Hiring disabled people isn’t charity, it’s smart business

By Phil O’Reilly

First published on the New Zealand Herald.

Here’s a New Year’s resolution for employers: when you’re back from the break, make a plan to employ more disabled people.

There are plenty of good reasons to do it – but here’s the most important one: disabled New Zealanders represent a vastly underutilised talent pool, and employing them isn’t charity. It’s a business opportunity.

Just this week, the Government launched a new disability strategy that makes employment one of its five core priorities. (Full disclosure: I helped develop the employment component.)

I got involved because I’ve long believed we need to get more employers engaged. It’s easy to feel discouraged by the barriers disabled people face.

They remain one of the most excluded groups in our labour market – not only in finding a job, but progressing into a career. Yet surveys show 72% of disabled people without a paid job want one.

That is a fantastic level of drive and aspiration. And when employers take a structured, strategic approach, it almost always turns out to be a good decision.

Sudima Hotels has made disability employment a core part of its business model. Garage Project Brewery has a long-standing, successful partnership with the deaf community, including employing deaf candidates. Other organisations have similar stories.

Over the years – here and overseas – I’ve spoken with hundreds of employers about what gets in the way of hiring disabled people. One thing stands out: the goodwill is there. What’s missing is confidence to take the first step.

Employers often worry about legal risks or what happens if things don’t work out. But those risks exist with any employee. And the evidence, both here and internationally, shows that disabled employees are often among the most loyal, motivated and committed in the workforce.

Another challenge: disabled people get the job, but not the career. Without the right support, they end up stuck in entry-level roles.

Employers who do this well take the same approach with disabled staff as they do with any staff: provide the tools, environment and pathways they need to succeed.

And here’s something many employers don’t realise: you probably already employ disabled people – they just haven’t disclosed it, for a whole variety of reasons.

The good news? You don’t need to reinvent the wheel.

Organisations like the New Zealand Disability Employers’ Network offer practical tools such as the Accessibility Tick – a programme that helps employers understand and remove barriers for both staff and customers.

Workbridge is another excellent partner, particularly for small and medium businesses. They specialise in matching disabled candidates with the right roles and supporting employers through the process.

These are just two examples of providers who can help you get ready and find the right candidates.

The employers who succeed take a strategic view. There will be disabled candidates who can fill roles in many parts of the organisation. But it can be a good start to try matching the strengths of particular disabilities to the needs of particular roles.

I’ve seen people with Down syndrome excel in warehouse operations. Deaf staff thrive in noisy manufacturing environments. Candidates with autism, ADHD or dyslexia often excel at coding, analysis and design. When you start with the strengths, the opportunities open up across your whole organisation.

The benefits go far beyond filling vacancies. Time and again I’ve seen improvements in workplace morale, team culture and innovation.

Employing disabled people also helps businesses better understand their customers – many of whom are disabled themselves or have disabled family members.

Employers who approach disability employment out of pity or obligation almost always struggle.

That’s not how they hire anyone else, so the process feels like an exception – even a burden.

The employers who succeed mainstream it. From recruitment to onboarding to career development, disability employment becomes part of how they do business.

Yes, disabled employees may need adjustments or support – but you already make adjustments for every employee in different ways. And excellent support exists across the public and private sector to help you get it right.

Employers who have taken this step tell me the same thing: hiring disabled people was one of the best decisions they ever made. That’s a New Year’s resolution worth acting on.