Widening Inclusion of Disability in Employment (WIDE): Findings from the Voices of Lived Experience of Disability, Employers, and Disability Organisations

Context

The Corporate Sustainability Reporting Directive (CSRD) (European Commission, 2023a) and the European Sustainability Reporting Standards (ESRS) (European Commission, 2023b) mandate reporting of workforce disability inclusion, by EU-based companies. In response, the Widening Inclusion of Disability in Employment (WIDE) framework is being co-designed and developed by key stakeholders including disabled people, employers and disability organisations to ensure inclusive practical application in relation to disability and employment.

In this paper we explore the potential impacts of these new mandates on business practices and future behaviour, signposting the role of the WIDE framework in driving positive change and ensuring inclusive employment, aligning with evolving regulations. Despite recent progress, practical steps to support recruitment and promotion of disabled employees and assuage misconceptions are lacking in Irish businesses (AHEAD, 2021). Responding to the CSRD, and in efforts to address Ireland’s lowest employment rates in the EU, the WIDE Framework offers an evidence-based approach to inclusive recruitment, retention and promotion.

Focusing on inclusive disability employment, this paper provides:

• an introduction to the WIDE framework;
• an overview of the research methodology;
• an outline of the findings;
• and imminent plans for the project.

A literature review is provided as an Appendix, giving a contextual overview of disability and employment in Ireland and internationally. The article, ‘Disability and the Corporate Sustainability Reporting Directive (CSRD) – A Driver for Change? in this issue, provides further information.

Introduction to the WIDE Framework

The WIDE framework supports employers to hire, retain, and promote individuals with disabilities. The framework guides employers to think beyond compliance and promotes an inclusive employment culture in all workforce sectors and business sizes. Funded by the Department of Social Protection, AHEAD and partners Employers for Change began developing the framework in August 2023, supported by the WIDE advisory group. The framework will launch nationally in the latter half of 2025 via a freely accessible website.

The WIDE framework focuses on six evidence-based domains structured under two overarching themes of culture and practices: policy and strategy, environment, training, recruitment, workplace supports, and performance and progression, as shown in Figure 1.

Figure 1 Themes and domains within the WIDE framework.

Employers will gain free access to evidence-based tools aligned with internationally recognised UD principles (Burgstahler, 2009, 2013), the Universal Design for Learning (UDL) framework (CAST, 2018), and good practices in the provision of disability supports.  WIDE aims to advance disability inclusion in employment across all sectors.

The WIDE framework will provide structured principles, actionable guidelines, and resources including self-assessment evaluation, reflective maturity models and radar charts to support transparent focused progression and networking opportunities.  See Figures 2 and 3.

Figure 2  Example Illustration – Performance Dashboard Radar Chart

Figure 3 Example Illustration - UDL Inspired WIDE Framework

Extensive stakeholder consultations (further explored below), including input from disabled individuals, employers, and representative bodies, ensure its ongoing relevance and impact.

Methodology

Stakeholder Consultation Design

The design for the research was a mixed-method approach. Both qualitative and quantitative data were collected in the form of consultations followed by surveys.

Research aimed to understand the experiences and challenges encountered in the employment journey from recruitment to promotion from the three consultation group's perspectives. Additionally, opportunities for improving accessibility of recruitment and inclusion in the workplace, and successful strategies employers have utilised to achieve more inclusive employment, were gathered. Data was thematically analysed to inform the framework.

Co-creators (participants)

A total of 72 co-creators of the framework participated in one of three consultation groups, either online or in person.

Group one (25 Individuals with lived experience of disabilities): representing 16 Irish counties, 11 disability perspectives, all genders; representing each of the seven age ranges between 18-64; voices from further education and training, higher and secondary education; various employment and unemployment perspectives; eight intersectional representatives including members of the travelling community, LGBTQIA+, various religious denominations and socio-economic statuses. Of note is that we received the highest volume of interest for this round of consultation, totalling 128, through expression of interest forms. Our commitment to a rigorous and transparent selection process ensured we gained perspectives from a wide scope of individuals across Ireland. See Figure 4.

