Supported employment as a driver for the social inclusion of people with disabilities in the labor market

Abstract

BACKGROUND:

Based on the need for organizational institutions to act, through public policies, in the establishment of programs focused on the inclusion of People with Disabilities (PwD) in the labor market in Brazil. The Supported Employment methodology (SE) was constituted by directing and providing support, in the workplace, to PwD.

OBJECTIVE:

The purpose of this article is to evaluate the intra-organizational management of the inclusion of people with disabilities in the labor market in the southern region of Santa Catarina and the alignment with the precepts of Supported Employment (SE).

METHODS:

Using a qualitative approach, the multi-case study was carried out through interviews, based on semi-structured questions, in five companies in the southern region of SC that are required to hire PwD.

RESULTS:

The research points out the movement of companies in the development of policies and practices for the inclusion of PwD in the job market. However, there is still a significant gap between company practices and SE precepts. There are no formal programs and policies with wide internal dissemination, about the drivers for PwD.

CONCLUSION:

This study helps to address eventual difficulties of companies regarding practices in the inclusion of PwD, contributes to the definition of guidelines aimed at improving existing policies or in the development of new practices aimed at the inclusion of PwD.

Keywords

Decent work human development inclusion Policies public policy

1 Introduction

Work has a fundamental role in people’s lives, it gives meaning to life, contributes to personal development, acceptance, facing responsibilities, relationships, opportunities for stability and economic growth [1]. It contributes significantly to social recognition and self-affirmation in adult life [2]. It is not just a form of production or a means of survival [3], it also provides dignity, self-esteem, freedom and autonomy [...] it’s a means of inclusion of the human being in the society [4]. It represents occupation and distraction, independence and survival, pleasure and satisfaction, feeling of usefulness and personal appreciation [5].

Although the Universal Declaration of Human Rights [6] has established guidelines on social inclusion, a significant portion of the socially vulnerable population was not benefited. There are many barriers to entering the job market due to the lack of preparation of organizations and linking PwD to the stereotype of unproductivity [7]. This demonstrates the need for policies that act in the process of inclusion of PwD in the labor market, as non-insertion interferes with recognition as an adult, significantly impacting their quality of life [2]. The relationship between work and subjectivity contemplates an interdisciplinary field, characterized by the relevance of the relationships built and the experiences acquired in the work environment [8].

Current Brazilian legislation proves to be inclusive, as it requires companies with more than 100 employees to reserve a portion of positions in their workforce to meet the PwD quota [9]. However, there are relevant problems in its operationalization. For example, it is identified that, with this obligation imposed by the government, many companies find it difficult to hire PwD [10]. In Brazil, the percentage of private companies that complied with PwD quotas in 2018 was 52% [11]. This difficulty in the inclusion of PwD is due to the need for companies to adapt the physical structure to promote accessibility, the lack of professional qualification and the low education of this public [10 , 13]. Faced with these difficulties and the lack of government support in programs that help and train this segment of the population, many companies began to hire PwD with a focus on filling quotas [10 , 14–16].

The SE supports PwD, recognizing their qualification needs based on their vocational profile, directing and providing support in the workplace during the period in which the person is employed. PwD are prepared and inserted or rehabilitated in the work environment with people without disabilities, sharing work and life, receiving support for professional development and job maintenance. In this way, companies contribute to social development through inclusion [17 –19].

In this scenario, it is possible to see what Marshall et al. [20] point out: that SE presented positive evidence for individuals with mental disorders, including higher rates of competitive employment, fewer days to first job, more hours and weeks of work, and higher wages. Campbell, Bond and Drake [21], from the meta-analysis to pool the samples of four randomized clinical trials, present the SE as a flexible model that benefits a wide range of subgroups of clients compared to active vocational services, in the case of individuals with severe mental illness.

Expanding studies and giving visibility to the SE method can significantly contribute to the quality of life of PwD. This research identified a shortage in the literature that addresses people quality of life of PwD in the work environment. In this sense, the present study intends to contribute to the field through evidence that can mitigate problems related to the insertion of PwD. Internationally, PwD hiring rates proved to be significantly low [22]. In Brazil, SE is in its initial phase, requiring the search for policies, practices and experiences in other countries [23]. Given this scenario, the guiding question of this work is: How do companies manage the intraorganizational inclusion process of PwD, through policies and programs, aligned with the SE?

Based on this premise, the purpose of this article is to evaluate the intra-organizational management intra-organizational management of the inclusion of people with disabilities in the labor market and the alignment with the precepts of SE, through employment in multiple cases. Specifically, it will identify the policies and practices adopted by these organizations in the process of inclusion of PwD, comparing them to the principles of Supported Employment; will verify the processes of qualification, integration and adaptation of PwD; and will evaluate the processes of autonomy, adequacy and support for PwD in the work environment.

