One in five Australians, that’s more than 5.5 million people, live with disability, according to the latest ABS data. The definition is broad, covering long-term physical, sensory, cognitive, neurological, psychological and chronic health conditions, including millions whose disabilities are invisible and often undisclosed at work. Yet despite the size and diversity of this population, the metrics around workforce participation have barely moved in more than 4 decades. Those with a disability remain twice as likely to be unemployed as their non-disabled peers and participation rates have stayed largely flat since the early 1990s.
For many in the business community, these figures may come as a surprise. Australia rarely talks about inclusion, representation or equitable opportunity in any significant way. The lack of shifting numbers is testament to that. However, cultural visibility has increased, hiring landscapes are shifting, hybrid work is now the norm in many sectors and AI has already begun reshaping the workforce. But, as Dylan Alcott sees it, visibility is not the same as participation. And, participation is where businesses, especially small and medium enterprises, have the most untapped potential.
The face of the workforce is ripe for change
Alcott is a former Australian of the Year, best known as a Paralympic gold medallist and the only male tennis player in history to complete a Golden Slam, but his work with the Dylan Alcott Foundation has placed him at the centre of a national conversation about inclusion. Through his speeches, advocacy, programs and dedicated business engagement, Alcott and the Foundation support young Australians with disability and help organisations navigate a topic that many leaders still find intimidating.
“Representation has come a long way,” he says. “You see more disabled people on TV, at events, in leadership conversations. But the employment rate hasn’t changed in my entire lifetime. When you think about how much the world has evolved, that’s pretty crazy.”
“People ask what kind of job someone in a wheelchair could do. My answer is always the same: be your boss.”
The reason for that stagnation, he argues, has less to do with malice and more to do with uncertainty. Small businesses, in particular, often fear getting it wrong. They worry about saying the wrong thing, misunderstanding a need or unintentionally excluding someone. In Alcott’s view, that hesitation is precisely what prevents progress.
“Most businesses don’t avoid inclusion because they don’t care,” he says. “They avoid it because they’re scared of making mistakes. But that fear can accidentally leave us out of the conversation. You don’t have to be perfect. You just have to be willing.”
There are less limits on disability tha business owners think
Part of the challenge, Alcott notes, is that disability is not a fixed profile. It is not a single experience, nor does it predict skill, ambition or workplace contribution. “People ask what kind of job someone in a wheelchair could do,” he says. “My answer is always the same: be your boss. The limits aren’t ours. They’re yours.”
The business case for rethinking those limits is stronger than ever. Australian research suggests that well-designed disability management programs are associated with improved job satisfaction, better workplace morale and reduced sickness absence, all benefits that flow directly into productivity and retention. For customer-facing businesses, particularly those serving diverse communities, inclusive hiring can strengthen service, insight and decision-making. And for businesses operating in a labour market defined by skills shortages and rapid technological change, expanding the talent pool is both strategic and necessary.
Support exists for those that wish to evolve their hiring processes
Alcott has seen this firsthand in his work with employers of all sizes. “Organisations should be a snapshot of their customers,” he says. “If 5.5 million Australians have a disability, your workforce should reflect that. That’s not just fairness. That’s good business.”
The structural changes of the past five years have made inclusion more accessible than many business owners realise. The rise of remote and hybrid work allows people to contribute without the constraints of traditional office environments. Digital platforms enable more flexible communication, while AI tools lighten administrative load and create new pathways for participation.
Still, tools alone don’t create inclusion. The real shift happens in mindset, starting with something as simple as how a business writes its job advertisements. Many job ads unintentionally filter out disabled applicants through rigid requirements or narrow phrasing. Alcott encourages employers to explicitly welcome candidates with disability, highlight flexible work options and remove unnecessary physical criteria unless they are genuinely essential for the role. Creating a culture of belonging begins long before a candidate sits down for an interview, he says.
From there, employers often need support, which is available for businesses looking to do a little light lifting. JobAccess, the Australian Government’s central hub for disability employment, offers free workplace assessments, employer advice, training resources and access to the Employment Assistance Fund, which covers the cost of most workplace adjustments or equipment. Organisations such as the Australian Network on Disability provide audits, training and strategic guidance, while Disability Employment Services providers connect businesses directly with job-ready candidates. The Dylan Alcott Foundation works alongside many of these groups, helping businesses understand the lived experience of disability and develop long-term practices. Programs include programs such as Ability Fest and Shift 20. Get Skilled Access, founded by Alcott, works with business to provide practical advice and solution to enhance accessibility and inclusion in the workplace.
Alcott believes businesses frequently overestimate the complexity and cost of inclusion. “People assume adjustments are expensive,” he says. “Most of the time, it’s as simple as moving a chair. And for anything more complex, there’s government funding. The best thing you can do is ask.”
What he hopes to see in the next stage of Australia’s workplace evolution is not just more representation but a deeper understanding that inclusion is a capability, one that strengthens culture, supports performance and future-proofs organisations in an era of accelerated change.
“Disabled people don’t want special treatment,” he says. “We want opportunities. Some of us want a job. Others want a career. You can’t know what someone is capable of until you give them a chance.”
His long-term goal is simple. “I want to be redundant,” he says. “I want inclusion to be so normal that we never have to talk about it again.”
If Australia’s business community embraces even a fraction of the talent currently on the sidelines, that ambition may be closer than it looks.
