Chris Jay from Bascule Disability Training shares valuable insights about how to foster positive perceptions of disabilities within your workplace
Have you ever asked yourself why you chose a certain choice? Why did you choose the car that you drive, or the clothes you wear? Or how did you make your friends? You might at first think that these decisions are based on personal preferences. You might tell yourself that you like a certain model, brand, or type of person. Where do our preferences come from, and why are they so strong? Many of our decisions can be influenced by factors that we do not even realize.
Other words, we make a large part of our decisions without conscious thought or deliberate thought. This is a good way to make some decisions, and it’s often efficient. However, if we don’t examine this method, we may be making others based on biases.
Imagine, for instance, that a manager is interviewing a number of candidates and one has a physical disability. Is it likely that the manager will base their decision solely on the candidate’s skills, qualifications and experience? Is it possible that an unconscious bias could creep in and lead to the assumption that someone with a disability is less capable?
You might think this is outdated and society has moved on from these kinds of perceptions, but you may also be surprised to find out that research shows that more than a third believe that individuals with disabilities are not as productive as their peers without disabilities.
Studies show that unconscious prejudice against people with disabilities is more common than biases based on gender or race. Imagine that 67% in the UK feel uncomfortable or awkward when speaking with people with disabilities. This could also unconsciously affect someone’s interaction with a candidate who has a disability. Or, how a manager can avoid promoting someone with a disability in favor of an able-bodied candidate.
In a recent report entitled Disability Inclusion @ Work: A Global Outlook, further research revealed that 3/10 people with disabilities agreed that people had made negative assumptions regarding their abilities in the past year. 28% of people with disabilities said that they were not promoted and 28% claimed their performance had been negatively evaluated.
This research allows us to better understand the dangers associated with negative perceptions, and how our unconscious biases can influence the world around us.
What is Unconscious Bias?
The brain’s tendency is to categorise large amounts of data immediately. Our ancestors relied on this instinct, which is rooted in our evolution, to make quick decisions when faced with survival situations. In modern times, this mechanism may lead to inaccurate assumptions due to past experiences, cultural norms and media portrayals.
A similar bias is called affinity bias. It causes us to have a natural affinity for people who are similar to us in terms of culture, appearance, thinking, and behavior. A study shows that seeing someone who is different from us can trigger primitive brain signals linked to danger. This leads to an instinctive, and often unfounded negative reaction. This unintentional reaction can have serious consequences in the workplace, impacting recruitment, management and team dynamics.
Unconscious bias in hiring managers can undermine the efforts of organisations that are making progress towards inclusivity. Unconscious judgments, even with inclusive policies and accessible application processes, can affect hiring and promotion decisions. This will impact the culture and diversity of the workplace.
Tackling Unconscious Bias
It’s good to know that unconscious biases are easily mitigated by changing the way we view disability. We can expect cultural changes if we focus on this within the organisation. Businesses can create more inclusive environments by addressing biases in a proactive manner.
Training
Awareness is the cornerstone to combating unconscious bias. By educating staff on disability and diversity, they are better equipped to question their assumptions. All levels of management should receive training, but with an emphasis on those who are responsible for recruitment and managers, since they all play a crucial role in shaping the workplace culture.
Organisations should make it a priority to find the best trainers. It is important that disability awareness training be delivered by people who have lived with disabilities. The training should be comprehensive, and it should cover a variety of key areas such as communication and etiquette. It must also include correct language and legislation. Avoid e-learning modules of poor quality that are quick fixes and tick-box solutions.
Creating an Inclusion Culture
After educating a workforce, inclusivity should be reflected in the company’s policies, physical space, and messaging. Leaders at all levels must champion these efforts and set the tone for an inclusive workplace culture.
Achieving external accreditation, such as Disability Confident, can reinforce an organization’s commitment towards accessibility. Celebrate the achievements, milestones and success stories (both internally and externally) to make sure that diversity is a part of your organisation’s identity. It will also help improve your recruitment strategies, as people with disabilities will see you as a company that is inclusive.
Open Dialogue and Steering Groups
Create disability-focused steering group to allow employees with disabilities the opportunity to influence policies and share their experiences. The groups should be representative of all levels and departments to ensure diverse perspectives. Open discussions about disabilities foster a supportive atmosphere and demonstrate the organization’s commitment towards inclusion.
There are many training modules available to help your staff identify and deal with unconscious bias. It is especially important for those who are in managerial, leadership and hiring roles. These programmes enable participants to identify their biases, and their impact on their decision-making. When individuals become aware of these patterns, they will be more inclined to reflect on their decisions and the reasons behind them.
A Path Toward Lasting Change
Businesses can create a diverse workforce by addressing unconscious bias. Awareness can lead to better decisions, and create a culture in which people with disabilities are valued for their strengths rather than their perceived limitations.
Inclusion will become second nature when unconscious bias is no longer a problem. Decision-makers will instead naturally acknowledge the value of different perspectives, leading to an innovative, productive and inclusive culture.
CHRIS JAY, MANAGING DIRECTOR, BASCULE DIABILITY TRAINING
The original version of this article How can we prevent unconscious bias towards people with disabilities appeared first on HR News.