1.1 Public policies on social inclusion

Public policies express governments’ responses to the demands, problems and conflicts that arise from a social group [24], to maintain order, based on the negotiation of interests between the parties involved. Among the public policies aimed at promoting the social inclusion of PwD, the labor market is one of the pillars that contributes to this process[25].

The inclusion of PwD in the labor market began with the Federal Constitution of Brazil, which defined as the competence of the Union, the States, the Federal District and the Municipalities the care “of public health and assistance, the protection and guarantee of people with disabilities”. [...] protection and social integration [...]” [26]. Also in the Constitution, article 7, item XXXI prohibits “any discrimination with regard to salary and admission criteria for workers with disabilities”.

Regardless of the degree of disability, PwD were assured the full exercise of their basic rights, with a focus on their personal, social and economic well-being, as of law 7.853/89. With Law 8.213/91, companies with 100 or more employees now have the obligation to include in their staff regularly rehabilitated beneficiaries or PwD, duly qualified [9].

As of Decree No. 3,298/1999, it became the responsibility of the Federal Public Administration bodies to provide services, including “professional training and qualification for work” [27]. This very decree regulated the Quota Law enacted in 1991, imposing on the Ministry of Labor the mandatory inspection as to its compliance [25].

In 2009, with Decree No. 6,949/2009, the aim was to ensure that admissible adaptations were made in the workplace, to meet the needs of PwD, and the Convention on the Rights of Persons with Disabilities was enacted [28]. In 2015, Law 13.146 came into force, with the objective of consolidating and updating the other laws. Based on this law, the Brazilian Law for the Inclusion of Persons with Disabilities (Statute of Persons with Disabilities) was instituted, focusing on social inclusion and citizenship, aiming to ensure and promote, in an equitable way, the exercise of fundamental rights and freedoms of PwD. Art. 37 establishes the responsibility for the public power to enable, rehabilitate and educate PwD to enter, remain or return to work, providing the acquisition of knowledge, skills and competences to enter the job market.

Brazilian legislation “is considered one of the most advanced in terms of promoting the inclusion of PwD” [25]. But their performance is primarily responsible for the inclusion of PwD in the labor market in fact [29] (Navas, 2019). At the state level, art. 7 of Law No. 17.292/2017 [30], defines the guidelines that ensure the inclusion of PwD, respecting their specificities, in several areas, including work, providing professional qualification for the job market. The Santa Catarina Program for the Preparation of People with Disabilities for the Labor Market is instituted, with the objective of providing educational work to these people, providing conditions for professional performance.

Even with a significant legislative framework and frequent oversight, this does not guarantee the participation of PwD in the labor market. The focus is directed to PwD individually, instead of addressing the need for changes in the social organization of the work process [25, 31].

1.2 Social inclusion of PWD in the labor market

The term “person with a disability”, according to Law 13.146/15, is defined as:

“[...] long-term physical, mental, intellectual or sensory impairment which, in interaction with one or more barriers, may impede their full and effective participation in society on an equal basis with others [32].”

Disability is not defined as a disease, but as a limitation, breaking the stereotype of incapacity. PwD can have social activities like anyone else, only considering their limitations [33]. Inclusion occurs with the competitive insertion of PwD in the labor market, based on equal opportunities for other people, in accordance with labor and social security legislation. This occurs by complying with accessibility rules and providing the necessary resources to adapt to the work environment [32].

Even with a significant participation of PwD in the labor market, companies still find difficulties to make inclusion due to the lack of preparation in their structure and systems [25, 34]. Companies need to adapt to the diversity of people, since inclusion only occurs when the organization as a whole accepts the processes and actions [10, 35]. However, there is difficulty for organizations in the inclusion process due to the lack of preparation in infrastructure and accessibility, contributing to prejudice in relation to the work competence of PwD [36]. Difficulties are evident in the recruitment and selection processes, in finding qualified PwD, and in retaining this audience in organizations [36, 37].

The limitation in the inclusion process is beyond the PwD, but in the society that must offer the necessary conditions for all people to be included in the different environments, considering diversity [22]. The job market requires professional qualification and constant updating so that people can compete and conquer their space. In the case of PwD, the obstacles to professional achievements are even greater, because in addition to this competitive scenario and prejudice, they need to deal with their limitations and the barriers imposed by society [38].

