HRZone and Diversity and Ability have teamed up to create a series of three parts entitled ‘Disability History – Lessons for Future Proofing HR Practices.’ The second part, which follows, examines how ERGs are not linked to disclosure.
Do you face a paradox? Employee Resource Groups are vibrant, supportive and busy. Yet your formal disclosure rates remain low for neurodiversity and disability. This raises the question: why do employees hesitate to reveal when these groups appear open and active?
This is a problem that organisations face repeatedly. The same voices are always heard, which means that new perspectives, ideas, and energy are not found.
You might be missing something if you don’t listen to your ERGs.
Inclusion needs to be intersectional in order to be sustainable.
A model based on disclosure does not open the door to a culture that is rooted in belonging.
Take on intersectionality
ERGs are mostly categorized by identity; individuals must select one aspect of their identity that they will champion to be able to take part. Which would you choose if you were a Black woman who is also Queer or Disabled?
Atif Choudhury reminds us, that if we work twice as hard to achieve the same results in a workplace, then our brains are hard-wired for sharing less. You may already be dealing with microaggressions because of your Blackness, Queerness, or gender. It’s harder to carry another label in public.
It’s much easier to wear the label Disabled if you are a white person. Even within diversity ERGs, this dynamic creates an echo chamber. Conversations in an ERG for disability, for instance, tend to be focused on a single type of experience. This makes the marginalised feel unwelcome.
What can you do to counteract it?
- Look at the output of your ERGs. Do the same voices tend to be the loudest? What are the real experiences they represent?
- Encourage Collaboration between ERGs Create Spaces for Them to Collaborate so that Intersecting Identities Can Take Centre Stage
- Do not separate your inclusion efforts. Concentrating on anti-racism this year or gender equality next year will not result in lasting equity. You will end up leaving behind the most marginalised women this year, and the most marginalised persons of color next year.
The ERG allows people to share their experiences in a controlled way. This is often restricted to those with similar experiences. Formal disclosure, on the other hand, can feel intrusive.
Disclosure-based models are a recipe for failure
Employees may be concerned that disclosing their disability in an inclusive workplace could result in subtle or overt prejudices, affecting their professional image or progress. ERGs offer a peer to peer support system, where employees may feel comfortable sharing. However, disclosure can make them feel more vulnerable because it brings their condition to the attention of the organization.
ERGs can be viewed as a safe space with a high level of trust among peers. Formal disclosure requires, however, trust in the wider organisational structure. This includes leadership and HR. Employees who are unsure about the use of their personal information may decide to keep it within ERGs and not disclose them publicly.
Disclosure often requires employees to weigh the costs and benefits of disclosure. They may not want to risk the extra risk of disclosure if they do not believe that sharing formally their condition will result in meaningful accommodations or support. Formal disclosures may not seem necessary if there are no visible benefits.
What is the difference between sharing and disclosing?
Sharing in an ERG can be a controlled decision, and is often restricted to those with similar experiences. Formal disclosure, on the other hand, can seem intrusive, especially when employees are concerned that their information will be shared more widely than intended. Employees may limit their disclosure to informal settings due to privacy concerns.
In order to understand this, it is necessary to first distinguish between sharing, and disclosure.
- sharing happens often in informal spaces like ERGs where employees discuss casually their experiences and identities.
- Disclosure is formal, recorded, and consists of a person or organisation formally stating that they have a disability.
This difference can help explain why some people are comfortable with sharing, but not others.
Disclosure is not the best way to serve your employees. Disclosure is only done when it is necessary because job protection, performance management and reasonable adjustments are all interwoven.
For many, disclosure is motivated by fear. Disclosure is not done for the benefit of the person or business, but to avoid losing their job due to performance concerns.
To feel included, someone doesn’t have to check a box.
ERGs: What can we learn?
Inclusion is the goal. Diversity is not. To feel included, someone doesn’t have to check a box. They need open arms, support and psychological safety. Your ERGs get it right. Learn from them.
1. Encourage adjustments at all stages of the employee journey – from interviewing to onboarding. But don’t stop here; remind employees at regular intervals that adjustments are available.
2. Do not make your employees leap into the unknown. Define the process for requesting and obtaining adjustments, so that employees know how it will feel and look.
3. Share models within your team. Share the things that are scary for you to encourage others to do the exact same thing. Celebrate your successes, whether you are using a new communication system or calendar management system.
4. Focus on the barriers and not the labels by using , as your guide. This creates a space for sharing and not disclosure.
No tick box required
Instead of focusing on getting employees to disclose, create a workplace that makes them feel valued and doesn’t require them to check a box. Formal disclosures lose their significance when empathy, adjustments and psychological safety become part of everyday practices. The culture of inclusion embraces employees as they are without conditions or labels.
Companies can learn from ERGs and create a culture where employees feel valued and seen. No formal disclosure is required.
