Ableism and common misconceptions around disability mean that millions of people are unable to fulfil their professional potential.
As someone who lives – and works – with significant sight loss, I, like everyone, have a core set of skills and experiences that are unique to me and make me good at my job.
Ultimately, an inclusive recruitment process should assess me based on my ability to do the role I am applying for, so I have my chance to shine, and the recruiter can hire the best person for the job.
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But, in too many cases, despite good intentions, recruitment is still inaccessible for disabled people, harming both the outcomes for the candidate and employers.
Barriers to recruitment
Physical barriers are one of the most obvious reasons recruitment might be inaccessible. You can spot a venue without a lift, but have you considered how accessible the nearest train station is, or whether there’s Blue Badge parking available?
Technology barriers need to be considered too so that online applications are accessible, and video interviewing platforms are compatible with screen readers or other assistive technologies.
Communication barriers are one of my bugbears. I hate it when job adverts use unclear language, lack alternative communication methods such as sign language, or application websites that are bewildering for neurodivergent candidates.
Most of these are fairly easy to get right, by building them into your processes. Attitudinal barriers can be some of the most challenging to overcome, and are why understanding unconscious bias as well as the experience of your candidates is essential. These are the assumptions we make about what disabled applicants can or can’t do, the gaps in their work history, and what support they might or might not need.
Why lived experience is the most valuable learning tool
The most effective recruiters and hiring managers excel in active listening and strive to truly comprehend the candidate's perspective. It’s key to delivering remarkable results.
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First-hand accounts provide a genuine understanding of the obstacles and needs of disabled people, enabling more effective solutions.
People with lived experience often bring more creative and practical approaches to problem-solving, informed by their inclusion challenges.
And organisations that involve disabled people in their decision-making demonstrate a genuine commitment to inclusivity, enhancing their reputation.
Listening and learning
So how can we stop guessing, and listen and learn to make recruitment more inclusive and accessible?
Taking part in open dialogue where disabled employees and job candidates can share their experiences without fear of reprisal, is a great way of actively engaging in candidates’ needs.
Listen, listen, and listen some more, and use lived experience to guide the recruitment solutions you provide.
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Ongoing training for HR professionals and hiring managers on disability awareness and inclusion, with a focus on the importance of empathy and adaptability, is key.
Have open and robust feedback mechanisms to ask candidates about their experiences and ways to improve the accessibility of practices. This includes regular surveys, focus groups, and one-on-one interviews with disabled candidates.
Acting on this feedback may involve revising job descriptions, application processes, and interview protocols to ensure policies reflect the evolving understanding of accessibility and inclusion.
You’re not the expert in your candidate’s needs, they are. The more comfortable you are with that, the better.
By Kate Headley, founder of Recruitment Industry Disability Initiative
