different countries claimed to be disabled. This is a far cry from the 4 to 7 percent of employees with disabilities most organizations guessed they had hired. BCG has developed a statistical measure of employees’ feelings of inclusion called the Bias-Free, Leadership, Inclusion, Safety, and Support (BLISS) score. This measure, determined by rigorous data collection through survey questions, is usually lower for disabled than non-disabled employees. In addition, disabled workers often score even lower on average on this scale than nondisabled women, people of color, or LGBTQ people. When people do not feel welcome at their workplaces, they are often more likely to quit. This not only harms disabled employees who lose out on career opportunities but also employers who lose out on the valuable talent and skills that these workers bring to the table. BCG’s study found that initiatives such as offering flexible work options for all employees, tracking and publishing DEI metrics, providing disability-related DEI training, and providing mentorship programs can significantly improve workers’ BLISS scores. This official encouragement from employers can make a difference for disabled employees and ultimately transform an entire workplace. “I think having that support from the beginning enabled me to feel more comfortable pushing the change I’d like to see, not only for myself but for many of my BCG colleagues,” says Wool. HTTPS://WWW.INSTAGRAM.COM/BCG_LIFE HTTPS://WWW.LINKEDIN.COM/COMPANY/BOSTON- CONSULTING-GROUP/ HTTPS://WWW.INSTAGRAM.COM/BCG_LIFE HTTPS://WWW.LINKEDIN.COM/COMPANY/BOSTON- CONSULTING-GROUP/
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