Help build a more inclusive workplace this International Day of Persons with Disabilities
Early findings from Diversity Council Australia’s (DCA) upcoming Inclusion@Work Index show that workers with disability are still facing disproportionately high levels of discrimination and harassment – and the situation is getting worse.
According to the data, 47% of workers with disability reported experiencing discrimination and/or harassment at work in the last 12 months, compared with 25% of workers without disability.
This marks an increase from the 2023–2024 Inclusion@Work Index, which found 42% of workers with disability had experienced discrimination and/or harassment over the same period.
Today (3 December) is International Day of Persons with Disabilities. In conversation with HRD, Diversity Council Australia’s (DCA) CEO, , urged employers to use this day to reflect on inclusive workplace policy.
Awareness up, outcomes lagging
Hunter said that while awareness of disability inclusion has improved, it is not yet translating into safer or more equitable workplaces.
“While we are seeing some progress in terms of awareness, our research found many people with disability still face significant barriers at work,” she explained.
For Hunter, this trend highlights a fundamental gap between intention and impact.
“This tells us is that awareness alone isn’t translating into better workplace conditions for people with disability. This is a systemic issue that requires intentional, evidence-based action that centres the experiences of workers with disability. That’s how we build policies, systems, and cultures that ensure everyone feels safe, respected, and included.”
The critical role of HR in building trust and safety
Hunter says HR leaders are central to shifting from performative inclusion to genuine, lived accessibility.
“For HR leaders, the foundation of disability inclusion and accessibility is culture,” she said.
“People need to feel genuinely safe to share their access needs, and that comes from inclusive leadership, open communication, and visible action, not just having the right policies on paper.”
DCA’s Disability Data at Work research, revealed that while employment of people with disability has increased, many still do not feel safe to share their experiences or disability status at work.
“And that’s a real barrier, because organisations can only address what they understand,” Hunter said.
“Too often, inclusion efforts are held back by limited data or workplaces where people feel sharing their disability status will lead to stigma rather than support.”
Building trust, she added, is a prerequisite for meaningful change.
“When trust is built, HR can use disability data to understand what’s really happening and design support that actually meets people’s needs,” said Hunter.
“Embedding accessibility into everyday systems and flexible work practices is also crucial, because employees shouldn’t have to keep asking for the basics.”
Equally important is involving people with disability directly in the design of workplace solutions.
“Centring the experiences of people with lived experience and co-designing solutions leads to practical, respectful outcomes that deliver benefits to both employees and organisations.”
Inclusion as a performance and risk strategy
Hunter emphasised that disability inclusion is not just an ethical or compliance issue – it’s a core driver of business performance.
She noted that inclusive workplaces aren’t just fairer, they perform better.
Research from DCA found that when people feel included, their team is significantly more likely to be innovative, they provide better customer service and are more than twice as likely to go the extra mile.
By removing barriers for people with disability and designing more accessible work environments, organisations can unlock talent and lift engagement across the board.
“When organisations remove barriers for people with disability and create more accessible workplaces, they tap into a wider talent pool and see stronger engagement, retention and wellbeing,” Hunter said.
“And often the changes that improve accessibility, like flexible work or better-designed systems, end up lifting the experience for everyone.”
There are also clear legal and reputational benefits as inclusive workplaces are less likely to face discrimination complaints, building trust.
Her message to business and HR leaders is clear: “Disability inclusion isn’t a ‘nice to have’. It’s a strategic priority that drives performance, wellbeing, and long-term organisational success.”