There is a requirement from the Public Ministry for the hiring and permanence of PwD in organizations, but there is a lack of government support for companies in the inclusion process [37]. There is difficulty in offering opportunities to PwD, significantly impacting the inclusion process. This difficulty is often linked to the stereotype that PwD are unproductive. Carvalho-Freitas et al. [34] pointed out in the interview with PwD that only a third of the public interviewed negotiated changes in activities that they had difficulty performing at work, what can influence the link between PwD and unproductivity. In the process of inclusion, companies focus on the person’s disability and not on their potential, commonly seeking to insert them in an environment that adapts to them, instead of inserting them in a role based on their competences [34].

The difficulty of organizations in hiring PwD is related to the lack of development of organizational policies for this public. In the real context, organizations prefer ready professionals in the job market, without any type of investment for a possible career plan [39]. Another relevant aspect is the direction in hiring, without considering the profile of the PwD, because the goal is to comply with the legislation [16]. Some studies point to the lack of equal opportunities for PwD in the labor market, such as: physical environment that meets the needs, difficulty in adapting the structure; opportunity for professional development that respects the limitations of PwD; opening of positions for PwD only to fulfill the quota and not with a focus on professional development and growth, considering professional aptitudes; wage inequality; lack of recognition [15 , 40]. When job positions are offered, there is a lack of opportunities to develop the potential of these people [10, 41]. Fialho, Melo and Gai [14] pointed out the lack of strategies in the promotion, retention and termination of PwD in organizations.

Sá et al. [42] identified in their research with the hotel industry in the state of Pará, that the process of recruitment and selection of PwD did not consider the necessary skills for the function, education and professional experiences. There was also no concern about the career development of this audience. The focus was directed towards less complex recruitment and selection processes, with the criterion of hiring the lightest PwD. This shows the lack of preparation of organizations in the inclusion of PwD, as the inclusion of this public does not necessarily represent an inclusion process, but only compliance with legislation.

In addition to the development needs of the organizations themselves, society is faced with the need for programs that develop and qualify PwD. There is a lack of government involvement in the development of expressive projects to qualify PwD, avoiding maintaining the belief that this public is incapable [36]. Inclusion is not just complying with the legal obligation, but offering opportunities for PwD to develop and meet the needs of the organization [38], linking inclusion to social responsibility.

In Brazil, the barriers encountered for the inclusion of PwD are linked to the difficulty of adapting the physical structure, such as access ramps, bathrooms and parking, since these adaptations require restructuring by companies, directly impacting costs. Another point is related to the recruitment and selection process, due to the lack of qualified professionals, due to low education [43]. Medeiros et al. [16] and Freitas et al. [37] point out that one of the main factors that impact the failure to hire PwD is related to the fact that companies hire PwD in order to fill quotas, disregarding the perspective of social responsibility. Akkerman et al. [44] pointed out that there are higher satisfaction rates for PwD in integrated employment and in environments that suit their needs and the work environment, suggesting opportunities for growth, development and salary issues are important factors for intellectual PwD, in addition to support through inclusive policies.

1.3 Supported employment

In Portuguese, the expression “Emprego Apoiado” aims to translate the English “Supported Employment” (SE), where apoiado means “supported, fostered” and emprego means “employment, work” [17]. The first studies on the subject took place in the US, in the late 1970 s. The methodology was developed as an alternative to sheltered employment, with a focus on inserting PwD into the job market [45].

In Brazil, this model was introduced in 2011, from the training of professionals in the SE model. This initiative came from the Ministry of Science and Technology of Brazil in partnership with ITS (Instituto de Tecnologia Social), involving professionals from the University of Salamanca and the Portuguese Association for Supported Employment [46]. The SE is defined by the European Supported Employment Association (EUSE) as a set of support, guidance and individual follow-up actions by specialized professionals, inside and outside the workplace. It aims to insert and maintain PwD in paid employment in the formal labor market, under the same conditions as other workers who perform equivalent functions. It is a support model for PwD, which recognizes the needs of qualification and social support, helping them to develop their skills for insertion in the job market [45]. Its creation stemmed from the perception that many significant PwD need additional support in the workplace to be successful in their activities [47].

The methodology enables and inserts PwD significantly into the job market, providing competitive work, in an integrated environment, with continuous support services [18]. It applies to the group of people who did not have access to conventional competitive employment or who were interrupted as a result of a serious disability, requiring intense support service for their insertion into work and monitoring to carry it out [48]. Its principles aim to support PwD in their own work environment, giving support in the development of their professional attributions, understanding that the difficulty of access of PwD to the labor market occurs more due to the lack of opportunities and lack of support services, than by the needs presented [46].

