The case for aiming high on behalf of people with disability is strong and is directly related to my grief over society's reliance on social enterprises, known in Australia as Australian Disability Enterprises. I'm turning to video blogs to explain what I mean.

Please see 'Social Enterprise - the case against' and 'Aiming high' to start you off. My book The Ten Demandments goes into this in more detail.

We want real jobs for people with disability. By this I mean work alongside and with the same conditions and expectations as their non-disabled peers. The number of hours need to be sufficient to embed the worker into the organisation such that they become a valued member of the team, not just the 'disabled guy' that comes in once a week. Sufficient hours also leads to sufficient pay, which, in turn leads to independent living.

If you, too, believe people with disabilty deserve more, escpecially when it comes to employment opportunities, do get in touch.

- Martin Wren

The perceived barriers to forming a disability inclusion strategy are many, but they needn’t be. Essentially, it’s what you would normally do while at the same time remembering that you want to give everyone a fair go, including people with disability.

Below are some simple steps to follow. If you have any to add, please get in contact. I am the first person to admit that creating and maintaining an inclusive workplace can be hard, but I think this is only because it's easier to fall back into old habits when you're busy. (And, of course, a vibrant, thriving business is always busy!)

I’m pleased to see that the next generation of workers coming through seem to value social capital. More than anyone, many want to work for a company with an ethos that aligns with their beliefs and ethics. Although they may not stay as long with a single employer as previous generations, there’s an expectation that while they’re with you, they’ll fit in with your values – and you’ll fit theirs.

According to Robert Putman (2000), social capital is: social networks and norms of trust and reciprocity. In any organisation, when these are aligned, things really start to happen.