Self-Assessment

Note: If you submit the form without checking the box, your data will not be used for statistical purposes.

Fundamentals 1. Do you have a current documented plan or strategy which outlines your in-country senior leadership commitment to disability equality and to creating an inclusive culture for all persons with disabilities?
( Every important business transformation requires a plan or strategy that spells out what has to be done in order to reach the desired end result. Enabling the corporate best practice called Disability Confidence is no different. )
Resource Links
ILO GBDN Charter
bdi Charter
Fundamentals 2. Do you have a named in-country senior business leader accountable for delivering across the business the best practice called Disability Confidence, and who will use this Self-Assessment to inform plans to address action priorities? This leader will also expedite delivery of any existing disability equality and inclusion plan or strategy.
( You drive disability-related business improvements as you would any other business priority, with clear lines of accountability, achievable deliverables and KPIs, and realistic but challenging timelines. )
Resource Links
UN Convention on the Rights of persons with Disabilities
Fundamentals 3. Do you train your recruiters and hiring managers on how to deliver equal opportunities by making reasonable adjustments/accommodations to your recruitment processes, including all those online?
( We have learned that we treat people differently to treat them fairly and to enable everyone to contribute to business success. Reasonable adjustments enhance productivity and employee engagement, reduce sickness absence and make fair and equal treatment possible. )
Resource Links
The essential checklist for disability-confident recruiters
Promoting diversity and inclusion through workplace adjustments
Fundamentals 4. Do you actively invite and enable candidates with disabilities to request any necessary adjustments, at every stage of the recruitment process?
( You invite every candidate very early in the recruitment process to request any reasonable adjustments they might need in order to demonstrate their potential an equal basis.You risk losing good people, and you risk treating people unfairly, if you wait until the interview stage to ask about adjustments. )
Fundamentals 5. Do you have a policy which states that, unless you are legally required to do so for certain positions, you will not require candidates, including those with disabilities, to submit pre-employment medical information?
( It is too easy to make incorrect assumptions about a candidate on the basis of a medical label, which is why it is unlawful in some jurisdictions to require candidates with disabilities to have pre-emloyment medical exams. Research shows that a person's medical history is not an accurate predictor of their future work performance. The helpful question is: 'what could we do differently which would enable you to do this job?'. )
Fundamentals 6. Do you have evidence that your recruitment process is barrier-free and enables reasonable adjustments for candidates with disabilities at every step of the process (e.g. automated e-recruitment, assessments using Artificial Intelligence, interviews, skill tests and/or gamified assessments)?
( Ask people with a wide range of disabilities to test each step of your recruitment process as 'pretend candidates' to identify barriers encountered by people with similar access needs and to test how efficiently you make reasonable adjustments for individuals. Further, ask every candidate, including those with disabilities, for feedback on their experience. )
Resource Links
Interviewing candidates with disabilities
Fundamentals 7. Do you have a system that makes it easy for employees with disabilities to request the tools and flexibility that they need in order to to do their jobs?
( Ensure everyone knows how to request adjustments, set a 'speed of delivery' standard, so that adjustments arrive quickly and efficiently - and trust your colleagues. It is very rare for people to ask for adjustments they do not need. Requiring employees to medically 'prove' they have a disability before making it easier for them to do their jobs creates needless delay and ill will. )
Resource Links
A recruiters’ introduction to workplace adjustments
Fundamentals 8. Do you routinely assess whether reasonable adjustments are delivered efficiently and effectively for job candidates and for employees with disabilities?
( It is helpful to routinely ask the workforce: 'What happens when colleagues ask for adjustments? How long did we take to provide these tools and flexibility? How can we continue to improve the service?' )
Resource Links
A recruiters’ introduction to workplace adjustments
Fundamentals 9. Do you ensure that any training undertaken by your company or by external training providers is accessible to employees with disabilities and effectively provides reasonable adjustments as needed?
( Require your training providers to ensure premises, e-learning resources and tests are accessible and to adjust their teaching methods as needed for individuals. )
Fundamentals 10. Do you have a policy which ensures the occupational safety and health (OSH) of all employees, and which includes explicit reference to colleagues with disabilities?
( Employers often report that even when a generic policy is intended to apply to all employees, individuals with disabilities are managed differently and/or their disability specific needs are overlooked in ways which trigger unintended risk. Explicit reference to disabled colleagues helpfully reminds everyone that these key policies do indeed also apply to disabled people, whose particular OSH needs, such as emergency egress, must be addressed. )