The SE methodology takes place in 5 stages: engagement, professional vocation, job search, employer engagement and the support provision in the workplace by a specialized professional, according to the necessities [48]. The proposal is to provide real work to PwD, with benefits, remuneration and dignity [18]. According to Barbosa Junior and Nunes [22] the development of the vocational profile occurs from the psychological and functional assessment, observation, interviews and knowledge of the person’s involvement in the community itself. The development of employment must occur in the relationship between the support professional, the employer and the PwD profile. Monitoring, training and support in the work environment must be continuous, according to the needs presented.

The values that guide the SE are: 1) Everyone, regardless of level or type of disability, has the ability and right to a job. 2) Employment must be within the regular labor market. 3) PwD should choose and regulate the support received, in order to gain greater ownership and satisfaction in their career. 4) Equality in pay and benefits in relation to co-workers who perform the same or similar functions. 5) The focus on PwD should be on their skills, interests and potential and not on their deficiencies. 6) Community relations, inside and outside the work environment, contribute to the respect and inclusion process. 7) PwD must define their personal goals, having support in their development to reach these goals. 8) Change in the traditional model, focusing on the support of self-determination, which is a fundamental point for the integrity of the SE. 9) There must be social connection in the community, in formal and informais networks, for the acceptance, growth and development of the support system [18].

The SE works to affirm the rights of PwD, providing their professional performance in interactive contexts, based on an inclusive methodology [49]. Cardoso, Duarte and Sousa [46] describe the process of socio-professional integration of SE in four moments, namely integration, partnerships, self-determination and employability. The first is the process of the technicians acting together with the PwD’s family members, so that both feel active members of the work to be developed, to meet expectations and align the objectives and practices of the process. The second moment seeks to align the educational process of young people who are in school, aiming to professionally integrate the academic curriculum, together with teachers, to develop the points of difficulty for PwD. At this stage it is important to make the link with the companies, enabling inclusion in the job market. In the third phase, we seek to build the life project of PwD, analyzing their vocational profile, considering personal aspects, perspectives and skills, with the involvement of family members, when necessary. In the last phase, the PwD are integrated in the company where they will work, analyzing the compatibility of the profile with the company, raising the necessary skills to be developed to work in the position. At this stage, there is the support of the professional within the company where the PwD will act, in the interaction and process of adaptation to the new functions.

This method makes it possible to increase the ability of PwD to enter the job market [50]. It has an innovative characteristic, as it presents itself in the inversion of the logic of the “train and place to place and train” paradigm [1]. It is a method developed as an alternative in the inclusion and rehabilitation of PwD in the labor market. Unlike other forms of insertion that focus on the provision of services before being placed in the job market, the SE works with training based on a vocational survey, guidance and support in the workplace during the period in which the person is employed. This process comes from a specialized professional, also defined as a “job coach”. This professional carries out the process of placement in the job market and intensive individualized training in the workplace, directing the PwD to overcome their limitations and develop their skills, aiming at the inclusion and development of autonomy in PwD [18, 50].

Cardoso, Duarte and Sousa [46] showed, in a study carried out with other authors, that the practice of SE is more economical when compared to other practices of socio-professional integration. It provides better quality of life, better wages, increased employability rates, promotion of behaviors that facilitate adaptation and insertion in the job market, interpersonal relationships, feelings of well-being, autonomy and usefulness.

Akkerman et al. [44] found that the satisfaction levels of PwD who participate in the programs are higher in the SE than in the PE (Protected Employment). Marques [19] shows that PwD who participate in the SE feel more professionally integrated and have a greater sense of rights and duties within the company, when compared to PwD who participate in the PE. Barbosa Junior and Nunes [22] point out the importance of developing studies aimed at Brazilian organizations that have inclusion programs, in order to instigate society in the development of actions for the inclusion of PwD in the personal, social and labor spheres. Fialho, Melo and Gai [14] suggest studies, both with organizations and with PwD, seeking information about their perceptions in the inclusion process, as well as making improvements in hiring PwD.

Other works, at an international level, point out that SE benefits individuals with severe mental illness when compared to other services, in professional inclusion and rehabilitation [21 , 52], in supporting PwD to get and keep a competitive job [20 , 53–55] and in the persistence of the goals and professional interests of PwD participating in the program of SE [56].

2 Materials and methods

This study is supported by the inductive method, qualitative approach, with descriptive and exploratory objectives, having semi-structured interviews as a research strategy. The script used for the interviews was elaborated from the categories of analysis built on the basis of the literature.

