Thursday, March 23, 2023
Bringing the Latest in News Straight to Your Screen

Mindset Matters: Psychological Safety, Disability, And A New Lens For Corporate Talent Management

By News Creatives Authors , in Leadership , at July 23, 2021

While companies and small businesses are continuing to struggle to hire talent in this time of transition, this is a moment to reflect on perhaps how corporate culture can reassess defining a path towards more robust inclusion and shape greater innovation in the economy of the 21st century.  As organizations both large and small review their talent management processes it is important that leadership rethink their disability hiring strategy beyond the framework of diversity, equity, and inclusion, but see it as an anchor that can have a ripple effect across the entire progression of evaluating human capital management.

By rethinking this new methodology, it is important to recognize the correlation between psychological safety and the lived experience of disability. For years the relationship between work and the disability community has been fraught with friction contributing to a general miscommunication between the corporate ecosystem and the larger disability community ranging from non-profits, advocates, and government agencies. Those with disabilities have felt isolated, unsafe, or even perhaps unwelcome within the world of work. To bridge that gap and rethink employment strategy for persons with disabilities it is even more significant than ever to embrace an ethos of psychological safety. Psychological safety is the belief that you won’t be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. In a business context the definition can be identified as author Timothy R. Clark described an “incubator of innovation” where “individuals feel 1) included 2) safe to learn, 3) safe to contribute, and 4) safe to challenge the status quo.” It is these very tenants that allow for a more open, honest, and inclusive exchange to take place, where the stigma of disability can become a relic of the past and organizations can develop a true sense of radical honesty and more importantly trust in the potential capability of this pool of human capital.

The challenge now is can organizational culture amplify the need for psychological safety as a tool to reconsider the locus of persons with disabilities in the employment cycle. The fact is corporate culture has no choice. For one, the coronavirus pandemic has profoundly impacted the very nature of work forcing business leaders to envision new ways of engaging the world of work, human interaction, and most importantly the very needs of their employees. The value of psychological safety will be essential in helping to generate an economic rebound and offer a new way for talent management and human resources to rethink employment engagement processes while highlighting the connectivity between potential employees with disabilities and the larger talent pool.

From a leadership perspective, one should ponder the idea of starting where they are and embrace self-assessment as a beginning refrain to think about what is needed, and how to best navigate the many challenges ahead. One of the key strategies is to think like an explorer who is visiting a strange land unfamiliar with the nuances and the cadences of the culture around you.  What are the fundamental survival tactics needed to manage this new world of work and what does one need individually to be a better employee in this changing work environment? Starting with this line of thinking allows leadership to fully immerse themselves into the central ideas of psychological safety that are so critical in having a better grasp of the everchanging diversification that is the working ecosystem of the digital economy.

The role of need will be an ongoing link between the talent pool of persons with disabilities and others across the spectrum of human capital. What was once seen as cavernous differences are drawing closer together. The idea of psychological safety offers the corporate ecosystem the ability to have a meaningful bond and illustrate the similarities of needs that will be so essential across the talent development landscape.  At this moment where the dynamic of work is changing, and our very understanding of needs is evolving in the new work milieu the role of talent must be seen differently. Talent management is no longer just about acquiring talent, but also assessing the person, situation, and overall culture and how they can be fit neatly together. Reassessing the very mechanics of this method creates whole new avenues for change that will be essential for the development of human-centered work in industries yet to come.


Leave a Reply

Your email address will not be published. Required fields are marked *