 3 According to SHRM (Society for Human Resource Management), many employers estimate that hiring someone to fill a job can cost three to four times the position’s annual salary.

Fortunately, CEOs can make three strategic moves to create a more inclusive environment.

First, they can invest in employee-centric policies and programs. More than 80% of people with disabilities who work for companies that invest heavily in such measures disclose their disability or health condition to their employer, compared with 67% in companies with low investment levels.

Establish mentorship programs. These can launch employees with disabilities on a career path and can improve feelings of inclusion, boost happiness, and significantly lower the risk that they’ll quit.

Grant requests for reasonable accommodations. These include requests for equipment, software, flexible work arrangements, or adjustments to a physical environment. Such accommodations can nearly level the BLISS score between people with disabilities and those without.

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People with disabilities are a significant share of the workforce. By building a culture where employees feel welcomed and supported in sharing their lived experience with disability, CEOs can ensure that when it comes to inclusion, they are delivering on their values.

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Your Workforce Includes People with Disabilities. Does Your People Strategy?

Employers underestimate how many PwD work for them, so they are missing opportunities to improve inclusion and retention. Here’s how they can do better.

Explore the article that informed this brief