By Joanna Wootten
Why does leadership matter in regards to disability? Put simply, if employees or work streams aren’t told to think about disability, or prioritise disabled employees or customers, it’s unlikely to happen consistently or systematically. Of course, there will always be individuals doing their best ‘under the radar’. It is also important to note that many people are nervous about getting it wrong, or feel unequipped to address the issue of disability correctly. Organisations should support employees in getting it right – this means ensuring the appropriate systems are in place as well as having the right attitude.
The Disability Standard – Business Disability Forum’s management tool to help businesses measure and improve their performance on disability, reinforces this idea of having strong leadership at the top. Amongst the ten criteria of the Standard – which include ICT, Workplace Adjustments and Recruitment, senior sponsorship remains fundamental. Such support creates both cultural and financial permission, while also empowering employees to tackle sensitive issues with confidence.
If, however, you are struggling to get your colleagues to ‘buy-in’ to your idea, it can be effective to begin with a single issue. This should help to catch people’s attention and imagination. I have witnessed some amazing achievements when companies have offered their support to a particular charity or organisation. People can get very enthused supporting a charity which has a knock on effect on their employee engagement, as well as increasing their understanding and support for diversity initiatives.
While it can be difficult to instigate the first step to becoming disability-smart, it is very encouraging to see an increasing number of organisations that are doing exceptional work within this area and using the Disability Standard to monitor their progress.
We have all seen the Barclays advertisements showing people with visual impairments using talking ATMs. Also, from a personal viewpoint, as a deaf customer, I really value Barclays’ commitment to accessibility as I have used both their online chat function, and accessed their services via a video interpreting service.
It’s apparent that there is leadership from the top as I have seen various senior people including their Chairman, CEO and CEO of Personal & Corporate Banking all talking about the importance of disability, stating it is not just a CSR issue, but fundamental to their business model.
I asked Paul Smyth, Head of IT Accessibility at Barclays, what the company had done to make disability ‘business as usual.’ He pinpointed an event called ‘Living in our customers’ world’ as being pivotal. During this event, attendees – including senior business leaders, were able to test Barclays’ disability simulation kits in order to feel the physical effects of different disabilities. As a result, attendees left the room with a personal insight into the challenges that disabled customers face, and were motivated to ‘use their influence and resources to deliver strategic and operational change.’
Kathryn Townsend, who leads Barclays’ Strategic Transformation – Accessibility & Inclusion, said:
“Barclays has really invested in this by investing in full time resources (mine and Paul Smyth’s teams) whose sole focus is accessibility. We are also given freedom and support to identify the ‘next big thing’ we should adopt, or the key internal issues we need to fix. Without a doubt, our Chief Executive not only believes, but really understands and champions that this is core to how we do business – not an add on.”
I recently spoke with Graeme Whippy, Senior Disability Manager at Lloyds Banking Group (LBG) who said how useful it had been having Mark Fisher, former Director of Operations, championing disability at the company. Graeme discussed how senior sponsorship had helped enable him and his colleagues to talk to people across the business and get them to take disability seriously. As a result, LBG significantly improved their performance across all 10 areas of the Disability Standard. This was particularly true regarding the company’s Workplace Adjustments policy which was completely transformed in 2010 into a centrally funded, award-winning service.
Senior sponsorship has also helped to ensure longevity of commitment at LBG, proven by the implementation of Key Performance Indicators in place, and regular reports to David Oldfield, the current Director of Operations.
Sometimes, however, something has to go wrong before leadership will take disability seriously. This was exemplified at the Civil Service after the organisation’s People Survey demonstrated very low engagement levels among disabled staff, partly because the systems were not in place to support them effectively.
A Civil Service Task Group on Disability found an employee who had been put on 18 months gardening leave because they were waiting for a £15-£30 mouse to be approved, tested and placed on their computer. Having discovered such issues, a Permanent Secretaries’ Reference Group on Disability was created. Now, the Department for Work and Pensions and BDF member leads the way in relation to workplace adjustments, and has shared its best practice with other government departments.
I asked Jenny Groves at Nationwide about the topic of Executive sponsorship. Jenny said:
“In business, the most effective way to achieve success, in whatever you set out to do, is to get your people behind your goals. Ambition is infectious and when you see leaders excited about, and dedicated to, such an important subject, it inspires everyone else. Improving disability performance is about much more than tangible, physical changes. It’s also about changing culture and the way we think, both as individuals and as a company. Whether it’s a business, a school or a community, an organisation’s culture is driven from the behaviours and actions displayed by those at the very top. We know we have the right people in place to increase Nationwide’s accessibility and become a disability-smart, disability-confident business with the support of our senior leaders and Business Disability Forum.”
Discussing the importance of leadership and why it is needed to achieve real change, Stephanie Smith, Director of Operations for Allianz Retail observes:
“Disability awareness and understanding has increased exponentially in recent years, but providing for disabled customers is still seen by many organisations as optional. However, with an aging population and the advent of social media, organisations that are off the pace are increasingly becoming exposed. Having the right services and products for all customers, has always been important of course, but now the impact of getting it wrong is becoming more tangible. So why is it hard for some organisations to focus on what is so obviously the right thing to do? A mind-set and language change is critical, and can only be led from the top. The diversity agenda needs life breathed into it, it needs to be omnipresent in everything you do in your business, from the top to the bottom. And you need to prioritise and invest – not massively, but enough to ensure that in a world where budgets are cut and investments curbed, diversity isn’t the thing always squeezed off the agenda.”
Ultimately, one must allocate resources in a way that will work for the business. For example, I work closely with Sainsbury’s, and they have a board member with responsibility for disability. He chairs two working groups that report to him on a regular basis: one focusing on customers, and the other focusing on employees.
If you aren’t sure how to begin improving your company’s performance on disability, using the Disability Standard and the help available at Business Disability Forum is a very useful starting point.
But it’s important to remember that it’s not just about beautiful systems and ticking the boxes, it’s about creating and/or maintaining the right environment so that people want to work for your company, or use your services. After all, as Winston Churchill said: “Attitude is a little thing that makes a big difference.”
For more information on using the Disability Standard, visit: https://www.disabilitystandard.com/about/
For more information on Barclays Accessibility Statement, visit: http://www.barclays.co.uk/Accessibility/Barclaysaccessibilitystatement/P1242641724754
Click the link to view the Lloyds Banking Group Workplace Adjustments case study: https://www.disabilitystandard.com/media_manager/public/86/Resources/BDF%20Lloyds%20BG%20Workplace%20adjustments%20case%20study.pdf
For more information on Nationwide, visit: http://www.nationwide.co.uk/
For more information on Allianz, visit: https://www.allianz.com/en/careers/allianz_as_an_employer/diversity.html