Facilitating sustainable employment of people with intellectual disabilities in Hospitality SMEs

A multi-stakeholder perspective

Toolkit

Welcome to this toolkit, which provides support to Australian Hospitality SMEs to employ people with intellectual disability.

Who is this toolkit for?
The toolkit is for owner/managers, venue and event managers, supervisors and general staff in hotels, clubs, venues, cafes, and restaurants.

What is the aim of the toolkit?
The primary aim of the toolkit is to encourage the employment of people with intellectual disabilities in hospitality.

There are two reasons for this. Firstly, people with intellectual disabilities have the right to be included in everyday life, and this includes within the community and in workplaces.

Secondly, employing people with disabilities just makes good business sense.

Our recent research conducted with owners, managers, and supervisory staff in the SA hospitality sector found that people with intellectual disabilities were loyal employees who displayed a good work ethic. Co-workers and customers were positive about working with and being served by employees with intellectual disabilities.

In our conversations with hospitality businesses, we identified some barriers and concerns that businesses who had not yet employed a person with disabilities had. These initial concerns were also shared by businesses that had gone on to successfully employ people with intellectual disabilities. These conversations prompted the development of this short toolkit to help businesses think through and address these concerns by accessing relevant information and available support.

The toolkit aims to:

build awareness and understanding within the hospitality sector of the benefits of employing people with intellectual disabilities
assist in identifying employment opportunities for people with intellectual disabilities, particularly in the light of the ongoing skills and labour shortages in the hospitality sector
provide information and processes associated with recruitment, selection, and accommodation of people with intellectual disabilities in your workplace with the assistance and advice of disability employment services providers.

Mythbusters

Myth #1: Most people with intellectual disability have a severe intellectual disability

FACT: 85% of people with intellectual disabilities only have a mild intellectual disability. This means that they have minor disabilities that do not prevent them from being employed.

Myth #2: There are higher recruitment, employment, and training costs associated with employing people with intellectual disability

FACT: There are usually no additional costs associated to employing people with intellectual disabilities.

In circumstances where some costs are involved, government funding and incentives are available to help employers cover the costs of hiring and training people with disabilities via Job Access and through your local Disability Employment Services provider.

Myth #3: Reasonable accommodations are expensive

Reality: Many employees with intellectual disabilities require nothing more than the same consideration an employer may already be providing to its nondisabled employees, such as flexible work schedules.

If an accommodation is needed, Disability Employment Service providers can help you access funding for workplace modifications.

Myth #4: People with intellectual disabilities need a lot of support

FACT: Everyone needs some support. Some people with intellectual disabilities may need extra help or take a bit longer to learn a task, but they can also be very capable.

Myth #5: Managers can't expect the same level of performance from employees with intellectual disabilities

FACT: People with an intellectual disability may be just as productive at their job as any other employee. They are aware of their capabilities and are unlikely to apply for a job they cannot do. When a person with an intellectual disability has a job that they enjoy, has been properly trained, and gets the support they need, they will do it well.

If an employee’s disability does impact their workplace productivity, employers can speak to their local Disability Employment Services provider about accessing the Supported Wage System (SWS). SWS allows employers to pay wages based on the workplace productivity of an eligible employee with a disability where they are unable to perform duties at the same capacity as other employees.

Myth #6: People with intellectual disabilities are at greater risk of injury

FACT: An Australian Government review of research found that workers with disabilities are no more likely to be injured at work than other employees. Of course, as with your other staff, employees with intellectual disabilities must be included in your organisation’s health and safety training.

Myth #7: People with intellectual disabilities are unreliable and will take a lot of sick days

FACT: Australian and overseas studies have found that workers with disabilities actually take fewer sick days than other employees, are more punctual, and stay in jobs longer than other employees, leading to cost savings for employers.

Myth #8: Including people with intellectual disabilities at the workplace can have negative effects

FACT: Inclusive workplaces, where people with and without intellectual disabilities work side by side, can help break down barriers, promote understanding, and teach compassion

Myth #9: There is no information or support for hiring and retaining a person with a disability.

FACT: Disability Employment Service providers can provide a range of support services to employers hiring persons with a disability including:

Free recruitment service.
Pre-employment training and work-related equipment (if needed).
Support while your new employee settles in.
Funding for workplace modifications (if needed).
Access to wage subsidies of up to $10,000 (when you employ an eligible job seeker).

Benefits of employing a person with intellectual disability?

In this section, we present a combination of national and international evidence on outcomes from employing people with disabilities in the hospitality sector, with quotes from hospitality businesses right here in SA who have successfully employed people with intellectual disabilities.

