Exploring the Challenges and Opportunities of Employing Persons with Disabilities

1. Introduction

In today’s dynamic and diverse workplace landscape, the concept of inclusivity and diversity has gained significant traction. However, despite the growing awareness and efforts towards creating a more inclusive work environment, individuals with disabilities often continue to face obstacles in securing meaningful employment opportunities. The employment of people with disabilities is not just a benevolent act of social responsibility, but it can also increase the economic potential of an organization.

In their Convention on the Rights of Persons with Disabilities, adopted on December 13, 2006, the United Nations defines individuals with disabilities (Article 1) as “Persons with disabilities including those who have long-term physical, mental, intellectual or sensory impairments, which in interaction with various barriers may hinder their full and effective participation in society on an equal basis with others.”

Historically, misconceptions, stereotypes, and prejudices have led to the marginalization of individuals with disabilities in the labor market. These biases hindered the progress of these individuals in the workforce, denying them the chance to showcase their skills and talents. It is crucial to recognize that these barriers not only deprive individuals of opportunities, but also limit the growth and innovation potential of organizations.

Work constitutes a fundamental aspect in the lives of all individuals, yet people with disabilities often encounter more difficulties in their job searches than non-disabled individuals. While the prevailing discourse often emphasizes the moral obligation to integrate people with disabilities into the workforce, it is equally vital to acknowledge the economic advantages of such integration. Organizations that prioritize the inclusion of individuals with disabilities, are poised to reap significant benefits. These advantages encompass enhanced employee engagement, improved innovation, broader consumer reach, and reduced turnover rates.

Employers frequently hold biases, consciously or unconsciously, and tend to prefer employees without disabilities for various reasons. One key reason is the perceived negative impacts on economic metrics such as productivity or company profits. Positive reasons for employing people with disabilities are frequently limited to social arguments, even though numerous economic justifications exist for hiring individuals with disabilities. Many studies demonstrate that employing individuals with disabilities doesn’t necessarily entail high costs, and often minor workplace adjustments are sufficient for employees with impairments to perform their duties without issue (Aichner, 2021; Jasper and Waldhart, 2013; Schartz et al., 2006). Furthermore, various studies reveal that employees with impairments are distinguished by qualities such as low turnover, high motivation, reliability, and loyalty in their work (Kalargyrou, 2014; Khan et al., 2018; Lindsay et al., 2018).

The goal of this exploratory study is to delve into the intricacies of the employment landscape for individuals with disabilities. By examining the barriers, misconceptions, and challenges faced by both employees and employers, we aim to shed light on the dynamics of this issue. Furthermore, we will explore the economic arguments in favor of employing individuals with disabilities, highlighting the potential advantages that arise from their inclusion.

In the subsequent chapters, we will give an overview on the current legal situation on three levels: The European Union, Italy, and an autonomous Italian region. We will then assess existing literature, present the findings of expert interviews with key stakeholders, and discuss the implications of these insights. By gaining a comprehensive understanding of the experiences, concerns, and success stories surrounding the employment of individuals with disabilities, we can pave the way for meaningful change and foster a workplace environment that values the diverse talents and abilities of all individuals.

2. Current Legal Framework

To engage with the topic of employing individuals with impairments, it’s first necessary and beneficial to grasp an understanding of the relevant legal framework. For this reason, the following sections provide an overview of the legal foundation concerning the employment of people with disabilities, starting with the European context and subsequently focusing on Italy, particularly the autonomous northern Italian province of South Tyrol.

3. Prejudices towards and concerns with employing people with disabilities

Prejudices about employing individuals with disabilities are varied. Stone and Colella (1996) present a model that outlines the factors influencing the treatment of disabled individuals within organizations. They highlight that stereotypes can significantly impact attitudes toward people with disabilities. These potential stereotypes about individuals with disabilities can be categorized by six dimensions:

Employers often have concerns about potential costs associated with employing people with disabilities, even though they may lack any experience with disabled employees (Houtenville and Kalargyrou, 2012; Kaye et al., 2011). Despite the fact that workplace adjustments and accommodations for disabled employees often incur minimal or no costs, employers frequently perceive such adjustments as significant expenses, creating a barrier to employing individuals with disabilities (Hernandez et al., 2008; Jasper and Waldhart, 2013; Kaye et al., 2011; Schartz et al., 2006). For instance, employers may fear that these adjustments might become extensive and thus more costly, affecting the entire company rather than being specifically tailored to the disabled individual’s workplace (Kaye et al., 2011).

