What Disabled older workers want to see from employers
New research from the Centre for Ageing Better reveals Disabled older workers are more likely to feel their workplace is not inclusive, experience negative treatment when applying for jobs or promotions and have lower levels of job satisfaction than non-disabled people of the same age.
This means Disabled older workers, and those with long-term health conditions, are disproportionately sidelined from work, and employers are missing out on the skills that Disabled older workers have to offer. The Supporting Disabled Older Workers project develops new policy and practice to improve support for Disabled people and people with long-term health conditions in their 50s and 60s to find and stay in work.
It has been shaped by a steering group of Disabled older people who have guided this project, sharing their workplace experiences to shape the research, inform the findings, and highlight where real change is needed.
Here are some of the research participants’ experiences that highlight the barriers to finding work and staying in work Disabled older workers face, and the actions employers can take to break down those barriers.
Not many people will go to a manager or to their supervisor and say, ‘I’m incapable’ or ‘I can’t do the job’. I mean, so you sort of just knuckled down and got on with it the best you can.
Everyone wants to make a good impression - and having reasonable adjustments available from day one (or before) can do that for both parties. Employers should create the culture which allows for open and honest conversations that allow employees to thrive and ensure the organisation gets the best of them.
Some Disabled older workers who chose to share their health condition and ask for adjustments reported positive experiences. They believed sharing was good practice. And one participant framed their identity as a Disabled person as a strength – a unique selling point in a recruitment process.
They're really good with people with bad backs, getting the desk that raises, you can work standing up and you can lower the desk. They cater for that. They're really hot on fairness, on wellbeing, mental and physical, providing tools that any of us need. I can't fault them on that side of things at all.
It's important employers have disability and age-related policies that are well-communicated, understood and upheld within the workplace. It helps Disabled older workers to feel seen, respected and valued by their employer, and can make them an attractive prospective employer to job applicants.
Creating an inclusive workplace culture for older Disabled workers can be done through a range of different methods including training, networks, and visible role models.
Most important support at work is an understanding [manager]. So if your manager is understanding and supportive, even if you don’t need any support, knowing that someone will support you if you need it, it is a great peace of mind.
Job satisfaction among Disabled older workers is closely tied to the quality of relationships with managers and colleagues. People thrived when managers or supervisors were supportive and inclusive.
Employers should ensure their line managers are well-prepared to discuss health conditions and impairments with employees and have good awareness of the support available. Line managers should be supported to undertake training on disability, age, and inclusive leadership.
I felt that my workplace didn’t care about me or value me because I wasn’t trying to rob them of any hours, I just wanted to adjust my hours so that I could get my treatment, so I could get well, to be able to give my all to work.
Employers should view flexible working as the means to get the best out of their employees, finding the work arrangements that deliver the greatest opportunity for employees to thrive. It’s important for employers to be flexible about flexibility as needs vary from individual to individual.
An open discussion with an older Disabled employees will help facilitate the process and ensure that the flexibility is tailored to the individual and can be adapted and changed in accordance with circumstances.
Our research has highlighted challenges in the workplace but also areas for positive change. Employers who adopt an age and disability positive, targeted, and curious approach will attract and retain workers in their 50s and 60s who can flourish in their roles, which can only be good news for employers.
This article first appeared in HR Magazine on 17 September.