The agents involved came from companies in the municipality of Criciúma, in Southern Brazil, with more than 100 employees, as they are obliged to fill out quotas for PwD. From the survey of 52 companies, by accessibility, five companies from different industrial segments were defined for the research sample. From this stage, some companies were contacted via e-mail and telephone, inviting them to participate in the interview. Of these, five volunteered to participate. The HR managers of the respective companies were interviewed. The questions were formulated from the SE analysis categories. The interviews carried out between November 2019 and March 2020 with recording, de-recording and analysis procedures.

For confidentiality purposes, the companies were identified as A; B; C; D and E, characterized as follows: A - Clothing industry, founded in 2000, with 580 employees, 4 of whom are PwD (below quota); B - Clothing industry, founded in 1986, with 850 employees, 15 of whom are PwD (below quota); C – Plastic disposable industry, founded in 1991 in Içara, with 398 employees, 13 of whom are PwD (above the quota); D – Industry of equipment and services for poultry and swine farming, the unit was built in 1997, with 440 employees, 13 of whom are PwD (fulfills the quota); and E – Metallurgical Industry, the unit was built in 2008, with 1,450 employees, 15 of which are PwD (below quota).

3 Results and discussion

3.1 Inclusive policies, programs and practices

Regarding the policies, programs and practices of inclusion of PwD, company A includes the PwD with the other employees, in roles that they identify themselves with, respecting their limitations, with the follow-up of HR and the leader of the sector. It seeks to keep them in sectors that enhance their skills, testing all available inclusion possibilities before disregarding hiring.

The SE assumes that all people are employable. Faced with some limitation, the company must seek the necessary conditions to make the inclusion [57], acting to support the PwD, so that it can obtain and maintain a competitive job [20 , 53–55]. The methodology seeks to provide PwD with satisfaction in the functions and working conditions entrusted to them.

Company B raises awareness among the internal public and prepares the sectors in which the PwD will act, regarding the limitations and daily issues that will help in the daily relationship, with the support of managers, together with HR. Wehman, Revell, and Kregel [47] define this support as continued support. The reception and support of other people in the sector helps the PwD to achieve and maintain a job that is within their expectations, favoring their professional growth and permanence in the organization.

Companies C and D do not have a specific program for the inclusion of PwD. Company C hires professionals within the company’s reality. Before disregarding the candidate, they analyze the possibilities of action. One of the paths followed is the rehabilitation of employees who have suffered an accident. This policy is in line with one of the EA principles, which “considers a priori all people as employable” [57]. Although, the organization must analyze what conditions to provide for the PwD to be included.

Company E works with employee awareness, including direction, management and operations. The objective is to prepare everyone to receive PwD and learn to work with the “different”. It is in the expansion phase, considers accessibility, so as not to limit the hiring process. In relation to responsibility and treatment, they are the same as those for other employees. The SE aims not only to make formal employment possible for PwD, but to keep it and enable its growth, under the same conditions as other employees [58].

As for the process of recruiting, selecting and integrating PwD, the same procedures are applied in the five companies, regardless of whether the person has a disability or not. In companies A, C and D, they count on the support of family members, when necessary. Family involvement influences the performance of PwD in the work environment. It is a natural source of support, being fundamental in the process of inclusion and maintenance of employment [59].

Regarding the difficulties encountered in complying with the legislation in the inclusion of PwD, company A stated having a lot of difficulty in filling the quotas, due to the non-attendance of candidates at the job interview and the low job demand. Keeps only 30% of PwD positions filled. Company B also has difficulty recruiting PwD due to lack of mental, auditory and visual PwD qualification. The company associates this difficulty with limitations in basic education for PwD, which does not provide adequate education for this part of the population. It has approximately 50% of the quota filled.

The legislation aims at equal opportunities in accessing the labor market for all people. It is understood that, regardless of the limitation, the person must be qualified to occupy a job [60]. Barboza and João [61] show that “low education and lack of professional qualification are identified as the main causes of non-hiring”. This is one of the challenges in the culture change proposed in the SE, based on the theory of support [57], which understands that a PwD with the necessary support can stop being considered a person in a situation of disability.

Company C also pointed out difficulties in qualifying physical PwD. The positions, in general, are operational, but the PwD have qualifications, not being interested in the positions. This is a limiting factor for the company, as the staff in the administrative area is small in relation to the productive area, with few positions for PwD. Despite the difficulty, the company remains above the quota.

Regarding partnerships with companies that help in the inclusion process, companies B and D reported not having any, only their own channels or indication by professionals. Company A has the support of some social institutions, with a view to education and social assistance, but without the specificity of support for PwD. Company C participates in employability fairs at two educational institutions in the region and in a fair, created together with the Ministry of Labor, which receives and registers CVs from PwD. There is contact with other institutions and professionals, for indication and exchange of CVs with other HRs. Company E has contact with a rehabilitation group from one institution and another for access to curricula.

