Besides being essential for economic and personal growth, work is one of the factors that allow the social inclusion of disabled people (Blustein, 2008; Bruyère, Erickson, Ferrentino, 2003). However, the unrealistic expectations of workers and employers along with the unwillingness of colleagues to collaborate frequently hinder the work experience of disabled people (Stone, Colella,, 1996). Even though Italian law (68/99) requires employers to hire a percentage of disabled workers, legislation in itself is unable to ensure their effective inclusion in companies (Lalive et al. 2013).

Research shows that the main factors affecting the inclusion of disabled people in organizations are personal traits (attributes of the disabled person and the employer), environmental factors (size and types of activities), and organizational characteristics such as norms, values, policies, the nature of jobs, and reward systems (Stone, Colella, 1996; Heerkens, 2004).

Disability management analysis has especially focused on the issue of matching companies’ productivity goals with the needs of workers through “reasonable accommodation” conceived of as an interactive process involving employee, employer and colleagues (Geisen, 2008).

Recent studies highlight that employers’ attitudes towards inclusion play a key role in ensuring the successful integration of disabled people at work. The literature emphasizes some important issues:

-       Understanding of disability: employers can embrace either a “medical” or a “social” model, seeing disability just like a personal problem or, conversely, considering how the environmental aspects (organizational procedures and practices) may “disable” people and affect them (Barnes, Mercier, Shakespeare, 2009);

-       Size and type of activities: large companies generally choose their employees according to aptitude tests and are more able to manage the hiring process. Conversely, in small and medium size businesses the process essentially relies on intuition and turns out to be more problematic (Davidson, 2011);

-       Organizational culture: disabled people prefer organizational cultures that enhance collaboration among employees rather than  environments that emphasize individualism and competition (Hartnett et al. 2011; Shur, Kruse, Blank, 2005);

-       Attitudes: employer affective reactions and behaviours towards disability in the work setting affect crucial dimensions such as hiring decisions, provision of accommodations, performance appraisals, costs related to workplace accommodation, safety, and additional duties (Burke et al. 2013; Australian Government, 2011; Ren et al., 2008);

-       Previous experience: negative past experiences lead employers to be more reluctant about new hiring options. Conversely, positive experience and greater knowledge about disabled people would encourage employers toward hiring prospects, particularly since disabled people constitute a loyal pool of workers (Lyth, 2012);

-       Negotiation of accommodations: reasonable adjustments to the work environment are associated with positive outcomes such as increased job tenure, improved individual performances, and employee’ satisfaction. Educational services could play a crucial role in mediating the different needs in order to improve the workplace experience (Gold et al. 2012; Kulkarni, Kote, 2013)

Our research aims to identify the elements that influence the hiring of disabled people and facilitate their inclusion in the workplace. Focusing on a sample of small and medium Italian enterprises, we interviewed employers and employees and examined the factors which ease or hinder successful job placement. Moreover, through the analysis of two case studies we classified the key elements facilitating the matching between employers and workers within organizations. Finally, we offer practical suggestions for improving the management of the hiring experience.

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