A small firm of about 25 employees was steeped in diversity, equity and inclusion. Their products and services were in the space of DEI. They talked the talk and walked the walk of DEI. It seemed like the right place and the right time to go for a ‘diversity hire’ in a good, empathetic way. “Let’s hire a person with a disability” (PwD), a newly joined returning woman who was not afraid to propose ideas suggested enthusiastically. Sangita (name changed) expected support from all quarters. After all, this is what they ‘preached’ to their clients, albeit in more sophisticated ways. They quoted stats, results of well-known research companies supporting DEI initiatives, and spoke with conviction about how meaningful pursuit of DEI could transform the workplace into a more innovative, productive, and happier workplace for all. So, she was shocked to hear adverse comments from her colleagues about how it was a bad idea. A senior woman warned everyone about the pitfalls of hiring someone with, say, a physical disability. She questioned, what would happen if we had our office party, and that PwD said they could not make it to the party venue because it was not accessible. Or when they went for a client visit, how that PwD may not be able to reach the venue on time, or worse, what if they complained they were not invited to the client’s office, and such scenarios. She forewarned everyone of how PwD can be “pretty sensitive” in their heads and hence, they could be inviting trouble. There were no favourable comments from anyone.
Maybe, the company needed to grow and then they would be more ready, Sangita felt, but wasn’t convinced.
The head of the organization was not one to insist on hiring a particular person or a person from a particular section of society or such. He preferred to let the team have a discussion, come to a consensus, and let him know of their decision. After all, it was they who were going to have to work directly with the said hire. Later, they might complain to him, so it was best to let them take a mutually agreeable decision with respect to this diversity hire. So, that was it. Sangita did not find any support for her ‘wonderful’ idea, and her deep desire to provide employment to a PwD, and consequential respect and financial independence, remained buried in her heart.
If a Person with physical disability can be so unwelcome in a workplace with the best of inclusion culture, imagine how much welcome would a person with an intellectual disability (ID) receive?
Kiran is turning 22 years old in 2 days, and his mom is worried. He has finished studying in Open School, and like all kids with ID, faces a blank and bleak future with respect to employment. Even though they are not from a backward or low socio-economic section of society, Kiran’s professional prospects are hopelessly limited.
His mom could, using her resourceful circle of friends, try to get him an ‘internship’ in a company, but her past experiences, narrated by parents of other kids with ID or autism spectrum disorder (ASD), show the ‘internship’ path will not be sustainable. She narrates the incident of a large, well-known conglomerate which had provided internships to a bunch of young adults (PwD with ID or ASD or both co-occurring), thanks to their influential parents’ lobbying, and this is what had happened. The young adults would eagerly get ready to go to ‘work,’ but once they reached their office, they were made to sit on the sofas and “do nothing.” This is because no one had the time or the patience to work with them, to try and integrate them, or to teach them some skill of their liking. It was a fast-paced workplace like workplaces tend to be, and they were seen as more of a hindrance. So, the boys and girls would sit all day, and then they were told when it was time to leave. Their salaries would get deposited into their accounts at the end of every month. Not surprisingly, the young adults got bored, and eventually started dropping out from this so-called wonderful opportunity of interning with a corporate.
Insufficient awareness, even from a scientific standpoint, often leads to the grouping together of various types of mental disabilities and disorders. While persons on the autism spectrum (ASD) may or may not have a co-occurring intellectual disability (ID), it is crucial to note that those with an ID generally exhibit a lower IQ (below 70). However, neurodivergent individuals with ASD may boast a significantly higher IQ.
While the Bureau of Labor Statistics (BLS), reports that the employment rate for people with a disability was 17.9% in the last years, compared to 61.8% for people without disabilities, the employment rate for people with intellectual disabilities is shockingly lower.
Beyond intelligence levels, understanding individual strengths and interests is paramount.
Some individuals are drawn to arts and crafts, others to computer-aided designing, and yet others to pursuits like making presentations on Canva and video gaming and animation. To truly support and empower these individuals, it is essential to make a concerted effort to learn about the diverse spectrum of intellectual disabilities and autism spectrum disorders. Approaching young adults with autism spectrum disorder (ASD) or Intellectual Disabilities (ID) with empathy, as if they are part of your own family, not only fosters a supportive environment but also allows for the recognition and honing of their inherent talents. This compassionate approach can help channel their unique interests and talents towards marketable skills and proficiencies. Only then can we envision ways to help them thrive in their respective areas of interest, ensuring a pathway to success in the workplace.
Ritu Vig, Co-Founder, Special Hangout, an NGO for Neurodivergent kids, and young adults, says, “The significant challenge faced by Persons with Disabilities (PwD), those with ID, and individuals with ASD, lies in sustainable employment.” While this journey has a long way to go, the pivotal question remains: Are we prepared to take the first step in understanding their unique differences and innate abilities or natural gifts? By doing so, we can create a nurturing environment that not only accommodates their individualities but also propels them towards a sustainable employment.
An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.