Disability inclusion in the workplace: A conversation on equity for disabled employees within the university publishing sphere

Key points According to the UN, 15% of the world's working‐age population has a disability. This increases to 20% when neurodivergent individuals are also included. Therefore, disability inclusion is something every organization needs to consider if they want to get the best out of their employees. Inclusion involves a combination of highly personalized interactions and highly centralized, often standardized communications with a central team. For disability inclusion to work at organizations of any size, both elements must be in place. Each individual is different, so a flexible approach is needed with an emphasis on asking individuals what they need in order to help everyone to fulfil their potential. Role requirements, interview tasks and workplace environments should directly relate to the desired outcomes for the role. Consider whether the job you are advertising really needs a degree or whether an employee needs to work in the office, for example. Consider sharing interview questions in advance to allow everyone to prepare better. Behaviours that benefit people with disabilities also benefit everyone else. Clear communication channels are important—for accessibility accommodations processes to work, people need to know about them. A single point of contact for disability accommodations within an organization helps to simplify and clarify these processes. The language we use is essential to creating an inclusive environment. Use positive terms like ‘share’ and avoid outdated, derogatory terms like ‘crippled’. Familiarize yourself with the social model of disability to better understand how to frame disability inclusively.