We identified the following positive outcomes for hospitality businesses:

Better business performance^1-2
Reduced turnover^2-6Three of my workers (with intellectual disability) have remained for three, six and eight years respectively and are currently on a full-time basis with one in bottle shop and two in the front bar serving customers. (Hotel Manager)

Lower absenteeism^2,5[We get] lower absenteeism and sick leave because of the gratitude and appreciation for being given an opportunity that they’ve long been starved of. (Venue Manager)

Improved customer satisfaction^2,5

People with disabilities are:

Motivated^3,6-8
Performed well in their jobs^6,7They are the ones that are most eager to work. I struggle to get the same work ethic from others. (Hotel Bistro Manager)
Loyal^2,4,5,9If you wrap your arms around them, they will be very, very loyal to you, and that goes a long way. (Hotel Owner/ Manager)
Reliable^4,5,9For me it’s about getting reliable, decent hard workers. (Functions Manager)

The businesses we spoke to reported that employees with disabilities were accepted and valued by co-workers and customers:

The staff are all fantastic with it. They all understand the situation, and they're all really good with it. (Hotel Owner)

Your customer that walks through the door… they walk through the door, and they see someone happily working away that’s obviously got a disability, then the customer loyalty, it builds. (Venue Manager)

Giving people with disabilities a chance to be employed also leads to many positive benefits for them including increased social inclusion, a sense of belonging and enhanced self-esteem.^7,10,11I think the biggest part… they haven't had a lot of wins, I would say, in life. And once they get a win, they sort of get a bit of confidence about them. And I think there’s a lot of things out there saying that they can’t do something. And so once they can do something and they realise they can do it quite well and they're in a supportive environment, I think they get a lot of rewards out of doing that. (Owner/Manager Hotel)

How do I employ and manage a person with intellectual disability?

Given most SMEs in hospitality do not have in-house human resources expertise, it is expected that partnering with a Disability Employment Services (DES) provider is going to be the best approach when considering employing a person with intellectual disability.

DES providers have the expertise and experience, and their services are free to employers.

DES providers can assist you seek and select suitable candidates, navigate and implement workplace supports if required, and will provide on-site support and training to ensure placements are successful.

In the next sections, we outline the ways in which a DES provider can support your business.

Pre-employment training

A DES provider can undertake a work skills assessment of a potential employee to ensure that their skills are a good fit for your job vacancy. If there are some skills deficits, the provider can work with them to build additional skills.

Work Trials

DES providers encourage work trials with potential employees with disabilities. These provide employers with the opportunity to get to know the person with intellectual disabilities and observe their skills, see how they work and how they fit in with the rest of the team.

Workplace assistance for employees with intellectual disability

When a participant gets a job, the DES will provide support to the participant and their employer (with the participant’s consent) to make the placement as successful as possible. A DES consultant will maintain contact with participants and employers to ensure they both get the support they need. Providers can talk to employers about any workplace modifications that may be required, help with job design, offer on-the-job training, and provide other supports that may be needed.

On-the-job support is tailored to the needs of the employee with intellectual disability and the employer and is reduced over time once the employee and employer feel confident that the expected work performance is being met and maintained. Longer-term ongoing support can be provided for the duration of employment if needed. This ensures that work standards and expectations are maintained, supports opportunities for growth for employees, and supports employers to maintain positive output.

Disability awareness training for managers and co-workers

A DES may provide advice to employers regarding disability awareness training for co-workers, particularly for those who work directly alongside the employee with intellectual disabilities. DES providers will model and facilitate appropriate relationships and communication methods and identify and encourage natural supports within the workplace.

Financial and wage assistance

If required, DES providers may apply for funding for necessary workplace modifications for the employee with intellectual disability, so they are able to perform their work effectively. DES providers may also offer or organise wage subsidies for eligible employers. Find out more.

Legal responsibilities and obligations

Australian and State/Territory laws require that all employees have workplace rights, including the right to work in a safe environment and be free from unlawful discrimination, bullying and harassment. All employee with disability must be paid award-based wages at the appropriate rate.

Next steps

Locate a DES in your State or Territory.

Case studies

*We have used pseudonyms in these two case studies to preserve employees’ and employers’ anonymity.

Case study 1

Bryan* has 30 years’ experience in hospitality and is the owner/manager of a hotel employing 35 staff. Over the last few years, he has partnered with disability employment services (DES) to employ 20 young people with various disabilities.

The DES provider supported him by sourcing appropriate young people, providing pre-employment training, and advising him on available funding. He also asked the DES to provide disability awareness for his supervisory staff.