Moreover, lack of experience with disabled employees often leads to misconceptions about their performance (Hernandez et al., 2008). While employers who have previously employed people with disabilities generally express positive views about them and are more inclined to hire disabled individuals, those without experience tend to hold negative attitudes (Hernandez et al., 2008; Unger, 2002). Houtenville and Kalargyrou (2012) refer to two Canadian studies in the hospitality industry, which indicate that perceived high costs of workplace adjustments and training, fear of lower productivity, lack of communication between employers and agencies, and anticipated issues related to relationships between disabled and non-disabled employees, including stereotypes, can impede the employment of people with disabilities. A study on integrating disabled employees in retail chains in Lithuania identified three main challenges through interviews with a personnel manager: recruiting disabled individuals, adapting work based on their abilities, and preparing colleagues for cooperation and collaboration (Buciuniene and Kazlauskaite, 2010). Additionally, the study noted that determining the abilities of employees with disabilities is complex since employers often don’t know exactly which tasks disabled individuals can perform and for how long. To address these issues, personnel managers find it necessary to put extra effort in tailoring employment considering an disabled employees’ unique strengths and weaknesses to ensure best employment fit. Furthermore, training sessions were organized for the rest of the staff to prepare them for collaborating with disabled employees.

Additional managerial concerns involve the unfounded worry that disabled employees are less productive, have lower attendance rates, higher turnover, lead to higher insurance costs, and more frequently lead to legal disputes (Hernandez et al., 2008; Unger, 2002). People with disabilities often find themselves in lower-skilled and less demanding positions within the company, such as data entry or laundry, and rarely have opportunities for advancement (Hernandez et al., 2008; Stone and Colella, 1996). The type and severity of the disability also play a role; therefore, employers tend to hire physically disabled individuals over those with intellectual or emotional disabilities (Unger, 2002).

To summarize, it is fair to conclude that employers’ attitudes towards disabled employees constitute a primary barrier to hiring people with disabilities. This is rooted in both stereotyping and inaccurate assumptions and concerns, including those about performance, productivity, and costs for the organization.

4. Economic arguments for employing people with disabilities

The economic benefits of employing people with disabilities are often overlooked by many employers, as they tend to focus only on the costs of hiring disabled employees without considering the potential successes (Hernandez et al., 2008; Jasper and Waldhart, 2013; Kaye et al., 2011; Schartz et al., 2006).

The inclusion of employees with disabilities in American companies such as Walgreens Co., which specializes in food and drug retail, and Mohegan Sun Resort, the American hotel and casino operator, has led to numerous competitive advantages: lower turnover, higher attendance rates, and greater loyalty (Kalargyrou, 2014). The average duration of employment for employees with disabilities in retail, hospitality, and healthcare is 4.26 months longer than that of non-disabled colleagues (Hernandez and McDonald, 2010). Other positive aspects of employing people with disabilities can include higher profits, lower costs, higher reliability and punctuality of employees, a better company image, a more diverse and satisfied customer base, increased productivity, more frequent introduction of innovations, and higher employee motivation (Buciuniene and Kazlauskaite, 2010; Khan et al., 2018; Lindsay et al., 2018).

Due to the challenges that people with disabilities often face in finding stable employment, they tend to exhibit strong loyalty, expressed through high work commitment and motivation (Aichner, 2021; Khan et al., 2018; Kocman and Weber, 2016). For example, disabled employees often start their workday 15-20 minutes earlier than required ( Kalargyrou, 2014). Increased motivation has positive effects on various factors, resulting in quality enhancement, friendlier customer interactions, higher loyalty, and consistent performance (Aichner, 2021). Additionally, employing people with disabilities can lead to higher creativity and innovation within companies (Faiella, 2018; Lindsay et al., 2018). Another factor contributing to higher loyalty is the gratitude felt by individuals with disabilities for the opportunity to be employed (Kalargyrou, 2014; Lindsay et al., 2018). People with disabilities also tend to have higher attendance rates (Kalargyrou, 2014). Contrary to the often (mistakenly) assumed lower attendance rates for people with disabilities, it has been shown that disabled employees are more likely to come to work even in difficult weather conditions such as snowstorms, and their attendance in these cases is higher than that of non-disabled colleagues. Moreover, people with disabilities typically schedule medical appointments during flextime or vacation rather than work hours (Kalargyrou, 2014). For instance, a study found that disabled employees at the Western Electric Company had 7% lower absenteeism rates due to illness than non-disabled employees (Chi and Qu, 2004).

