Action for disability inclusion

This section draws on the experiences and insights from focus group participants and interviewees about the practical actions that can help create more inclusive environments for disabled engineers and technologists.

The actions are collated for five different stakeholder groups:

• engineering and technology employers and
• HR professionals
• line managers in the sector
• disabled engineers and technologists
• and the IET.

6.2 Actions for HR professionals

HR teams have an important role to play in translating intention into practice on disability policies.

HR’s leadership in standardising adjustment processes and embedding principles of accessibility as universal is fundamental to sustained, systemic change.
 

6.2.1 Standardise adjustment processes across teams

Create a single, transparent adjustment process that outlines responsibilities, timelines, and escalation routes. This helps ensure a clear standard of treatment and reduces reliance on individual goodwill. Partner with disabled employees to ensure their lived experience informs the design  of the process.

Create a template for a ‘statement of accessibility requirements’ which can be used organisation-wide by all disabled employees and line managers and  reviewed regularly as needs and environments change.
 

6.2.2 Integrate accessibility-by-default into HR systems

Review HR systems across the employee lifecycle, including recruitment processes and platforms, onboarding materials, and HR portals to ensure they meet accessibility standards from the outset.

Again, partner proactively with disabled employees to ensure their experiences and perspectives inform the design.
 

6.2.3 Provide training for line managers to develop the skills of inclusive leadership

The skills of inclusive leadership, identified by participants as an enabler of disability inclusion, include flexibility, listening, empathy, openness to feedback, and not needing to know all the answers.

Participants suggested reciprocal mentoring as an effective way of developing disability awareness; other sources suggest that storytelling and developing an understanding of other people’s perspectives are also effective.²⁰
 

6.2.4 Reinforce line manager accountability

Consider including line manager action on reasonable adjustments as a key performance indicator or developing other accountability mechanisms. Partner with the line managers of disabled people to co-create an approach that works.

Accountability is important in ensuring the shift from intention to implementation.
 

6.2.5 Provide ‘Know Your Rights’ guidance for all employees

Develop concise, accessible information explaining the rights and responsibilities of disabled employees under the Equality Act and Access to Work.

Ensure this is provided to all employees, for instance at onboarding, not just those known to have a disability, and is always available for employees to consult at any time. Information like this helps demystify processes and empowers both employees and managers.
 

6.2.6 Collaborate with the IET and sector bodies to share best practice and tools

Partnering across the engineering and technology sector facilitates access to case studies and learning, particularly for smaller organisations that lack internal expertise and resource.

6.3 Actions for line managers

Line managers are pivotal in shaping the everyday experience of inclusion – or exclusion – for disabled employees.

They do this through modelling an inclusive approach to leadership, as well as through influencing the practical implementation of reasonable adjustments.

Actions for managers are below.
 

6.3.1 Develop and model the skills of inclusive leadership

The skills of inclusive leadership include empathy, flexibility, the ability to listen and openness to feedback. Learning and modelling these skills through everyday interactions with all employees, including those who are disabled, is vital to creating disability inclusion.

Remember, line managers do not need to know the answers!
 

6.3.2 Initiate early conversations about needs

Build trust with disabled employees through initiating early conversations about accessibility needs, ideally at onboarding or during role changes. The ease and curiosity with which line managers initiate conversations will help signal safety and respect to disabled team members.
 

6.3.3 Champion role models and stories of disability inclusion

Share examples of disabled role models, particularly at senior level. Allow your disabled employees time at work to be advocates (to share their stories and be part of networks, for example).

Increasing the visibility of disabled colleagues, with their explicit consent, helps normalise inclusion and challenges the narrative that there is no career progression for disabled people.
 

6.3.4 Frame adjustments as fairness, not privilege

Build your own understanding of why reasonable adjustments are not ‘special treatment’. Disability inclusion is about equity, defined by the Institution of Civil Engineers as providing ‘support and resources based on individual needs to ensure equal opportunities’, rather than about equality (treating everyone the same).¹⁹

Communicate clearly and repeatedly that adjustments level the playing field through increasing fairness rather than creating privilege, and that they contribute to productivity and performance at a team and an individual level.

Repeating this message is key to shifting attitudes toward the perceived unfairness of reasonable adjustments.
 

