Inclusive Employment in Practice

1. The Business Case for Inclusion

In countries like South Africa, diversity and inclusion should not be aspirational ideals – they should be core business values. Ideally, these terms will one day be redundant, because inclusive practice will simply be how we work.

The decision to employ visually impaired graduates was informed by a stark reality:{" "} approximately 97% of visually impaired individuals in South Africa are unemployed , despite many graduating from colleges and universities with strong qualifications and professional skills. The talent exists. The opportunity doesn’t.

To begin addressing this imbalance, Absa and Primedia partnered with the Hein Wagner Academy for the Visually Impaired. What started as sponsorships, donations and media exposure soon evolved into meaningful, full-time employment opportunities for Academy graduates.

Both organisations moved beyond intention and into action. By employing graduates simultaneously, they were able to learn in real time, sharing both practical insights and human experiences. This handbook is shaped by that journey.

“If it’s the right candidate for the job in terms of skills, experience and so on, hire them. While there may be small allowances required like a larger screen, their output is the same as a sighted employee.”

2. Getting Ready as an Employer: Accessibility is Key

Although visually impaired professionals are sometimes employed as receptionists and call centre operators, the scope of their skills often extend far beyond these roles. In the case of the two corporates in question, the graduates were employed in specialist IT positions in the cybersecurity and user support teams.

Regardless of their role in your organisation, the first step is to create an environment where integration, performance and success can flourish. This is only possible with leadership buy-in from executive level to direct line managers.

When leadership visibly supports inclusive employment, it sets the tone for the entire organisation. It signals that inclusion is not a side project or a compliance exercise, but a strategic and human priority. From there, small but meaningful shifts begin to take place in daily operations and company culture.

“For those without disabilities, employment is about personal preference like remote or hybrid work. But for our visually impaired colleagues, it’s not about preference, but accessibility. If the opportunity is not accessible, it’s not enabling or inclusive.”

A visually impaired professional’s experience depends on accessibility. When access is built in, performance follows. When it’s not, barriers – not ability – define outcomes. Accessibility can be considered across three areas:

3. Budgeting for Reasonable Accommodation

The Basic Conditions of Employment Act requires employers to provide reasonable accommodations for employees with disabilities. What’s considered “reasonable” will differ between individuals and organisations, which is why ongoing, open conversation between the employee and Human Resources is essential.

“Something to be mindful of is not waiting to be ready. The process doesn’t have to be perfect. The ‘good enough’ principle can be employed while the team finds its natural rhythm. Also, ask the employee what they need. A lesson for us at Absa was not to make assumptions.”

4. Recruitment and Hiring

Recruiting a visually impaired professional follows the same principles as recruiting any other candidate: skills, experience, and organisational fit. The following practical considerations ensure equitable access:

5. Onboarding a Visually Impaired Employee

Successful onboarding begins well before the employee’s first day – ideally a month in advance to order software, configure workstations, and brief the team.

“I’ve spent my life on radio, which is basically theatre of the mind. Jos lives that every day. He has taught me and everyone around him that vision has nothing to do with eyesight and everything to do with mindset. He brings clarity, courage and an absurdly sharp sense of humour into every room he enters. He has exposed how limited our own vision can be as leaders and colleagues. Inclusion is not charity. It’s common sense. Talent doesn’t need sight to shine. It simply needs opportunity.”

6. Managing Performance and Productivity

Visual impairment does not define capability. Consistent expectations, measurable KPIs, and fair accountability protect both the employee and the business:

“Focus on potential, not perception. With the right mindset, tools and support, visually impaired colleagues thrive like any other high-performing professionals.”

7. In Closing: Ask, Don’t Assume

Across both Absa and Primedia, teams were pleasantly surprised by how independently and effectively the visually impaired employees worked and how their performance exceeded expectations. Being part of an organisation that’s willing to adapt and learn proved powerful. Employees reported a renewed sense of pride in their company, not because of charity, but because of shared humanity and innovation.

“This has been an extraordinary journey of growth. It expanded our skills in ways we never anticipated and profoundly shaped our people and leadership as they develop a deeper understanding, respect and appreciation for colleagues who are visually impaired.”

1. Preparing for Employment

2. Disclosure: When and How

Disclosure is a personal choice. Disclosing at the interview invitation stage is often the practical middle ground: it provides enough time to arrange accessibility while keeping initial evaluation centered on your CV.

3. Starting a New Job

Advocate for your needs early. You are the expert on your assistive workflow. Set clear boundaries politely (e.g., “I prefer taking your elbow” rather than being pulled).

“The support I received gave me confidence and restored my dignity. I’m able to independently do my work, navigate the floors and use the lift. If I get stuck at any point, I know there’s someone to assist me. These are the small things that made all the difference to me.”

4. Performance, Growth and Accountability

Inclusion doesn’t remove responsibility. If you encounter a software accessibility blocker, escalate it immediately before deadlines slip. Proactively invite critical feedback:{" "} “Am I being measured against the same KPIs as the team? I value honest feedback to grow.”

5. Relationships at Work

Colleagues will be curious and may make well-intentioned blunders. Guide them patiently with humor and clear boundaries.

“Hiring is always a challenging task because you don’t only hire based on the skillset, you also consider team compatibility. Working with Iain re-engineered how we view both concepts. It’s been a journey I wouldn’t trade for anything.”

6. Challenges and Resilience

Software updates can occasionally break screen reader compatibility. When tools fail, demonstrate resilience: have phone backups ready and approach barriers as an analytical problem solver.

“Life doesn’t end with becoming disabled, but it does become much more challenging. Equal opportunity isn’t a privilege – it’s a lifeline. For years, every door I knocked on was met with a quiet ‘sorry, we can’t help you’. Each rejection pushed me deeper into a place where hope felt out of reach. But just one opportunity changed everything. Through the Hein Wagner Academy and Absa, I was given a chance to study, to grow and to believe again. And when Primedia Broadcasting opened their doors to me, they didn’t just offer employment, they restored purpose, dignity and belonging. My journey proves that ability isn’t defined by sight, but by being seen. By being given an opportunity, I was able to change my life, feel valued and make contributions.”