Unlocking the Potential: How Healthcare Can Lead on Disability Inclusion
By Lynne Turnbull, CEO of Disability Positive (https://disabilitypositive.org)
The healthcare sector faces an unprecedented challenge: rising levels of ill-health and long term health problems are pushing more people out of work, creating barriers to economic growth, and exacerbating workforce shortages in a sector already under immense pressure. In response, the government is calling on employers to play a more active role in supporting disabled employees and those with long-term health conditions, moving beyond the NHS and creating a partnership between employers, employees, and health services.
Healthcare, as a demanding and often stressful sector, might appear an unlikely leader in this space. Yet it presents a unique opportunity to demonstrate the value of inclusive employment practices. By attracting and retaining talented individuals with lived experience of disability, organisations can not only broaden their talent pool but also build workplaces that are adaptable, resilient, and reflective of the communities they serve.
At Disability Positive, a Disabled People’s Organisation where over 75% of staff and volunteers have lived experience of disability or long-term health conditions, we have seen first-hand the benefits of a supportive, flexible working environment. Our approach prioritises wellbeing and enables honest conversations, ensuring employees know where to access support and that their needs are understood. This includes embedding wellbeing into HR policies and offering practical measures such as flexible working arrangements, access to specialist advice, and signposting to additional resources.
The results speak for themselves. Disabled employees at Disability Positive do not take more time off sick, nor do medical appointments affect their performance compared to their non-disabled colleagues. When given the right support, disabled employees thrive, underscoring that capability and potential are not defined by disability.
These principles are particularly relevant in healthcare, where the physical and emotional demands of the sector can deter talented candidates with long-term health conditions. Yet by embedding inclusive practices into recruitment and retention strategies, organisations can access a committed workforce while improving morale, loyalty, and organisational performance.
Government initiatives, such as the Disability Confident scheme, offer practical support for employers. The scheme aims to encourage organisations to attract, recruit, and retain disabled employees. Disability Positive holds Disability Confident Leader (Level 3) accreditation and actively supports other organisations on this journey, demonstrating that structured guidance combined with lived experience expertise can create meaningful change.
Beyond recruitment, the government is exploring the collection of workplace health data and retention metrics for disabled employees. This step is crucial. Data allows employers to identify barriers, track progress, and hold themselves accountable for supporting employees with long-term health conditions. It also provides evidence to refine policies and make the business case for investment in workplace wellbeing initiatives.
One innovative approach in development is the ‘Vanguard’ scheme, which invites employers to trial new support models. Disabled People’s Organisations (DPOs) like ours can play a vital role in these trials, offering insight grounded in lived experience and expertise. However, many DPOs operate under stretched budgets and shrinking funding streams, meaning appropriate remuneration for their contribution is essential if they are to participate meaningfully. Without this, the sector risks missing the opportunity to fully leverage the expertise that DPOs bring.
Healthcare employers can take immediate steps to foster an inclusive environment. Start with flexible working policies, ensure line managers are trained in disability awareness, and embed wellbeing support into everyday operations. Importantly, create a culture where employees feel safe to disclose health conditions and seek adjustments without fear of stigma or career penalty. The business case is clear: inclusive employers gain access to a wider talent pool, retain staff longer, and often see higher engagement and performance.
Involvement in government-backed initiatives is also a chance to demonstrate leadership. By contributing to schemes like the Vanguards healthcare organisations can shape policy, refine best practice, and become examples of inclusion. Embedding the social model of disability, recognising that barriers arise from the environment and society, not the individual, is key to ensuring these initiatives are effective and sustainable.
The healthcare sector has an opportunity to lead by example. By embracing disability inclusion, organisations not only meet regulatory and ethical obligations but also improve workforce resilience and patient care.
With government support, innovative policy trials, and the expertise of Disabled People’s Organisations, the sector can turn inclusivity into a strategic advantage, proving that when employees are supported to thrive, organisations do too.