Employing individuals with disabilities can also lead to higher profits for companies (Lindsay et al., 2018). A study by Buciuniene and Kazlauskaite (2010) showed that supermarkets employing people with disabilities generate stronger sales growth. Lindsay et al. (2018) refers to two studies indicating that profits can be increased by making workplace adjustments for disabled employees. They show that hiring employees with disabilities results in lower cost associated with recruiting and training new workers due to reduced overall employee turnover rate. Additionally, workplace adjustments can lead to lower turnover among disabled employees (Schartz et al., 2006). Companies can often benefit from small cost-effective adjustments for employees with disabilities, which are generally less demanding than employers tend to assume (Aichner, 2021; Jasper and Waldhart, 2013; Schartz et al., 2006). Schartz et al. (2006) found, through analyzing employer interviews, that in about 50% of the cases studied, adjustments did not incur direct costs, and in the remaining cases, there were usually only one-time expenses. Workplace adjustments can include providing wheelchair accessibility, individual scanners for hearing-impaired employees in supermarkets (Buciuniene and Kazlauskaite, 2010), as well as introducing flexible working hours, restructuring tasks, providing written instructions, telecommuting, and other workplace adaptations (Hernandez and McDonald, 2010; Kaye et al., 2011).

Another benefit for employers who hire individuals with disabilities are the legal benefits, subsidies, and tax incentives provided for employment (Faiella, 2018; Lindsay et al., 2018). Furthermore, employing people with disabilities can improve a company’s image (Houtenville and Kalargyrou, 2012; Lindsay et al., 2018). Houtenville and Kalargyrou (2012) point out that a large majority of surveyed consumers hold a positive attitude towards companies that employ disabled workers and would prefer to patronize such companies. Hiring disabled employees can also diversify the customer base. For example, disabled cashiers in supermarkets serve more customers overall and increase the likelihood of people with disabilities shopping in the stores (Buciuniene and Kazlauskaite, 2010; Lindsay et al., 2018).

Overall, these factors can lead to a significant competitive advantage for companies that employ people with disabilities. However, a key component in personnel decisions is the personal attitude and perception of the management or HR personnel who control or significantly influence the selection and employment of employees. With these considerations and from a company’s perspective the following research questions are explored:

5. Methods

To address these questions, semi-structured expert interviews with the heads of the human resources departments of five South Tyrolean companies were conducted between August and September 2019. This methodological approach was chosen to gain in-depth insights into the experiences, strategies, and challenges faced by HR professionals in promoting disability inclusion in the workplace. Semi-structured interviews offer the flexibility to explore specific themes in detail while allowing participants to share additional insights that might not have been anticipated, ensuring a comprehensive understanding of the topic.

South Tyrol was selected as the geographical focus for several reasons. As one of Europe’s wealthiest regions, South Tyrol provides a unique socio-economic context where companies often have access to resources that can support innovative inclusion practices. Furthermore, its position at the crossroads of Germanic and Italian cultural influences offers a distinctive setting for examining how diverse cultural perspectives shape organizational approaches to inclusion. The region is also notable for its progressive policies and initiatives in disability inclusion, making it an ideal case study for exploring best practices and identifying areas for improvement.

6. Results and Discussion

The opportunities and advantages of employing people with disabilities that emerged from the expert interviews include low turnover rates, increased employee motivation, minimal or low costs for workplace adjustments, improved company image, and a positively enhanced work environment. Employees with disabilities are more loyal when employers invest in training and development (Kalargyrou, 2014), as evidenced by the example of a chef who has been employed by one of the interviewed companies for several years and completed his apprenticeship there (E2). Furthermore, employees with disabilities appreciate being entrusted with tasks they can perform independently, leading to longer retention within the company (E3). Low turnover rates represent an economic advantage as employers have a stable pool of employees, reducing the need for constant recruitment and training thus resulting in cost savings.

