Diversity in the workplace is a trending term that many companies emphasize and strive for today. However, the very concept of diversity is itself diverse.
In the context of work, diversity is most often understood in relation to ethnicity, gender, or age. These topics are rightfully prominent in discussions about diversity. However, what often gets overlooked is that workplace diversity also includes employees with partial work ability.
Partial work ability refers to a situation where a person may not be able to work full-time or handle every task in a role but can excel in specific responsibilities. Unfortunately, individuals with partial work ability are frequently sidelined in diversity discussions. This is a shame, as their potential remains largely untapped.
In fact, the term “partial work ability” itself is misleading. It creates the impression that the work will only be partially completed — an unappealing prospect for any employer. Who would want an employee who doesn’t finish the job?
While they may not be able to perform every task or work full-time, they can be top performers in specific roles.
But that’s not the case at all! Employees with partial work ability often possess invaluable skills, expertise, and experience. While they may not be able to perform every task or work full-time, they can be top performers in specific roles. That’s why a better term to describe them is precisely able — individuals with the ability to perform targeted tasks with excellence.
The experience and perspective of precisely able employees can bring fresh insights and innovations to an organization. They serve as living proof that everyone has potential and the ability to add value to a workplace, even if they are not perfect at everything.
Job roles for fully able employees have continued to evolve, with many job postings now seeking multi-skilled professionals who can juggle multiple responsibilities. Today’s employees are expected to handle a variety of tasks, including auxiliary duties that once had dedicated personnel.
Perhaps it’s time to rethink job descriptions and take a step back. One key strategy for leveraging the contributions of precisely able employees is job design—reshaping roles to align with employees’ strengths and limitations. Flexible work schedules, task adjustments, and support systems play a crucial role in this process.
By hiring precisely able individuals for support or specialized roles, companies can allocate resources more effectively, allowing each employee to focus on what they do best. This not only enhances job satisfaction but also boosts productivity. While multitasking and handling multiple priorities may seem efficient, they can also be overwhelming.
Organizations that recognize this and invest in supporting and integrating precisely able employees into a diverse workforce stand to gain significantly. Employing precisely able individuals is not just about goodwill or PR—it can genuinely improve productivity and the overall well-being of the workplace.
Let’s remember that workplace diversity isn’t just about gender, ethnicity, or age. Precisely able employees are an essential part of diversity, and they have much to offer organizations that are willing to provide them with opportunities to shine. The real question is: Can we afford to overlook the contributions of precisely able professionals?
P.S. I work as a business coach for the Ammattiopisto Spesia‘s employment services in Eastern Finland. We train precisely able professionals to meet workforce needs and offer partnerships with businesses through agreements and subcontracting opportunities. For more information, visit www.spesia.fi/tyoelamalle.