Disability, diversity, and corporate social responsibility: Learning from recognized leaders in inclusion

BACKGROUND: Disability is seldom considered a diversity dimension in employer diversity and inclusion strategies. Relatedly, people with disabilities remain underrepresented in the workforce. This exclusion is notable given rising social and political expectations to enhance employment opportunities for people with disabilities. OBJECTIVE: The authors analyzed factors impacting the integration of disability into organizational practices aimed at recruiting a diverse workforce. The purpose of this synthesis was to develop a descriptive and theoretical mapping of strategies entities use to market their disability inclusion efforts. METHODS: The research team conducted a content analysis of 34 corporate social responsibility reports from organizations that are nationally recognized for their efforts toward disability inclusion. RESULTS: Four practices that organizations use to showcase disability inclusion were identified: diversity and inclusion statements, employee resource groups, supplier diversity initiatives, and targeted hiring and recruitment plans. Findings are framed within emerging disability and management theories, as they relate to employee recognition and advancing meaningful inclusion. CONCLUSIONS: Businesses have not yet prioritized disability within diversity and inclusion reporting and corporate social responsibility strategies. However, as businesses face increased demands for disability inclusion, there will need to be continued research on inclusive practices, organizational culture, and workplace policies.