Each year, Disability History Month provides an important opportunity for employers to reflect on how inclusive their workplaces truly are – and how much more can be done to ensure that disabled people can access, thrive, and progress in employment. From an HR perspective, this means not only meeting legal obligations under the Equality Act 2010, but also embracing the principles of the social model of disability, which shifts the focus from individuals’ impairments to the barriers society places in their way.
Understanding the Social Model of Disability
The social model of disability distinguishes between impairment (a physical, mental, or sensory difference) and disability (the disadvantage or restriction caused by social, physical, and attitudinal barriers). In other words, people are not disabled by their conditions but by the way workplaces, systems, and attitudes are structured.
For HR professionals, adopting the social model is transformative. Instead of asking, “What’s wrong with this person?” we ask, “What barriers exist in our organisation that might prevent this person from performing at their best—and how can we remove them?” This mindset underpins inclusive practice, ensuring that adjustments are not seen as special treatment but as essential steps toward equality.
Legal Framework: The Equality Act 2010
Under the Equality Act 2010, disability is one of the nine protected characteristics. The law requires employers to make reasonable adjustments to ensure that disabled employees and job applicants are not placed at a substantial disadvantage compared to non-disabled people.
The duty to make reasonable adjustments applies to all stages of employment—from recruitment to training, performance management, and career progression. Importantly, the law also protects employees from discrimination, harassment, and victimisation related to disability.
However, compliance alone is not enough. True inclusion requires proactive engagement, education, and a workplace culture that values diversity in all its forms.
Practical Steps to Support Disabled Employees at Work
- Embed Inclusion in Recruitment
Review recruitment policies and job descriptions to ensure they are accessible and inclusive. For example, ensure job adverts encourage applicants to request adjustments and that hiring managers understand how to handle such requests sensitively. Partnering with organisations like Disability Confident can also help demonstrate a genuine commitment to inclusion. - Create an Inclusive Environment
Accessibility goes beyond ramps and software—it includes workplace culture. Providing disability awareness training for managers and colleagues helps challenge stereotypes and fosters understanding. Review other employment policies such as flexible working, absence management to ensure they do not inadvertently disadvantage disabled employees. - Engage in Open, Supportive Dialogue
A culture of trust and open communication allows employees to discuss their needs without fear of stigma. HR professionals should encourage early conversations about adjustments and ensure confidentiality and respect are maintained throughout. - Monitor and Review Adjustments
Needs can change over time, so regular reviews are essential. Involving the employee in these discussions ensures that adjustments remain effective and meaningful. - Promote Representation and Voice
Establishing employee resource groups or networks for disabled staff provides a platform for feedback and peer support. HR can use insights from these groups to inform policy and practice improvements.
Encouraging Entry into the Workplace
Supporting disabled people also means addressing barriers before employment begins. Many talented individuals face exclusion due to inaccessible recruitment processes or misconceptions about capability. Counter this by collaborating with local charities, job centres, and education providers to offer internships, apprenticeships, and work experience placements for disabled candidates.
Schemes such as Access to Work, provided by the Department for Work and Pensions, can offer funding for workplace adaptations, travel, and support workers—helping employers make practical adjustments without financial strain. But don’t delay in submitting any applications as reports suggest it can take 85 days to initially consider a request.
Moving Beyond Compliance: Building a Disability-Confident Culture
Disability inclusion should not be a tick-box exercise. By embedding the social model of disability into organisational strategy, employers can play a leading role in dismantling barriers and enabling everyone to contribute fully.
Celebrating Disability History Month is an opportunity not just for awareness, but for action. It’s a time to ask tough questions about representation, accessibility, and culture—and to ensure that policies and practices reflect a commitment to fairness, dignity, and respect.
Ultimately, creating an inclusive workplace benefits everyone. When barriers are removed and people feel valued for who they are, the organisation gains diversity of thought, improved morale, and stronger performance.
As employers and HR professionals, our role is clear: to build workplaces where disability is not seen as a limitation, but as a dimension of human diversity to be respected, understood, and celebrated.
