Realizing that the changing workforce demographics in Switzerland require an additional labor pool that can be tapped into is the start of a promising journey for a well-known financial institution. Missing out on talents with disabilities would imply a loss in innovation, agility and creativity and might lead to an obstructed opportunity for sustainable growth.The client is keen on introducing a long-lasting change and hence actively supported the formation of this paper. The thesis emphasizes on the essence of embedding the disability inclusion strategy in every decision that is taken by the organization. Only following this approach will lead to an effective behavioral change.

Conducting research on relevant literature, evaluating the competitors’ market position, interviewing competence centers, and gaining first-hand insight from the internal network built the foundation of the thesis. The elaborated gap analysis between existing and best-in-class practice has revealed that the client is lacking on some fundamental frameworks that engage with the community of people with disabilities.

The authors developed numerous Quick Wins relating to attraction, recruitment and onboarding, that require manageable effort and result in a major impact on being perceived and valued as a progressive and inclusive employer. The practical recommendations are based on the action priority matrix. It is worth to mention that the internal network is willing to provide their support in testing new accessible technology, accompanying the entire recruitment process, and welcoming future talents. The beneficial possibility of internal peer learning will support the financial institution towards an enhanced learning organization. Concludingly, implementing the compiled recommendations will create a starting point to build a working environment where everyone feels comfortable and is enabled to perform to their very best. Among others, this includes intensifying and extending the collaboration with the existing competence centers and suppliers and reviewing potential related employer awards. Moreover, the adapted procedures would help to retain existing employees at risk, since approximately 85% of the visible disabilities are acquired during employment. As a result, the client will be perceived as being the employer of choice and the leading financial institution of trust for both clients and prospects.