Since employees with disabilities are particularly grateful for having a job, they often exhibit higher motivation and diligence than non-disabled employees (E1), which in turn affects their performance and work quality (Aichner, 2021), thus potentially providing a competitive edge. The interviews also revealed that employees with disabilities generally contribute to a positive work environment and create a positive atmosphere. A better work environment can positively impact the entire workforce (E3). Moreover, a more inclusive work environment was shown to promote greater understanding and respect amongst members of the organization (E3). As a recommendation, companies could actively strive to employ people with disabilities, implement inclusion programs, and create a conducive environment where individuals can thrive and feel comfortable, contributing to the company’s long-term success.

The interviews corroborated existing literature regarding the costs of workplace adjustments to accommodate disabled employees. Direct costs for accommodating adjustments were incurred by only one of the five companies interviewed and for that one company the costs were not substantial (E3). Therefore, employing a person with disabilities does not pose an unsustainable or disproportionate cost burden on the company.

Although the companies interviewed mostly reported an inclusive work environment, certain challenges were highlighted. These include a lack of understanding among non-disabled employees, increased workload for non-disabled employees due to both workload redistribution and handling severe mental health issues of a disabled person, and challenges related to unreasonable assistance from non-disabled colleagues (E1, E2, E3). In this context, raising awareness among staff might be beneficial, enabling colleagues to learn more about disabilities and understand why someone behaves in a certain way and how to respond in specific situations. The interviews also revealed that there is often a difficulty in matching job roles with the skills of employees with disabilities since neither the employer nor the employee can accurately assess the person’s capabilities.

Another interesting result from the expert interviews is that the companies rarely receive active job applications from people with disabilities, confirming extant literature in the field (Hernandez et al., 2008; Kaye et al., 2011). A possible explanation could be the lack of confidence among individuals with disabilities, who may not consider themselves suitable candidates for the job. It might also be the case that people with disabilities do not venture into the job market at all, perhaps because they are employed in sheltered workshops and feel more comfortable there. Additionally, the family of the individual might inadvertently hinder employment by overly protecting them (Kalargyrou, 2014). To improve this situation and increase the employment rate of people with disabilities, it would be beneficial to invest more in their education and provide individual support and guidance, especially when preparing for their professional careers. The experts observed that meeting the legally required employment quota for people with disabilities is nearly impossible without specific agreements with the employment office. They also indicated that the path to employing people with disabilities is challenging due to bureaucratic and legal obstacles, such as the need for periodic medical certifications for seasonal work (E2, E4). Hence, there are administrative and legal barriers that hinder a higher employment rate.

7. Conclusions

The conducted expert interviews contribute to a better understanding of employing individuals with disabilities, revealing corroborating evidence as to their shared experiences and perceptions of the economic opportunities and challenges of employing people with disabilities across various industries. The participants concur that employing people with disabilities can be economically profitable and is not limited to social aspects alone. Existing barriers can often be dismantled without significant financial or time investment, with obstacles being readily overcome. Facilitating successful employment tenures for those with disabilities necessitates a positive attitude from management and all employees, who should be actively involved in the inclusion process. Informing all staff about the capabilities of colleagues with disabilities and highlighting their contributions to the company’s success is also helpful. This can enhance the acceptance of current employees with disabilities and positively impact the employment of additional individuals with disabilities.

Further research could be conducted in companies that currently do not employ individuals with disabilities to explore potential biases and entry barriers. Additionally, the present findings regarding the economic contribution of employees with disabilities should be compared with statements, experiences, and opinions of employees with and without disabilities to add another perspective to this important topic.

This work, based on insights from successful companies, hopefully contributes positively to the necessary discourse that while challenges exist, individuals with disabilities are not a burden to employers but rather represent a crucial economic resource for companies and economies as a whole.

Ethics and consent

This study involved interviews with experts as part of the research process. The participants provided their verbal consent to use their responses for the purposes of the study. The decision to obtain verbal consent was approved by the Institutional Review Board of the National Association for Disabled and Invalid Civilians (ANMIC South Tyrol), which confirmed that verbal consent was adequate for this type of research on 3/2/2019. The verbal consent was documented by recording the participants’ agreement at the beginning of each interview.

Author contributions

The authors contributed equally to all parts of the article.