Little more than one year of the launch of Act Inc lusion labor, has no doubt generated an important impetus to ask companies about a problem that as a society we have not wanted to look.
According to the latest data provided by the Government, of the companies that were forced by law, 92% complied with regulations by hiring staff or by the alternative routes. In total they have hired 12.041 people in situation of disability: 8,599 with indefinite contract, 1.065 by work or slaughter and 2.377 fixed term.
However, it is still too early to speak of a culture of inclusion. We are just opening the door to a subject which, from their technical depth, requires us to assume one greater commitment, since it is our way of understanding and designing work environments, we have to review.
So far the immediate response has focused on universal accessibility, rather than in the adaptation of the way they run the tasks of a Manager, how they are coordinated processes, or the review of how my team or my company works.
In that vein, perhaps a first exercise is to analyze the direct action of the company field: do many workers already belonging to my company have some type of disability without having it declared? How can I extend opportunities to workers who are trying to reintegrate after an industrial accident or occupational disease?
From there, large firms still have way to go based on the work of HR specialists to guide these processes properly, but above all from the role that is up to the leaders. It is holding an exercise, on two levels.
First from a conviction on a practical level with respect to the benefits that brings more inclusive settings, from the point of view of productivity, if you want to configure.
Second, understand the company as a mirror of society, showing how each of these changes calls the organizational purpose and can give rise to definitions of strategic nature of organizational culture-related.
Even spinning more thinly, to review the first figures, we have an inclusion that only occurs in certain layers of the hierarchical structure of the Organization, on levels of base where you can feel that it is easier to integrate new people or generate new jobs. Seems key to that question and the exercise is at every level: would it be possible to aspire to a company more inclusive, where it also demos space so that the people in situation of disability occupy leadership roles? What so willing we are as a company and as a team to make it happen?
It is essential to ask us about the sense that this has for the company in the long term, and how it is necessary to involve across the Organization, so that this not only is in a good checklist.
Poured in this op-ed content is the sole responsibility of the author and do not necessarily reflect the editorial line nor the counter position.