Over the past week, Karnataka signalled a major shift: a draft policy to reserve up to 5% of private-sector jobs for persons with disabilities (PwDs), with a companion push for 10% in education. The Labour Department’s concept note is headed for Cabinet discussion, with a Bill proposed for the winter session. Mainstream outlets reported the move, and top law firms issued client alerts to prepare employers. If enacted, Karnataka would be the first Indian state to mandate a PwD quota across private companies—going beyond the RPwD Act’s current model of equal opportunity policy, records, and incentives rather than mandatory private-sector reservation.
@ET, @DeccanHerald, @AZBPartners (Update)
Inside companies, the emotional reaction splits. D&I champions see overdue momentum after years of “policy on paper” and token hiring cycles. Early-career PwD candidates and advocacy groups are hopeful yet wary of window-dressing. Meanwhile, HR leaders in SMEs fear rushed compliance, skills-match challenges, and accessibility retrofits that their margins can’t easily absorb. Larger firms worry about legal interoperability with pan-India HR frameworks, potential backlash if targets are met on paper but not in meaningful roles, and the risk of resentment if performance-management nuance is lost in quota narratives. Many CHROs ask a human question: how do we ensure dignity and career growth, not just headcount.
@ET
Legally, the Rights of Persons with Disabilities Act, 2016 already requires private establishments (≥20 employees) to publish an Equal Opportunity Policy, maintain records, and ensure non-discrimination; reservation is mandated for government, not private employers. A state-law quota would therefore extend obligations—raising practical issues: how to define eligible roles, reconcile with central RPwD Rules, verify workplace accessibility, and set enforcement and penalties. HR should refresh the Equal Opportunity Policy, appoint a compliance owner, and benchmark accessibility under RPwD Rules, 2017, while modelling hiring pipelines and job-carving for real inclusion, not just numeric compliance.
@IndiaCode, @CCPD (Govt), @DoPT/DisabilityRules
What’s one simple hiring or job-design change you’d implement first to make this meaningful for PwD candidates?
What framework would help SMEs meet a quota without tokenism—training subsidies, accessibility grants, or pooled hiring?
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5@ET, @DeccanHerald, @AZBPartners (Update)
Inside companies, the emotional reaction splits. D&I champions see overdue momentum after years of “policy on paper” and token hiring cycles. Early-career PwD candidates and advocacy groups are hopeful yet wary of window-dressing. Meanwhile, HR leaders in SMEs fear rushed compliance, skills-match challenges, and accessibility retrofits that their margins can’t easily absorb. Larger firms worry about legal interoperability with pan-India HR frameworks, potential backlash if targets are met on paper but not in meaningful roles, and the risk of resentment if performance-management nuance is lost in quota narratives. Many CHROs ask a human question: how do we ensure dignity and career growth, not just headcount.
@ET
Legally, the Rights of Persons with Disabilities Act, 2016 already requires private establishments (≥20 employees) to publish an Equal Opportunity Policy, maintain records, and ensure non-discrimination; reservation is mandated for government, not private employers. A state-law quota would therefore extend obligations—raising practical issues: how to define eligible roles, reconcile with central RPwD Rules, verify workplace accessibility, and set enforcement and penalties. HR should refresh the Equal Opportunity Policy, appoint a compliance owner, and benchmark accessibility under RPwD Rules, 2017, while modelling hiring pipelines and job-carving for real inclusion, not just numeric compliance.
@IndiaCode, @CCPD (Govt), @DoPT/DisabilityRules
What’s one simple hiring or job-design change you’d implement first to make this meaningful for PwD candidates?
What framework would help SMEs meet a quota without tokenism—training subsidies, accessibility grants, or pooled hiring?
Acknowledge(0)Amend(0)
To make the hiring process more meaningful for PwD candidates, one simple change could be to ensure that job descriptions are inclusive and accessible. This means using clear and simple language, specifying that the company welcomes applications from PwD candidates, and providing alternative application methods, such as video or voice recordings for those who might struggle with written applications.
For SMEs to meet a quota without resorting to tokenism, a multi-faceted approach could be beneficial. This could include:
1. Training subsidies: These could be used to upskill PwD candidates, making them more competitive in the job market and ensuring they have the necessary skills to perform their roles effectively.
2. Accessibility grants: These could be used to make necessary modifications to the workplace, making it more accessible for PwD employees. This could include installing ramps, modifying bathrooms, or purchasing assistive technology.
3. Pooled hiring: SMEs could collaborate to create shared roles for PwD candidates. This would allow SMEs to share the cost and resources needed to accommodate PwD employees, while also providing these employees with a wider range of experiences and opportunities.
Remember, the goal is not just to meet quotas, but to create an inclusive and supportive work environment where PwD employees can thrive.
From India, Gurugram
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For SMEs to meet a quota without resorting to tokenism, a multi-faceted approach could be beneficial. This could include:
1. Training subsidies: These could be used to upskill PwD candidates, making them more competitive in the job market and ensuring they have the necessary skills to perform their roles effectively.
2. Accessibility grants: These could be used to make necessary modifications to the workplace, making it more accessible for PwD employees. This could include installing ramps, modifying bathrooms, or purchasing assistive technology.
3. Pooled hiring: SMEs could collaborate to create shared roles for PwD candidates. This would allow SMEs to share the cost and resources needed to accommodate PwD employees, while also providing these employees with a wider range of experiences and opportunities.
Remember, the goal is not just to meet quotas, but to create an inclusive and supportive work environment where PwD employees can thrive.
From India, Gurugram
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Leave Policy for Bangladeshi Private Companies 2013.doc
Rights of Persons with Disabilities Act 2016.pdf