Figure 4. Pie chart illustrating representation during the lived experience consultation.

Group two (14 Employers): representing four company sizes and 11 business sectors operating nationally and internationally from private, semi-state, public and the civil service.

Group three (33 national disability/employment organisations): representing six Non-Governmental Organisation (NGO)/Disabled Persons Organisations (DPO), 22 non-profits and nine individuals representing health, education and employment specific organisations relevant to disabled people in Ireland.

Data collection

Consultations

Quantitative data was generated through four open-ended focus group discussions during each of the seven consultations (three Lived Experience; two employers; two NGO/DPO/Other national organisations sessions).

Post-consultation surveys

Through surveys, qualitative data was collected via three questions, forming the reflective evaluation of the potential impact of the framework pre-launch. A further seven open-ended questions captured experiences related to the framework domains.

Engagement rates

Overall, engagement rates were high across all three cohorts, including response rates to post consultation online surveys.

Comparatively, of the 72 individuals who engaged in the online and in person consultations

• 25 (34.7 percent) were those with lived experience of disability,
• 14 (19.4 percent) were employers and
• 33 (45.8 percent) were NGO/DPO and other national organisations.

14 of 25 (56 percent) disabled individuals, nine of 25 (36%) employers and eight of 33 (24%) NGO/DPO/Other national organisations, responded to the online survey. 

Figure 5 Number of co-creators involved throughout data collection.

Findings

Following analysis, the following gives a high-level summary of the key findings from the consultation phase for each of the six domains, from the three perspectives.

Organisational Culture

Domain 1 Policy and Strategy

To foster disability inclusion and universal design, organisations should explicitly communicate and show their commitment to a disability-inclusive workplace, recognise intersectionality, and support leaders in modelling inclusive practices.

To shape effective and sustainable strategies, it was recommended that SMART targets on inclusion should be set, employee-led disability networks should be consulted, and collaborations with disability partner organisations could offer support. 

Inclusion and addressing individual needs could be achieved through targeted recruitment and a confidential Reasonable Accommodation Policy including the use of reasonable accommodation passports and equitable leave policies.

Accessibility and the development of an inclusive organisational culture could be achieved through policies in IT, recruitment, and communications, embedding accessibility in procurement, and offering flexible work arrangements, prohibiting discrimination and respecting differences within HR and company codes of conduct.

Domain 2 Environment

Regarding promoting inclusive environments within workplaces, key findings included the integration of accessibility and universal design principles across various areas.

Digital accessibility recommendations included embedding Web Content Accessibility Guideline standards into IT procurement criteria, conducting regular accessibility audits on websites and platforms, and optimising systems for assistive technology use.

Pertinent to physical spaces, accessibility should be prioritised in procurement, with regular audits and the creation of sensory-aware, flexible environments, ensuring meeting and event spaces are universally accessible.

In terms of organisational communications, employers should use diverse methods to inform staff about workplace inclusivity and available support, while also ensuring that both internal and public communications meet accessibility standards.

Domain 3 Training

Under the domain of training, inclusive recruitment, unconscious bias, disability awareness training, and universal design came to the fore, as key areas of effort in promoting workplace inclusion, specific to workplace training.

Inclusive recruitment findings included prioritising upskilling across all areas and establishing dedicated task teams in large organisations to oversee the full onboarding process for employees with disabilities.

Addressing unconscious bias should involve improving contact with disabled individuals to reduce stigma, ensuring adequate training to prevent disability washing, and challenging employer biases regarding capability and career progression.

Additionally, disability awareness training should be mandatory for all staff, including those in managerial roles, with a focus on both visible and non visible disabilities, accessibility, communication, and appropriate disclosure practices. Such training should be delivered by individuals with lived experience and include role-playing to foster practical understanding. Training on disability language, access grants, and recognising the importance of accommodations may foster a more inclusive and productive workplace.