The support and partnership of institutions and professionals is fundamental in the inclusion process. This is because many PwD seek a job through conventional means, but are faced with prejudice, barriers and difficulties in the structure of the labor market, preventing them from being hired [58]. Given this scenario, the involvement of partners, even if not acting directly from the SE perspective, becomes a key part in contributing to the inclusion of PwD in the job market.

a. Qualification, integration and adaptation processes of PwD

Regarding the processes of development, qualification and promotion of PwD, in the five companies the methodology applied is the same, regardless of whether the person has a disability or not. If there are equal rights and the necessary conditions for professional growth are available, it is aligned with the values of SE. The methodology aims to develop the professional career of PwD, included in an integrated work environment with other people, valuing their skills, abilities and desires [23, 57].

Of the actions of company A, the frequent monitoring of employees by the HR and leader stands out, taking into account their performance and evolution. Therefore, there is no differentiated treatment and incentive for PwD to advance in the internal career. The SE methodology seeks to develop a personalized path of the PwD’s work career. PwD must be an active protagonist in the construction of their professional history, “participating in decision-making regarding their job” [62].

In strategic development, companies C and D do not consider PwD inclusion projects. Companies A and E are in the process of expansion, to promote accessibility to PwD. Company B considers the inclusion of PwD in the annual planning, budget and physical structure, considering the inclusion actions of extreme importance, as a social responsibility, seeking to raise awareness and engage everyone. Although companies recognize difficulties due to the lack of internal structure and cultural barriers [25 , 36].

The integration process, in the five companies, occurs equally to all employees. There is a good reception of PwD by the other employees and the need to develop something differentiated is evaluated, according to the limitation of PwD. This is in line with the natural support pointed out by Betti [57], where the inclusion process does not necessarily depend on external support. This support occurs by the company’s own employees, replacing the SE consultant, favoring empathy and reducing prejudice.

As for the monitoring of PwD, the five companies have frequent support from HR and the leadership of the respective sectors. Some cases have the support of parents or guardians. In companies B, D and E, in addition to the leader, a patron is defined, who is someone from the sector who will accompany and provide daily support in the activities. This follow-up aligns with the third stage of the classic SE, where the PwD is trained in the workplace and continuous support is available [18]. PwD “should have at their disposal, whenever they need it, the necessary support to obtain, maintain and develop at work”[57].

In company D, the leader is prepared to receive the PwD and make the team aware of their limitations and needs. In company E, in addition to the patron, there are professionals who accompany the technical work and are multipliers. One of the SE’s assumptions is to have the support of a professional who aligns the inclusion of PwD with the promotion of their autonomy, until they act independently [23].

Regarding internal programs, the five companies reported that their ICPA (Internal Commission for the Prevention of Accidents) or Fire Brigade had no PwD members. The possibility of participation is open to everyone, but no PwD shows interest. Company D develops differentiated actions and internal events, with the engagement of leaders and other employees, instructing PwD to have the same possibility of responding as other employees. SE walks in this perspective, where society must adapt to include the portion of the population that is socially excluded, changing the conception that it is the individual who must adapt to the society [63].

3.2 Autonomy, adequacy and support processes for PwD

The management of PwD’s autonomy in company A takes place since their admission into the company. The sector that will best adapt and act with greater autonomy is analyzed. This management is carried out by the follow-up of the HR and by the section leader. The average time for PwD to act autonomously is ninety days, maintaining continuous support.

Support throughout the PwD’s professional career is one of the key points highlighted by the Spanish Association of Supported Employment. This support has the objective of providing the maintenance necessary for the development of a good work, aiming continued improvement. The level and frequency of support will depend on each case [64].

In company B there is a support policy where, gradually, the person who gives support moves away. The evaluation takes place from the beginning, and the PwD takes responsibilities like any other professional. The SE has the ideal of reducing the levels of support and monitoring of PwD, by the coach, at the same time that there is an increase in their autonomy and productivity [17].

In company C, PwD participate in training with other people. It is understood that they must have autonomy to carry out the work, so that there actually is inclusion. In company D, autonomy is developed through the patron program, where the PwD is monitored for the necessary time, with daily monitoring and support from leadership, colleagues and HR. The SE aims to achieve the quality of life of PwD, given the option for PwD to work in segregated environments [59, 65].

In company E all employees are evaluated equally. Hiring is by competence: the person is only hired if they have the necessary potential for the position. If the person does not meet the needs, he or she is replaced. The company’s performance is the opposite of the SE model, directing its attention to compliance with quotas and not to inclusion.

