Disability
Strategy
Contents
Background
Common
problems
Applied
Disability Strategy: Eating Elephants
A great deal has been written
about and demonstrated regarding the importance of Strategic activity
in business. Bosberaads, lehotla’s, Imbizo’s, stratplans,
think-tanks, brainstorms, are all common parlance in day to day business.
However, one subject almost guaranteed
not to be included in any meaningful strategic thinking, is Disability.
How it might relate to Diversity or Employment Equity best practice
or compliance, let alone customer service among other things.
Why is there such a gap in strategic thinking and activity in traditional
public and private sector organizations?
The answer is largely to do with lack of awareness and experience,
the required perspective and most often a simple unwillingness to
take this particular bull by the horns.
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Background
Considerable research and experience
have been employed by Jeremy Opperman & Assoc since 1999 in observing
Disability integration practices within numerous South African businesses
and parastatals.
It is clear that certain patterns are common to them all regarding
Disability and its infiltration into the secular business world.
For generations, Disability has
been regarded from the perspective of welfare or victim. This in turn
has created a mindset amongst many role-players, that Disability falls
into a somewhat limited and stereotypic category and place as regards
“their” role in society and business.
Notwithstanding Disabilities acknowledgment
formally within legislation beginning in 1996 with the inclusion of
Disability rights in the Constitution and in 1998, with the promulgation
of the Employment Equity Act; corporate South Africa has struggled
to find a comfortable place and role for this prodigal child of Diversity.
This is not through lack of caring
per se but rather through inexperience and a profound lack of knowledge
and understanding, which has found corporate and public sector to
be struggling to incorporate Disability equitably within its formal
structures.
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Identifying Common problems
Some
of these common problems include:
• A limited or non existent
executive participation or understanding in matters pertaining Disability
or for that matter, Diversity.
• An all too common ad hoc and reactive diversity/equity range
of activities.
• A limited and narrow focused, silo oriented diversity activity
regime. For instance very often only focusing on a Human Resources
field of influence, and/or perhaps Corporate Social Investment.
• On going inappropriate, stereotypic or unlawful practices.
Mostly involving human resource issues, but also including things
like Accessibility and customer service amongst other things.
• There is still little consistency or resilience in any interventions
executed.
However, the biggest single common problem demonstrated by the majority
of organizations is the lack of a holistic and strategically led approach.
(A Disability policy alone cannot guarantee success.)
In short role-players are often
daunted about the perceived size of the problem and where to start.
This leads to Disability Equity Paralysis. Which of course is
not unlike Eating an Elephant!
"Eating
Elephants" is an exciting and unique applied strategic diversity
process
Taking One Bite at a Time.
This four fold approach to Diversity management systematically and
effectively addresses the above concerns and deficits, thereby guaranteeing
an inclusive, Disability (or Diversity) confident organization.
‘Eating Elephants”,
does not advocate a strict step by step approach, but rather encourages
an integrated process incorporating all 4 parts. Invariably these
parts need to run in parallel and may often feed off or build from
each other. However exclusion of one or more of these elements will
definitely negate progress and success.
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Four
Elements for an an holistic integrated Disability Strategy
Leadership
Any successful initiative requires
a “political” will.
Without exception, sluggish activity and wholesale non delivery in
this area of equity and diversity, can be attributed to non participation
at an executive level.
Lack of involvement simply highlights the lack of knowledge and understanding,
which offers no foundational purchase for a successful campaign.
? Aware and committed executives ensure sustainability and a return
on future investment.
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Analysis
No change or sustainable action
can be expected until a perspective has been gained in terms of what
needs to be acted on, what changed and what the status quo REALLY
is regarding:
• Managers understanding
• Employees with Disabilities experience
• Policy comprehensiveness
• Access and the physical environment
• Thorough assessment of Barriers minimizes wastage and duplication
and therefore saves time and money
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Implementation
Sporadic, ad hoc “events
based” activity will not ensure Disability Equity or confidence
within an organization.
? However planned actions guided by the assessment process and endorsed
and championed by executive leadership and strategically aligned to
the Company’s policy, invariably succeed and show a return on
investment.
Most importantly, is the planning,
budgeting and Implementation of recommendations such as
• Rolling out of awareness and skills transfer to staff and
management
• Increased recruitment activity
• Access implementation.
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Maintenance
All too often, initiatives and
strategies peter out if not strategically linked. Energy needs to
be maintained in order to ensure sustainability particularly of Disability
Confidence.
Clear strategies, designated functions
and demonstrable leadership go a long way to Maintaining a Barrier
free environment.
? As well as permeating Disability Confidence this also shows an undeniable
return on previous investment.
For more information on our Eating Elephants unique “applied
Disability strategy” toolkit
Contact jeremy@disabilitydesk.co.za
