Disability Inclusion Tied to Business Gains, But Barriers Persist

Companies that implement formal disability inclusion strategies are reporting significant business benefits, yet many unemployed individuals with disabilities continue to face structural and perceptual barriers to entering the workforce. Findings from a study by Fundación Randstad and Randstad Research, along with insights from the 2024 Labor Inclusion Index for People With Disabilities (IILPCD), highlight the disconnect between corporate progress and labor market realities.

According to the study, 54% of unemployed people with disabilities believe their chances of finding a job are low or very low. Among the main obstacles cited are age discrimination (34%), the nature of their disability (32%), and insufficient qualifications or skills (26%). Even among individuals who receive support from employment-focused organizations, 40% express limited confidence in their ability to secure work.

The report also points to education as a structural barrier: 65% of respondents have a medium or lower level of education, while only 19% hold a university degree. Additionally, 71% say they have faced bias related to age, gender, or disability in hiring processes, and 69% believe recruitment practices include excessive filtering. Only 39% have received accommodations during interviews or hiring stages, while 34% report rarely or never receiving such support.

“If disability, age, or lack of training are viewed as the main limitations to employment, we must reflect on what truly matters when assessing talent,” says Silvia Galán, Director of Social Action, Fundación Randstad, to Observatorio RRHH. 

The 2024 IILPCD report reveals that companies with structured disability inclusion policies report up to 30% higher profit margins, 28% more revenue, and twice the net income compared to those without such policies. These firms also report increased productivity and lower turnover rates.

“Labor inclusion has stopped being symbolic or aspirational; it is now a strategic component,” says Fernando Estrada, CEO, Éntrale, to MBN. He adds that successful initiatives include setting measurable inclusion goals and aligning them with performance metrics, innovation objectives, and brand strategy.

According to Randstad’s Index, 95% of participating companies have set specific hiring targets, and 91% have involved executive leadership in executing their inclusion plans. Companies that embed these efforts into their core business strategy report an average turnover of just 1.27% among employees with disabilities, compared to 10% in companies lacking formal retention policies.

“Inclusion is not about quotas or representation,” says Estrada. “It is about building workplaces grounded in belonging, respect, and participation. It is an investment in human capital and long-term business.”