Until now, research on the inclusion of vulnerable groups in the labor market has mainly focused on the individual, examining, for example, the effect of job application training. However, new doctoral research by Amber Kersten (Human Resource Studies) highlights the key role of employers in including vulnerable groups, such as people with disabilities, long-term unemployed individuals, and those with a migration background, in the labor market. The research offers valuable insights for companies that want to contribute to a more inclusive workforce.
In her research, conducted in collaboration between Tilburg University and TNO, Kersten examined which Human Resource Management (HRM) practices can help employers create more opportunities for vulnerable groups. Her dissertation provides insights into the various practices that inclusive employers prioritize, such as workplace adjustments and management involvement. But which practices are truly effective’ The research shows that practices impacting both society (such as making inclusivity a central element of the organization’s mission) and the organization (such as utilizing subsidies) are positively related to retaining vulnerable groups. "These organizations also have a greater intention to hire vulnerable groups again in the future," emphasizes researcher Amber Kersten. "And that’s the key: without employers, there is no work."
Emphasize strengths of neurodivergent employees
In collaboration with the Career Jumpstart program at Fontys University of Applied Sciences, the study specifically focused on creating an inclusive organizational culture that centers around the strengths of neurodivergent employees, such as individuals with autism, ADHD, or dyslexia. The research shows that HR professionals, managers, and the employees themselves all play a crucial role in shaping such a positive culture.
Tailored approach essential for a more inclusive labor market
The dissertation also presents a model that helps companies understand which HRM practices are crucial at different stages of implementing inclusive employment. Kersten explains: "Employers who apply targeted HRM practices can genuinely contribute to a more inclusive labor market, where there is space for everyone, regardless of background or disability. However, tailored approaches are essential-there is no one-size-fits-all solution. What works effectively often depends on the size of the organization and the context in which it operates. The model also shows that inclusive employment is a ’bumpy road,’ where organizations need to actively work to keep inclusion on the agenda."
