Even as our world becomes more inclusive, there’s fear around self-identifying. Here’s what research says is working now to bring more people out of the shadows.-By JEREMIAH PRINCE
Amazing progress has been made at making workplaces more accessible and welcoming to those who have or have had a disability. Yet DEI leaders still struggle to get employees and prospective hires to voluntarily self-identify as having a disability. The numbers bear this out. According to research from the National Industry Liaison Group (NILG), at most companies, only 1% to 2% of workers self-identify as having a disability, even though census data notes that one in four adults in the United States has some kind of disability.
That’s a huge difference in reporting, and it requires action. Yet bridging this data gap will take effort and continual encouragement that it’s okay to self-identify. However, not all methods of encouragement are well received or effective. Here, four of the top methods currently working will be discussed, with an eye toward making it more comfortable for those who have a disability to bring their whole selves forward at work and in their communities.
It’s 2023. DEI is a widespread and widely implemented practice. For practitioners and HR teams, it’s completely obvious that disability information is only used to help with accommodation and to provide information as required by federal contracts. However, it’s important to point out that this is decidedly the “insider” view of the situation. For “outsiders” there is still quite a bit of fear and confusion about what will happen after self-identification. Will they be excluded from jobs? Will they be first on the firing block in the next round of layoffs? Will there be unwanted disclosures?
To mitigate these fears and dispel misinformation, extra communication about what happens to disability information is vitally important. Yes, this is included in footnotes on most forms, but that’s clearly not getting the job done. Firms may find that going above and beyond with the messaging can make a huge difference, especially when seeking out information that goes beyond the bare minimum required for compliance purposes.
After all, most individuals do not self-identify lightly. Thus, providing accurate information as a part of the identification process helps ease fears and anxiety. It also prevents confusion and helps reinforce a company’s culture around inclusion for all, which can boost comfort with self-identification and make people more likely to seek out the accommodations they may need. For example, when Thompson Reuters built more transparency around their data use and how status knowledge was helping the company build a better culture, they saw response rates on some self-identification categories soar by more than 700%.
Approach #2: Make It Simple, Easy, And
Comfortable To Self-Identify
Only some 23% of companies survey employees annually for updates to self-identification. Many others stick to the minimum requirement of once every five years, while still others only ask at hiring. With regards to disability, a condition that may arise at any time, these timetables do not serve anyone else. Plus, to self-disclose a change in status often requires actively seeking out an HR team member to start a conversation, which can be nerve-wracking and difficult for employees.
For a different approach, consider how Ripple generated a response rate of more than 75% to their self-identification survey. The company partnered with a very user-friendly and accessible software firm, so that employees could fill out the forms at any time. Next, the DEI team customized the forms to be reflective of localized languages and common terms. Finally, the company also shared how it planned to use the data to inform scorecards on inclusion and accommodation that would in turn guide investments in the culture, programming, and accommodations at the firm. This helped team members feel comfortable sharing, reduce the stress of sharing, and draw a bright line between identification and making a daily difference in the look and feel of the workplace.
Approach #3: Emphasize Respect For All Within The Company Culture
One of the largest barriers to self-identification is concern about what the “blowback” of the disclosure may be. For some, it’s due to labels that may have been carried, unwillingly, their whole lives. For others, it’s a lived experience in other areas that may have them suspicious of questions about status.
To counter this and make self-identification campaigns a success, NILG recommends leading with a strong message of respect and acceptance. If those aren’t currently notable parts of the culture, invest in programming to deal with bias points and friction. This is a place where culture and beliefs about the company culture have a huge impact, and where investments on a workgroup level can move the needle on identification as employees feel more psychologically safe and confident that disclosing a disability won’t hurt their careers.
Approach #4: Involve ERGs In The Process
ERG champions can encourage self-identification in ways that other members of the organization can’t authentically mimic. Plus, in addition to providing living proof that self-identification carries no penalties at the organization, these champions also can help guide newly self-identified employees toward the best resources for their specific needs.
Further, ERG champions aren’t just for current employees. Involving ERG members in recruitment and interviewing can help promote a welcoming and inclusive culture within the minds of potential new hires. According to the Employer Assistance and Resource Network on Disability Inclusion (EARN), meeting others who have self-identified and continued to experience success at a company is the leading factor in getting those who may be reluctant to disclose to voluntarily self-identify during the hiring process.
For all the progress that has been made so far, there is still more to be done. By working continually to make their organizations feel welcoming and inclusive to those who may have a disability, DEI professionals and partners can bring out those who may be hiding themselves or bringing just a fraction of themselves to work. By communicating clearly, offering data transparency, leading with respect, and partnering with key ERG champions, it is possible to encourage voluntary self-identification and experience meaningful changes in response.