Regarding the adequacy of the tasks of PwD, in the five companies it is analyzed whether the sectors available for inclusion are in accordance with the profile of the PwD and whether there is a possibility of action, considering the risks and accessibility. The inclusion of the employee occurs soon after he/she signs the employment contract, learning the job in the work environment itself, without previous training. The format of placement in the work environment corroborates one of the characteristics of the SE, pointed out by Urríes [59], which is to learn to work by working.

As for support and foster for PwD, in the five companies there is no external support in the inclusion process. External support is essential in the inclusion process. SE programs which benefit PwD in professional inclusion and rehabilitation stand out when compared to other services [21 , 52].

Company A frequently exchanges information with the educational institutions that PwD attend and their families. In companies B, C and D, support and internal monitoring is continued between HR and leadership, with contact with parents in some cases. This sporadic bond with the parents is pointed out a natural support, being fundamental in the development of PwD’s autonomy [17]. Parents are part of an important collaboration network, impacting their performance in reducing the time spent on technical support in the work environment.

In company B, frequent monitoring contributes to the formation of a chain between HR and managers, encouraging them to suggest improvements and actions to PwD. This parallel work facilitates the identification of the difficulties of PwD, for the company’s performance. Emphasizes the PwD’s need “to be able to share a job, a life, among all other people” [17]. Reinforcing the struggle and conquest of the rights of PwD, not only as a legal obligation, but as a social responsibility.

Regarding the definition of the salary of PwD, the five companies reported that there was no difference in salary in relation to the other employees. The position that the person will perform is defined and the salary is compatible with the function. One of the principles of SE is competitive work, which is defined by daily work, receiving wages and benefits compatible with the role and sharing the same environment as people without disabilities [18, 49].

3.3 Summary of compliance with the assumptions of the SE

Of the five participating companies, company B stands out for fully meeting 11 of the 16 items mentioned and four partially. Company E identified 10 of the 16 items as absent, four of which were partially absent. As for the assumptions of the SE found integral in the five companies, “Equal pay and benefits” stands out. The processes that involve follow-up, differentiated internal support and autonomy management appear in the sequence because they are integral in most companies.

Partially, we highlight the planning and adaptation of tasks in a different way, programs and practices, partnerships with companies, differentiated recruitment and selection, the differentiated adaptation process and the difficulty in planning and adapting tasks. 100% absent in companies are differentiated practices in the promotion and qualification of PwD and differentiated external monitoring. Absent in four of the companies, the inclusion in strategic development, the differentiated integration of PwD and equality in job opportunities are pointed out, as there is no differentiated work that considers the differences of PwD.

Table 1 summarizes the evidence resulting from the interviews, identifying companies that fully, partially or do not meet the SE assumptions, by framing them in the “full”, “partial” and “absent” form. From the five participating companies, company B stands out for fully meeting 11 of the 16 items mentioned and four partially. Company E identified 10 of the 16 items as absent, four of which were partially absent. As for the assumptions of the SE found integral in the five companies, “Equal pay and benefits” standsout.

Table 1
Comparative table between companies

SE Assumptions Companies

A B C D E

Inclusion policies and practices Programs and practices Partial Integral Absent Absent Integral

Partnership with companies Integral Absent Integral Absent Partial

Differentiated recruitment and selection Absent Integral Integral Partial Absent

Development, qualification and promotion Differentiated practices in development, qualification and promotion Absent Absent Absent Absent Absent

Inclusion in strategic development Absent Integral Absent Absent Absent

Qualification, integration and adaptation processes for PwD Differentiated integration process Absent Integral Absent Absent Absent

Differentiated adaptation process Partial Absent Absent Integral Integral

Differentiated internal monitoring process Integral Integral Partial Integral Partial

Differentiated external monitoring process Absent Absent Absent Absent Absent

Differentiated process in internal programs Partial Integral Absent Absent Absent

Autonomy, adequacy and support processes for PwD Autonomy management Integral Integral Partial Integral Absent

Differentiation in planning and adequacy of tasks Partial Integral Partial Partial Partial

Continuous and systematic internal support Integral Integral Integral Integral Absent