Universal design principles should be applied in both physical and digital environments, with universally designed and individualised policies tailored to individual needs.

Organisational Practices

Domain 4 Recruitment

With regard to recruitment, four key time points of the recruitment process were highlighted.

Findings pertinent to job advertisement emphasised the need to be clear, concise, and developed with accessibility in mind, focusing on essential requirements rather than prescriptive qualifications. Applications should be accepted in multiple formats to accommodate diverse needs, with job sharing, flexible hours, and remote work options available. Inclusive language and a commitment to diversity should be reflected in the advertisement, along with openness to candidates with limited work experience.

During the recruitment processes, interview questions should be available in advance, alternative assessment methods offered, and flexibility in interview formats, locations, and times ensured. Accommodations should be offered at every stage, and feedback should be provided to help candidates learn and improve. The overall recruitment process should emphasise transparency, fairness, and the effective implementation of reasonable accommodations, ensuring respect.

Consultation findings also suggested that the onboarding and induction programmes should include open discussions and effective implementation of accommodations, mandatory workplace support and training for inclusive recruitment and internal mobility.

Domain 5 Workplace supports

Workplace supports garnered significant focus during the consultations revealing major challenges related to disclosure and reasonable accommodations in the workplace.

Employees, particularly those with invisible disabilities, expressed fear around disclosing their needs due to past trauma, discrimination and lack of psychological safety. Those employed in student placements, expressed concern about the lack of transparency about how disclosed information is handled, contributing to distrust and reluctance to disclose. Findings from the lived experience consultations emphasised that organisational structures often create barriers, requiring employees to repeatedly prove their disability, which can be demoralising.

Key recommendations included fostering trust and normalisation of disclosure through visible leadership on disability inclusion. Effective disclosure policies and supports, such as accommodations passports were recommended to enhance transparency and reduce fear.

In terms of accommodations, consultations emphasised the importance of regular communication to assess dynamic disability and fluctuating needs, a business-wide understanding of universal design, and ensuring that physical and digital environments are accessible. There is a misconception that many supports are costly or unavailable, which hinders their uptake; findings suggest the need to utilise funding supports.

To promote retention, peer mentoring, job coaches and visible disability networks were recommended in addition to the implementation of comprehensive policies, provision of consistent training, and the creation of supportive structures such as task teams and wellness programs.

Domain 6 Performance and Progression

Four key recommendations were highlighted in respect of performance and progression.

A supportive people management system should encourage mistakes as part of development, with managers and employees engaging in feedback training to foster constructive conversations and improve performance. Biased attitudes and low expectations undermine employees’ potential; therefore findings suggest performance targets must be transparent, flexible, and realistic, with a focus on achievable professional goals. 

Equitable access to professional development opportunities, such as mentorship, leadership training, and career progression support, was found to be critical. Employers should ensure fair distribution of work and encourage employees to request accommodations for promotions or assessments.

In terms of career progression, the findings argued for clear communication of opportunities and the promotion of disabled employees to leadership positions, alongside coaching and empowerment strategies to build confidence and combat learned helplessness.

Lastly, retention strategies should include job-sharing options, flexible training, and ongoing professional development, with a commitment to job security and ensuring inclusive pathways for disabled employees at all levels.

Future action

Building on these findings, which directly inform the development of the WIDE framework, the next phase of the project involves the creation of a web platform designed to facilitate the framework’s objectives. Following this, a comprehensive testing phase will engage diverse stakeholders to ensure the platform’s accessibility, functionality, and alignment with the intended action for change. The national launch of the framework is scheduled for the latter half of 2025, with a focus on fostering inclusive practices and systemic improvements across organisations.

Conclusion

In this article, we’ve identified a wide range of challenges and found a wealth of recommendations to address the disparities in employment for disabled people in Ireland. Aligning these findings, with reporting requirements detailed in the CSRD and EAA, the WIDE framework provides employers with the opportunity to signal their commitment to human rights, benefitting not only disabled people but enabling businesses to develop more socially responsible practices in an ever-increasing conscious global market.