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A common feature of all of the case studies was a shared set of values and a culture of inclusion.

Interviews and focus groups: Alternative economic models that differ from mainstream economic approaches, such as solo-preneurship, co-operatives, and social enterprises, typically have organizational values that align with inclusion. Entrepreneurship can be a way for people with disabilities to exercise more control over creating a working environment that is flexible and celebrates the unique skills and abilities that their lived experience brings to their work. Co-ops are committed to participatory decision-making and community care, which fosters a positive orientation toward disability inclusion. Social enterprises are seen as attractive to employees whose values aligned with the mission of employing individuals with disabilities and overcoming employment barriers.

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SEMs able to show the continuum of inclusive employer practices (from small to large orgs; from individual actions to those codified in policy) and we can see the connections to scaling up approaches

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Good lessons learned on the transferability of approaches

Promising practices that emphasize flexibility (not dependent on organizational model or sector)

Importance of businesses learning from one another on 'what works' i.e., how to implement these types of practices

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Who was not included (enough) in this research?

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Who was not included (enough) in this research?

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Indigenous communities, Indigenous-led employers

Broader exploration of Social Purpose Organizations and networks

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Flexibility appeared at many levels of the SEM analysis, but there are specific things employers can do (e.g. job sharing, modified hours, hybrid work arrangements) that reinforce a 'flexibility' mindset or interpersonal approach

Barriers for employers to implement flexible work arrangements - predominance of the FTE model of employment, not being able to provide benefits to PT employees, federal funding eligibility requirements (e.g. Canada Summer Jobs example)

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Individualized Approaches for People with Disabilities

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Individualized Approaches for People with Disabilities

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There is no one size fits all accommodation - different experiences of disability

Individualizing roles, communications, etc. to employee strengths

Most important message from people with lived experience "ask them"

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Support for Entrepreneurs with Disabilities

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Support for Entrepreneurs with Disabilities

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Value and importance of mentoring and supports

Long wait times, general lack of these supports

Difficulty navigating disability benefits as a business owner

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Most SPOs and other employers didn't necessarily see the link between their specific organizational structure and being inclusive; instead value and mission were more important

However, SPOs encountered certain challenges - e.g. demonstrating 'quality' of impact vs. 'quantity' of impact

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Research findings don't specifically address what conditions can enable meaningful work

Research findings point to employer practices on accessibility, inclusion, flexibility, etc. but don't necessarily touch on what meaning consists of with respect to empowerment, autonomy, security, belonging from the perspective of employees

Often entrepreneurs/self-employed individuals with lived experience did mention autonomy in self-employment, but was coupled with a reaction to the lack of autonomy and systemic barriers they experienced in other workplaces

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Importance of small business perspective - both in this research sample and in BC in general

There are more small businesses per capita in B.C. than anywhere else in Canada

Recognition that small businesses may not desire or need formalized policies or processes for inclusive work; instead they focus on those practices

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Working with 'Networked' Partners in FGs

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Working with 'Networked' Partners in FGs

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Worked with a range of networked partners - community (Terrace) sector (TAP and BC Manufacturers), regional (Presidents Group)

Provides insights into sustaining and scaling inclusive employment capacity through these network nodes

Think about how to increase employer capacity through these networks and understanding how they can contribute to broader systems change

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Limitations around methodology

Time + depth - this wasn't an ethnographic approach to research in communities

Approach - research methods and participants did not result in participation of (enough) diverse economy

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Building Employment and Roles Around People’s Strengths, Skills, and Needs.

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Building Employment and Roles Around People’s Strengths, Skills, and Needs.

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Across case studies, participants spoke about the value of being in a role where the responsibilities were created or adapted to align with their unique strengths, skills, and needs.

Interviews and focus groups: Embracing a “whole person” management ethos that values individual contributions and strengths can help to foster a disability-inclusive workplace. The emphasis is on individualized and flexible approaches that match employee needs and capabilities. For example, individualizing job roles to match abilities and interests and focusing on the skills needed for the role and not making assumptions about abilities are important aspects for shaping inclusion.

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Clear, Informal, And Regular Communication

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Clear, Informal, And Regular Communication

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In short, this type of employee and employer communication was not only more

efficient but also instilled confidence in all members of the team, from management to employee

alike. While this applied equally to disabled and non-disabled employees, for disabled employees it likely represents a welcome break from what is frequently an experience of detailed and regular oversight and directive communication from both employers and employment support workers.

Interviews and focus groups: There is significant value in fostering a workplace that supports open, non-judgmental communication with employees. This can be done by having an “open-door” policy, adapting communications styles to individual needs and preferences (e.g., text messages vs. in-person meeting or telephone), and fostering team cultures through collaboration, problem-solving and learning.

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Interviews and Focus Groups: Employers across different sizes, sectors, and economic models can adopt HR practices that proactively identify and remove barriers, emphasize individual strengths, and embrace flexibility. These practices can be applied to recruitment and hiring strategies, workplace accommodations, scheduling and working conditions, and the provision of employee benefits and supports. While employers may implement these practices to support employees with disabilities, they benefit the entire workforce and can improve commitment and employee retention.

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Flexibility was one of the most significant and frequently cited aspects noted by virtually all case

study participants as a key facilitator of inclusive employment.

Interviews and focus groups: Inclusive HR practices, such as promoting flexible work arrangements, were seen as ‘win-win’ benefitting all employees, especially employees with disabilities. For example, flexible scheduling practices can include offering part-time work, allowing for regular breaks or uninterrupted work, open-ended leaves in which employees are always welcomed back, and working from home or remote work.

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While some of the case studies were explicitly not intended to be profitable or did not prioritize

profit (ILV, One Light) all case studies sought to be inclusive, viable and sustainable.

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In the interviews and focus groups, lived experience included having senior leadership who identified as living with a disability, a personal connection to someone living with a disability, personally living with a disability, and having hands-on service experience with individuals with disabilities. For entrepreneurs/self-employed individuals, lived experience is a strong motivation for being self-employed or starting their businesses.

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Community / Service Organization Collaboration

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Community / Service Organization Collaboration

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Interviews and focus groups: Collaborative initiatives between employers and community organizations, guided by a shared understanding of business and workforce needs, promote inclusion. Other disability-serving or community organizations can help employers tap into expertise needed for identifying and removing barriers in workplace policies, practices, and the physical environment. Leveraging local networks for idea-sharing and mutual support can help employers take diversity initiatives further.

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Enabling Conditions and Barriers: Policy and Labour Market

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Enabling Conditions and Barriers: Policy and Labour Market

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Interviews and Focus Groups: Government policy and legislation play a pivotal role in driving inclusion. Structural factors, including public policy and programs for employers and entrepreneurs, play a pivotal role in driving inclusion, innovation, and collaboration among employers. Accessibility legislation can encourage employers to adopt proactive measures, like accessibility committees, in anticipation of forthcoming requirements. However, government policies and programs can also present challenges for employers and entrepreneurs when it comes to government funding and eligibility criteria for people with disabilities, such as employees with disabilities receiving provincial disability assistance (PWD) or entrepreneurs who require more flexible and tailored funding supports.

Addressing current labour market challenges requires disability inclusion. Employers, entrepreneurs, and individuals living with disabilities confirmed that inclusive workplaces are more appealing to a broader range of job seekers. When organizations promote accessibility and inclusion, they are more likely to expand their talent pool, minimize turnover, and leverage a wide range of skills, perspectives, and experiences.