Continued and systematic external support Absent Partial Partial Partial Absent

Equality in job opportunities Integral Integral Integral Integral Integral

Igualdade nas oportunidades de cargos Absent Integral Absent Absent Absent

	SE Assumptions	Companies
Inclusion policies and practices	Programs and practices	Partial	Integral	Absent	Absent	Integral
	Partnership with companies	Integral	Absent	Integral	Absent	Partial
	Differentiated recruitment and selection	Absent	Integral	Integral	Partial	Absent
Development, qualification and promotion	Differentiated practices in development, qualification and promotion	Absent	Absent	Absent	Absent	Absent
	Inclusion in strategic development	Absent	Integral	Absent	Absent	Absent
Qualification, integration and adaptation processes for PwD	Differentiated integration process	Absent	Integral	Absent	Absent	Absent
	Differentiated adaptation process	Partial	Absent	Absent	Integral	Integral
	Differentiated internal monitoring process	Integral	Integral	Partial	Integral	Partial
	Differentiated external monitoring process	Absent	Absent	Absent	Absent	Absent
	Differentiated process in internal programs	Partial	Integral	Absent	Absent	Absent
Autonomy, adequacy and support processes for PwD	Autonomy management	Integral	Integral	Partial	Integral	Absent
	Differentiation in planning and adequacy of tasks	Partial	Integral	Partial	Partial	Partial
	Continuous and systematic internal support	Integral	Integral	Integral	Integral	Absent
	Continued and systematic external support	Absent	Partial	Partial	Partial	Absent
	Equality in job opportunities	Integral	Integral	Integral	Integral	Integral
	Igualdade nas oportunidades de cargos	Absent	Integral	Absent	Absent	Absent

Source: Research data.

Partially, we highlight the planning and adaptation of tasks in a differentiated way, programs and practices, partnerships with companies, differentiated recruitment and selection, differentiated adaptation process and difficulty in planning and adapting tasks. There are no differentiated practices in the promotion and qualification of PwD and attention directed to external monitoring.

4 Conclusion

The objective of this study was to analyze the intra-organizational management of the inclusion of PwD in the job market and the alignment with the precepts of SE. The induction, through interviews, contributed to understanding the practices adopted by companies for inclusion, as well as the difficulties encountered in complying with the legislation. It was noticed that in some companies the practices adopted are close to the precepts of SE, but in others there is still a distance from the perspective of inclusion.

From the policies and practices adopted by organizations in the inclusion process, some companies have actions to provide adequate accessibility to PwD. However, it is evident that the emphasis on hiring is based on the length of the regulation and the candidates’ choices are indistinctly based on competence. In general, companies reported equality of opportunity for growth, in terms of salary and benefits, as well as the recruitment and selection process. However, there are barriers preventing the progression of PwD in leadership positions.

Regarding the processes of qualification, integration and adaptation of PwD, in the five companies there is attention to the need for adaptations and differentiated support. There is involvement of leaders, together with HR, to monitor the development of PwD, in the integration and inclusion in the activities. Co-workers provide significant support in daily activities, guidance in the company’s routines and in the adaptation process. Families are also important supports used by companies.

In summary, there is a movement of companies in the construction of practices for inclusion, but there is a distance from the precepts of SE. In order to have a closer relationship between the two, more studies are needed to increase the visibility of the methodology, so that companies seek other mechanisms for inclusion. It is also essential for public bodies to work with inclusion programs, which serve and support, not only PwD, but also companies. Actions to consider PwD in the internal agendas of companies need to evolve, with a view to social responsibility, with equal opportunities and differentiated actions for the diversity of society.

This research seeks to contribute advancement of the theme about people with disabilities in the organizational context. Furthermore, to guide organizations by pointing out possible steps for the inclusion of PwD in the job market. Paths and mechanisms are suggested to facilitate access to PwD, the conduction of selection processes and a more comprehensive and clear assessment of the PwD profile in order to direct them to more assertive positions. At the level of public policies, this work signals the importance of reassessing public policies with regard to education, from basic to vocational training, of PwD. In addition, it can help define guidelines aimed at improving existing policies or developing new practices aimed at inclusion in the labor market. For the academic community, this work makes it possible to increase the visibility of the theme of inclusion and SE, as well as encourage scientific production in order to spread the theme, still recent at the Brazilian level.

In view of the results above, it is suggested to expand the scope of the companies and carry out in-depth studies, defining a segment for greater consistency within the information. To research companies’ knowledge of the SE methodology and verify non-governmental companies that support inclusion, bringing them closer to companies that seek to hire PwD. In future studies, it is recommended to analyze the structure in education and indicate improvements for the basic education of PwD, contributing to the future qualification of these people for the job market. Also seek the relationship between the educational training of PwD and inclusion in the job market, analyzing the barriers encountered in the training process.

Author contributions

The authors contributed equally to this paper and textual review.

Ethical approval

According to the institutional norms of the University of Extremo Sul Catarinense, this project did not require submission and approval by the ethics committee because, due to the methodological use, the research preserves the research subjects.

Informed consent

Not applicable.

Conflict of interest

The authors declare that they have no conflict of interest.

Footnotes

Acknowledgments

None to report.

Funding

None to report.

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