In 2019, Steve Ingham, former CEO of PageGroup, experienced a life-altering skiing accident that left him in a wheelchair. However, he quickly returned to his position and successfully guided the company through the pandemic before his retirement the following year. His story sent a powerful message to the organization: it is acceptable to have a health condition while working. Ingham’s leadership inspired a shift in company attitudes towards employees with long-term health conditions, encouraging managers to support them in reaching their full potential.
Although Ingham’s case may seem unique, it holds valuable lessons for addressing one of the biggest challenges in the global economy: long-term sickness among workers. People with health conditions face significant barriers when it comes to obtaining and maintaining employment. In the OECD group of wealthier nations, individuals with disabilities were 2.3 times more likely to be unemployed in 2019 compared to a decade earlier. The pandemic has only exacerbated this issue, with sickness-related absences becoming more prevalent and continuing to rise in some countries. In the UK alone, about 36% of working-age adults have a long-term health condition, resulting in 2.5 million individuals being economically inactive. Among those with health conditions, the average rate of sickness absence is currently at a 15-year high of 4.9%, compared to 1.5% for those without health challenges. It is clear that people with health conditions should not rely on chance when it comes to their employment prospects.
Louise Murphy, an economist at the Resolution Foundation think-tank, emphasizes that sickness absence levels have been consistently rising. Individuals who have been away from the labor market for an extended period are less likely to return to work. This poses a problem not only for individuals but also for the overall economy as policymakers grapple with inflation and worker shortages. To address this issue, employers must take an active role in supporting individuals with additional needs. By prioritizing individual needs and allowing employees to work when they are most productive, companies can unlock the potential of a more diverse workforce. PageGroup, for example, focuses on open communication between managers and employees, investing in training, improving the accessibility of IT systems, and simplifying the process of obtaining reasonable adjustments for employees with disabilities. If managers are unsure of how to support an employee, they have access to HR for guidance.
Ollie Thorn, a diversity manager at PageGroup who is also a wheelchair user, stresses that many inaction and sidelining of employees with disabilities and health conditions stem from a fear of not knowing or saying the wrong thing. This fear can be mitigated by fostering collaboration and allowing individuals to experiment and explore what works best for them. Mark Blois, a senior partner at Browne Jacobson and a person with cystic fibrosis, highlights the importance of collaborating with managers and creating an evidence base to support adjustments that benefit employees. He acknowledges the indispensability of good people who have supported him throughout his legal career, despite setbacks caused by his health condition. However, he acknowledges that relying on luck for individuals to find supportive environments is unacceptable.
Blois has used his role on the partnership committee at Browne Jacobson to advocate for disability inclusion. He developed reasonable adjustment “passports” in collaboration with HR to ensure that trainees can move between different departments within the firm without repeated conversations about their condition. This initiative has caught the attention of the UK government, with Chancellor Jeremy Hunt planning to announce measures to address the rise in individuals unable to work due to mental health problems. This includes subsidies for workplace occupational health services. The Office for Budget Responsibility estimates that health-related economic inactivity costs the state about £16bn per year more than before the pandemic. Over half of individuals on health-related leave in the UK have mental health conditions, emphasizing the need for comprehensive support.
Efforts aimed at supporting individuals with health conditions who want to work are welcomed by mental health organizations. However, Maggi Rose of Mental Health at Work emphasizes the need for diverse approaches that go beyond occupational health. Angela Matthews of the Business Disability Forum warns against inconsistencies between employers’ statements and actions regarding inclusion, highlighting the importance of viewing inclusion as more than just a marketing activity.
Sara Weller, a former managing director of Argos, stresses the role of boards in setting the culture for disability inclusion. Boards should prioritize metrics and incentives that not only measure the number of employees with health conditions but also assess their sense of value and reward managers who create inclusive teams. Using empowering language, such as naming employee networks “Enable,” helps shift the focus from disability to individuals’ capabilities. Open conversations are also helpful in creating a supportive environment. Sophie Bassil, who has Crohn’s disease, hosted a forum at her PR agency to explain how the condition affects her life to her colleagues. Similarly, Phill Robinson, former CEO of a Dutch business, publicly discussed his Parkinson’s disease and hosted workshops to encourage staff to share their own experiences. These conversations help create a culture of inclusion and support.
Blois notes that individuals who navigate the uncertainty and disruptions caused by fluctuating health often possess qualities that organizations value. Inclusive management is possible with dedication, time, and curiosity.
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