How future managers should consider invisible disability during the recruitment process ?

Conclusion

We think that the only way to integrate «disabled people» is to stop considering them as disabled. Everybody is different from each other and we should consider the essence of the person and not only what is expected from him/her. Also, the issue comes from the way the society is normalized, in a way that everybody has to match the normality to be considered as useful to the society. But what is normality? If we are living in a society where everybody is normal, there is no change, no progress.

The only way to integrate people suffering from an invisible disability in the job market is to individualize the process of recruitment and shape the job to the personality and not the other way around, as we use to do in many companies. Taking into consideration each personality will take more time for sure. It could be a way to slow down the society's expectations and improve everybody's wellbeing. There are more and more people affected by a disease which can be considered as a disability, which shows that the disability comes more from the way we live than from the nature of each human being.

I have the insight that there is a signification to each disease. For example, a blind person, can actually havea clearer vision - in the symbolical meaning -, that can be used to improve the company strategy. It would be an axis to look for a deeper answer, which can cross between two cultures: how to integrate people living with an invisible disability in occidental culture, seeing the «dis-ease» from an oriental point of view.

References

N. Ann Davis (2005), Invisible Disability, Ethics, Vol. 116, No. 1, Symposium on Disability, pp. 153-213

I. Daure, F. Salaün (2017), Le handicap invisible, ou la différence entre ce qui se voit et la réalité, Martin Média « Le Journal des psychologues »,pages 22-27

O. Rohmer, E. Louvet (2006),Etre handicapé, quel impact sur l'évaluation de candidats à l'embauche, Presses Universitaires de France « Le travail humain », Vol. 69, pages 49-65

S. Richard, I. Barth (2017), Entre attentes et réalités, conséquences de la révélation légale du handicap en entreprise,Management et avenir,pages 15-37

R. L. Oliver (1977), Effect of expectation and disconfirmation on postexposure product evaluations: An alternative interpretation, Journal of AppliedPsychology, Vol. 62, No. 4, pages 480-486.

https://informations.handicap.fr/art-handicap-emploi-hollande-853-9244.php

https://www.ocirp.fr/actualites/les-chiffres-cles-du-handicap-en-france

https://www.insee.fr/fr/statistiques/3303384?sommaire=3353488

https://www.agefiph.fr/Entreprise/Vos-obligations-et-demarches/Quelles-sont-vos-obligations

APPENDIXES

APPENDIX A. Questionnaire

The sample is composed by 29 students in Human Resources and Consulting at NEOMA Business School.

Section 1

Question 1: Do you know what an invisible disability is?

Answer: Yes; No

Question 2: Please tick examples of invisible disabilities

Answers: Bipolarity; Dyslexia; visual disturbances; hearing disorders; eating disorders; multiple sclerosis; heart disease; Fibromyalgia; chronic fatigue; depression; autism; Asperger syndrome; all the answers.

Question 3: Do you consider that an invisible disability can be a hindrance to the integration in the company?

Answers: Yes; No

Question 4: Should the person with an invisible disability disclose this information during the recruitment process?

Answers: Yes; No

Question 5:If so, what would be the best moment to reveal information related to the invisible disability?

Answer: Before the process of recruitment; during the process of recruitment, after the selection, during the integration, after the integration