He has been rewarded with hard working staff who have stayed in his business for several years, with one currently celebrating their 8^th year of working at the hotel. He has observed that offering this opportunity has not only been good for his business – with these young people giving him loyalty and commitment - but it has also changed the young people themselves. They now have more confidence and have gained skills that would make them easily employable elsewhere.

He has found regular meetings between the young person with disabilities and their direct supervisor and buddying them up with a supportive colleague are good support strategies. Occupational health and safety are important, and his Head Chef has successfully managed this training for all employees with disabilities.

Bryan reports that co-workers and customers have responded positively to the hotel employing people with disabilities and that his experience to date continues to make him offer these opportunities to young people with disabilities who need a leg up and a positive start to their working life.

Case study 2

Helena* has been employed in hospitality and catering for over a decade and she currently works as a restaurant and function manager, directly managing half of the 30 staff. She was proud to tell us that her employer is open minded, and actively encourages the employment of people with disabilities. Currently she is managing two employees with intellectual disabilities.

She recalls that Mary* did not initially disclose her disability, but subsequently confided in Helena after the pair had built up a positive working relationship. Helena told Mary that she was under no obligation to disclose her disability to other staff, but Helena used the opportunity to discuss any additional supports Mary might need.

As a result of their discussions, Helena built up Mary’s working hours and tasks over time. Mary is very proud of her job and enjoys the companionship of her co-workers. Helena reports that Mary is punctual, works hard and hardly ever takes a sick day. Two years later, and Mary is still happily employed at the venue.

Another employee, Tayla*, was introduced to the business by a DES provider and she disclosed her disability up front. The DES provider supported Tayla in the initial stages of her employment. Helena reports that Tayla was shy at first and anxious to do the right thing, as it was her first experience of having work. Tayla too has built up her hours as well as her skills and confidence. Helena has found that having the opportunity for a two-way exchange of how everything is going with Tayla has been helpful for keeping everything on the right track. Six months in and Tayla is doing well and is performing a range of back and front of house tasks 10 hours per week.

In conclusion, employing people with ID can be a rewarding experience for both your business and the individuals involved. With the right support, people with intellectual disabilities can be successful in a variety of roles in hospitality SMEs.

References

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1. Houtenville, A., & Kalargyrou, V. (2012). People with disabilities: Employers’ perspectives on recruitment practices, strategies, and challenges in leisure and hospitality. Cornell Hospitality Quarterly, 53(1), 40–52.

2. Kalargyrou, V. (2014). Gaining a competitive advantage with disability inclusion initiatives. Journal of Human Resources in Hospitality & Tourism, 13(2), 120–145.

3. Al Fardan, A., & Morris, S. (2019). The employment of people with special needs within hotels in Dubai. Worldwide Hospitality and Tourism Themes, 11(3), 327-336.

4. Gröschl, S. (2013). Presumed incapable: Exploring the validity of negative judgments about persons with disabilities and their employability in hotel operations. Cornell Hospitality Quarterly, 54(2), 114-123.

5. Hernandez, B., McDonald, K., Divilbiss, M., Horin, E., Velcoff, J., & Donoso, O. (2008). Reflections from employers on the disabled workforce: Focus groups with healthcare, hospitality and retail administrators. Employee Responsibilities and Rights Journal, 20(3), 157–164.

6. Hui, R. T. Y., Tsui, B., & Tavitiyaman, P. (2020). Disability employment in the hotel industry: Evidence from the employees’ perspective. Journal of Human Resources in Hospitality & Tourism, 1-19.

7. Kwan, C. K. (2020). Socially responsible human resource practices to improve the employability of people with disabilities. Corporate Social Responsibility and Environmental Management, 27(1), 1–8.

8. Luu, T. T. (2019). The well-being among hospitability employees with disabilities: The role of disability inclusive benevolent leadership. International Journal of Hospitality Management, 80, 25-35.

9. Chi, C. G. Q., & Qu, H. (2004). Integrating persons with disabilities into the work force: A study on employment of people with disabilities in foodservice industry. International Journal of Hospitality & Tourism Administration, 4(4), 59-83.

10. Meacham, H., Cavanagh, J., Shaw, A., & Bartram, T. (2017). HRM practices that support the employment and social inclusion of workers with an intellectual disability. Personnel Review, 46(8), 1475-1492.

11. Meacham, H., Cavanagh, J., Bartram, T., & Laing, J. (2019). Ethical management in the hotel sector: Creating an authentic work experience for workers with intellectual disabilities. Journal of Business Ethics, 155(3), 823-835.