6.3.5 Advocate for templates and transparent processes for adjustments

Consistent and simple forms, pathways, and escalation routes help reduce confusion and ensure fairness in reasonable adjustments.

Work with HR colleagues to develop templates and processes that help everyone – HR, line managers and disabled people alike – understand ‘what good looks like’ when it comes to requesting and implementing reasonable adjustments and reduce the expectation on disabled people to set standards for accessibility.
 

6.4 Actions for disabled engineers and technologists

This section suggests six actions for disabled people to take that may contribute to a more inclusive working environment in engineering and technology.

Some of these actions are about disabled people supporting themselves; others focus on advocating for system change.
 

Disabled people supporting themselves

6.4.1 Create time for self-care

Self-care is a priority and can help to mitigate ‘advocacy fatigue’. Self-care actions will take different forms for different people; try out a few and schedule time for the ones that suit your needs.

Examples include:

• Prioritising healthcare appointments and routines, including taking medication and doing physiotherapy.
• Time on your own, counselling or other options to manage emotional needs.
• Peer networks and informal communities of support, which can provide muchneeded solidarity.
   

6.4.2 Review adjustments

Disability inclusion is dynamic; your needs, available adjustments and your environment will evolve over time. Be sure to regularly review your needs and adjustments to ensure they are relevant and sustainable.

It might also be helpful to partner with peers, HR, and line managers to ensure your adjustments reflect what is available now to support your needs.
 

6.4.3 Develop your own ‘statement of accessibility requirements’

Make a record of your needs and accessibility requirements. Share this statement with your line manager to ensure continuity of support and accountability during role or line manager changes.

Especially when embedded in HR systems, such documents reduce the need to repeatedly explain or justify your accessibility needs.
 

Advocacy to create organisational change

6.4.4 Consider sharing stories of lived experience

Share your personal stories - through reciprocal mentoring, internal networks, awareness sessions or case studies.

This can help build awareness, challenge stereotypes, and change people’s attitudes, making your life easier. However, be conscious of when and where feels like the right time for you to share your story.

Participants in this study were clear that the act of sharing should be voluntary and consent-based, avoiding the dual traps of becoming an assumed representative for all types of disability inclusion or a ‘token’ for organisations where individual stories are not underpinned by more substantive organisational commitment.
 

6.4.5 Co-design inclusive systems

When your workload and energy levels enable you to, get involved in co-creating processes and tools with HR and line managers, from recruitment to securing workplace adjustments or introducing statements of accessibility needs.

This will help ensure that accessibility is built into processes from the outset (known as ‘accessibility-by-default’) and that accessibility measures reflect the lived experiences of disabled people, rather than assumptions being made on your behalf.
 

6.5 Actions for the IET

Participants saw the IET as having an important role in setting standards, amplifying visibility of disabled engineers and technologists, and influencing systemic change with employers across the sector.
 

6.5.1 Setting standards

• Champion universal design and accessibility-by-default principles across the sector
• Establish and promote standards for disability inclusion across the sector, including establishing partnerships with other professional institutions
• Create a Disability Inclusion toolkit with sector-specific examples, including for SMEs.
   

6.5.2 Visibility and representation

• Celebrate and promote the visibility of disabled role models through case studies, panels, and events, whilst staying alert to the additional emotional and practical burden that this may place on disabled employees
• Facilitate networking and peer connection amongst disabled members, volunteers and the wider community
• Establish sector-wide awareness and development programmes, such as a reciprocal mentoring scheme pairing disabled and non-disabled engineers and technologists.
   

6.5.3 Good practice recognition

• Recognise inclusive leadership and organisational good practice through IET awards and communications - consider establishing an award specifically for disability inclusion
• Encourage organisational benchmarking on disability inclusion and tracking of representation.
   

6.5.4 Advocacy and policy

• Advocate for policy change, including protections for volunteers under equality legislation
• Share insights and innovations in accessible technologies to influence industry-wide adoption and improvement.
   

References

¹⁹ https://www.ice.org.uk/news-views-insights/inside-infrastructure/equity-vs-equality-bridging-the inclusivity-gap

²⁰ CIPD, Diversity management that works, October 2019.
Available at https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/7926-diversity-and inclusion-report-revised_tcm18-65334.pdf