Hiring that’s inclusive of candidates with hidden disabilities

Misconceptions around disabilities – particularly invisible disabilities – mean millions of people with these conditions are currently unemployed in the UK. But knowing that teams with greater diversity are more successful, how do we tackle this issue and harness the power of this talent?

Understanding hidden disabilities

First of all, let's understand hidden disabilities and how they might affect someone at work. In terms of accessing the workplace, people with visible physical disabilities can have to overcome tangible barriers such as stairs when accessing the workplace. However, the situation can become far more complex for people that have a disability that we can’t see or immediately identify.

While they can still be physical, hidden disabilities are more often mental or neurological. The causes are varied, and they can result in conditions such as dyslexia, epilepsy, autism, ADHD, and MS.?

Evidence of these conditions often isn’t immediate, According to a Havard Business Review survey, only 13% of workers have a ‘visible’ disability. This could be because they use a wheelchair, guide dog, or prosthetic limb, for example. Conversely, 62% of respondents reported their disability as ‘invisible’. And this can lead to judgement and misunderstanding if people don’t appear ‘disabled’.

Although attitudes and the general culture are shifting, we still largely categorise people as ‘able’ and ‘disabled’ based on what we can see. And that can lead to mistrust when people with a disability don’t look or act in a way one might expect in the context of these labels.

The barriers to finding work

Hidden disabilities can affect people at different stages during the recruitment process and in a number of ways. For example:

• A candidate with a photosensitive epilepsy diagnosis may experience headaches when trying to complete a long application form online.
• A candidate with a dyslexia or ADHD diagnosis may need more time with written tests during the hiring process.?
• A candidate with an autism diagnosis may be deemed rude in an interview for avoiding eye contact or generally not adhering to social conventions around communication.

Barriers like these are why there are a disproportionate number of people with hidden disabilities without employment. According to UK government figures, 20% of the working-age population report having a disability – that’s one-fifth of the workforce. And even though the number of people with a disability in employment continues to rise, the total percentage still only stands at just over half – or 52.1%.?

Of all working-age adults that identify as having a disability, those with an autism diagnosis have the lowest employment rate. According to the Hidden Disabilities Sunflower Scheme, only 22% of this group is in any kind of work. That’s compared to 81% of non-disabled people.

Inclusive hiring

The lack of inclusive hiring is one of the driving factors behind this. And it isn’t just bad news for applicants with disabilities, it’s bad news for employers, too, as they are missing out on some of the best and most neurodiverse talent out there. A 2021 report from JPMorgan Chase found that neurodivergent employees in certain tech roles could be up to 140% more productive than neurotypical colleagues.

So, acknowledging the huge advantages this group can bring to the workforce, what can we do to make our hiring processes more accessible?

Build awareness

The logical place to start, but it makes sense to build awareness as a team and reflect on your own opinions and prejudices in the context of the workplace so that you understand how they might manifest themselves in your hiring strategy. Often these attitudes or biases can be unconscious, so it’s important to identify them before you can overcome them. You might come across attitudinal barriers such as:

• The assumption an individual with a disability has a poor quality of life. This may be unintentionally fuelling the belief that people with disabilities are not fit for the workplace. People with a disability can be successful, and more often than not they’re not looking for a ‘cure’.
• The opinion that colleagues with a disability will be given favourable treatment such as a? smaller workload, or that their inclusion will mean more work for everyone else.
• The belief that adjustments for staff with disabilities are expensive and time-consuming to implement. In most cases, adjustments are communicated and finalised during one conversation. And adjustments that do come with an associated cost are typically covered by Access to Work grants (in the UK).

Once you have collectively discussed and overcome your attitudinal barriers, you can begin to build a more inclusive hiring strategy…

?4 tips for a hidden disability-friendly strategy

1. Review your application process.

Some candidates with hidden disabilities might be barriered by job adverts that appear as a wish list of skills without much thought given to whether they are essential to the role. For example, ‘great communication skills’ might not be necessary, but it could dissuade neurodiverse job seekers from applying.

Additionally, an application process that’s entirely online could create a barrier for some. Conversely, some will have difficulties with paper copies. It’s important to have a mix of methods and formats to capture everyone’s needs effectively.

2. Be flexible with interviews?

The disclosure of a disability on an application could be an indicator that a candidate already feels anxious about the process. So introducing flexibility is a good way to mitigate this.?

Be open and thoughtful about the impact of certain aspects of your interview process. Could adjustments be made to lessen the impact of these? Or could you remove or replace them altogether??

It’s also helpful to map out the process. Be clear about when you will be able to make a decision. And how and when you will let candidates know.

Think about your questions and the environment. Ask open questions that allow people to self-disclose. Tread gently and think about things like table positions and how many people sit on panels.

3. Consider different interview formats

Interview formats can of course always be adapted to suit individuals’ needs. For example, you could consider a more practical interview format that allows people to showcase their skills.

Traditionally, the interview process has relied heavily on social cues such as body language, eye contact and overall communication skills. However, during the interview itself, interviewers should focus on the specific skills needed for the job.

It’s worth remembering that each individual is different and there is no one-size-fits-all approach when it comes to interviewing candidates with any form of disability.

4. Be open and honest

With some jobs there will be a requirement to collect health and wellbeing information. If you need to ask a potential hire to fill in a medical questionnaire then properly explain how that information will be used and considered.

Everyone is entitled to choose whether or not to disclose their disability or chronic illness. Due to fear of being stigmatised by colleagues – something they may have experienced frequently in the past – many candidates may choose not to.

So is there a solution that covers both eventualities? Yes… Implement your hidden disability-friendly hiring process for every hire, giving every candidate access to the same adjustments at each step of the process. That way you’ll be inclusive to those you might not realise could benefit from it, too.

Conclusion

It’s important to remember that the understanding of hidden disabilities is developing all the time. So the above list is in no way an exhaustive or definitive inclusive hiring strategy.

For employers and recruiters, keeping your finger on the pulse in terms of the latest developments in inclusivity advice and guidance is key.?

It’s also important to create a mechanism for knowing about developments in inclusivity tools, and the general understanding of the needs of people with disabilities in an ever-changing employment landscape.?

You can utilise resources like academic studies to identify developments in your industry. For example, a publication produced in part by Carnegie Mellon University Associate Professor Andrew Begel, titled ‘Program-L: Online Help-Seeking Behaviors by Blind and Low Vision Programmers’, found that self-disclosure, practical assistance, and community dynamics are all critical activities in supporting blind and low-vision software developers.

As is the case when implementing any new initiative, it’s highly valuable to continually reflect on your strategies and understand what works for you. Ask current employees, new hires, or candidates with disabilities how the process worked for them. Always remain sensitive to the challenges different people bring to the table. You could consider:

• Anonymous feedback surveys or question boxes.
• One-to-one interviews.
• Consultation sessions with groups of disabled persons within your organisation.

Thinking strategically about how you can be inclusive of all disabilities is not only an ethical responsibility but, as this article from US advocacy charity Understood shows, it will benefit your business in so many ways.

As always, I’m keen to hear your thoughts and opinions on this. Have you implemented strategies that have been particularly effective? What has worked and not worked for you? Let me know in the comments.