ILPC 2027

This study discusses the implementation of diversity programs for employees with disabilities in one of multinational companies in Indonesia, BCS, which is also known as the first, and one of the only few number of companies in the country that employ people with disabilities. The research used a qualitative approach to the design of exploratory studies. The data were obtained through semi-structured interviews and analyzed by open coding method, to 16 (sixteen) employees from managerial and non-managerial level: 8 (eight) employees with disabilities and 8 (eight) non-disabled employees. Macy’s framework (1996) was used to see some aspects within the company in developing diversity program for employees with disabilities. Those aspects are: 1) employees understanding of disability, that show their attitudes and beliefs regarding disability and the people with disablilities, regulations needed, and the potential benefits experienced by the company employing workers with disabilities; 2) company values​​, which are focused on 2 (two) value categories regarding diversity and inclusion, behaviorism-humanism and meritocracy-egalitarianism; and 3) company practices.

In addition to support Macy’s framework on seeing the practices of diversity progam in this company, this study also tried to adapt steps of diversity program practices from Nilson (1997), Dreachslin (1997), and Hyter (2003), which covered 7 (seven) aspects on planning diversity program, which include leader’s support and commitment, understanding of diversity and inclusion,  connection between company’s goals and the goal of the program,  understanding of internal and external environment, training and education about disability, affirmative action and continous commitment.

The research shows that there is no common understanding regarding disability among employees. Some of them even still believe that disability related to illness and moral issues. While talking about potential benefits, some employees with disabilities and few managers believe that disabled employees could help the company improve its profit, as long as they are given the proper reasonable accommodation, because they have more focus and commitment to work. Meanwhile some others still doubt about their work efficiency and only see them beneficial to gain company good image from the community. In terms of their understanding to the laws about disability and their employment, some of the managers, as policy makers, claim that they do not know the exact regulations or common standard from government about it. So, BCS has always followed the standard given by its head office, although it does not fit the government requirements. There is also has been no formal and structured adoption of diversity programs in BCS. During this time, BCS only implement affirmative action in the form of hiring people with disabilities according to the instructions of the group, with very limited opprtunities to have promotion or even job rotation. However, BCS has already had the supportive values and basic commitment from its leader to implement diversity and inclusion, considered to have sufficient capital to develop more structured and systematic diversity programs in the future.