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DISCOVERING TALENTIMPROVING QUALITY OF LIFEA guide to disability in the recruitment process

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Disability is a part of human diversity. Some people are born with disability while others acquire their disability with age or accident. There are many different kinds of disability - physical, intellectual or mental-health related.

Disability may be visible or hidden, permanent or temporary and may have a minimal or substantial impact on a person’s abilities. Disability may affect mobility, the ability to learn, or the ability to communicate easily. It can have a minimal or substantial impact on a person’s capacity to work and no two people will experience disability in the same way.

Could a person with disability do the job?Our advice is that you should never make assumptions about what a person with disability can or cannot do on the basis of their disability. Stereotyping is a key reason why people with disability are often not considered for jobs.

• People with disability can and do work

• Unconscious bias may affect our understanding of disability

• Being open minded is a great start to increasing our awareness of disability and employment

• Exposure can build confidence and may reduce the impact of bias

• Understand that no two people experience disability the same way

• Acknowledge that labelling a person only reinforces stereotypes and limits opportunities

What work can people with disability do?A common assumption is that people with disability can only do basic unskilled jobs. The opposite is actually the case – people with disability bring a range of skills, talents and abilities to the workplace. They work in all sorts of jobs and hold a range of tertiary and trade qualifications. The Australian Bureau of Statistics reported that in 2009:

People with disability usually have a clear understanding of their abilities and are unlikely to apply for jobs they cannot do. Most people with disability do not require any changes to their work or workplace.

Checklist • Be aware of the Disability Discrimination Act 1992 (DDA)

• Understand it is illegal to discriminate based on disability

• As an employer, we are responsible for the behaviour of our employees in the workplace

AN INTRODUCTION TO DISABILITY & WORK

33% of the Australian population have, or know someone, with disability

19% of working-age people with disability who were employed, worked as professionals

15% of working-age people with disability who were employed, were clerical and administrative workers

15% of working-age people with disability who were employed, were technicians and trade workers

13% of people with disability who work, run their own business

9% work from home

Disclaimer

The information in this guide is general information that has been collated from various sources and does not constitute professional advice, including (but not limited to) legal advice. The guide is not specific to, and is not meant to address or account for, your or your organisation’s particular circumstances, needs or wants, or the laws, standards and regulations that apply to the industry in which you and your organisation operate.

You should consider whether it is appropriate to you or your organisation to seek specific, independent advice, including in respect of the operation of the Disability Discrimination Act 1992 (Cth) and its regulations, and employment and other applicable State and Commonwealth laws which relate to the employment of persons with disability.

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89% of organisations who employ people with disability identify positive benefits including; improved morale (61%), filling a skills gap (49%), productivity (42%), customer loyalty (34%)

Source: The Australian Network on Disability (AND)’s 2nd annual Disability Confidence Survey report.

55% of respondents are aware that their organisation employs a colleague with a disability

21% of people were unsure or didn’t know what their organisation’s attitude was to hiring people with disability. This was more prevalent for staff and middle management, which indicates the message may not be getting through from senior managers

Respondents rated the importance of job applicants with disability 6.8 out of 10 (an increase from 6.0 in 2015). This increase occurred across all company sizes and at all levels within organisations

PREPARATION

CONSIDER THE FOLLOWING:

It is recommended that organisations develop a plan to support them with the basics when it comes to disability and employment. A good plan may address:

• Understanding disability, its diversity and reach – no one person’s experience of disability will be the same, we are all touched by it in some way

• Workplace and recruitment flexibility – how these concepts may equally apply to candidates with and without disability in the recruitment process

• Sourcing candidates with disability – connecting with and getting the most from Disability Employment Services and other strategies

• Utlising established tools and resources (see back of this guide) – remember that you don’t have to do this on your own and knowing where to go for support is the key to building a sustainable approach

It is unlikely you will become an expert in disability and employment quickly. Rather, aim to gain a better appreciation of people’s individual differences – whatever they might be (including disability) and how best to welcome them into your organisation.

• Where would you like to be in 12 months time, 2 years time and 5 years time?• What are some realistic goals we can work on achieving together?• What are your priorities?• Who are the key contacts internally to drive change?• What are the internal barriers that need to be addressed in order to make positive change?• What is the best way to communicate the company’s commitment internally?• How do we plan for sustainability up front?

1. Consider your policies & programs• Does your organisation have policies or plans that include or focus on people with disability?

• Does your organisation have internal programs that include or focus on people with disability?

• Does your organisation communicate the availability of disability policies and/or programs internally? How?

• Who would you consider owns your organisation’s commitment to the recruitment of candidates with disability

2. Re-evaluate your recruitment & selection processes• Job descriptions

• Advertising, interviewing and selection

• What reasonable adjustments may be required throughout the process

3. Review your induction and training methodologiesDo you have a comprehensive induction process for employees with disability that is fair and equitable? A number of issues in relation to inductions are important to attend to, including:

• Clarification of job duties and responsibilities

• Introduction to co-workers and supervisors

• Explanation of equal employment opportunity policies and practices

• Identification of any reasonable accommodation or job re-design needs to ensure inherent requirements of the job are met

• OHS issues identified and addressed.

90% of employees with disability are as productive or more productive, than other workers

98% have average or superior safety records

86% have average or superior attendance records

Develop a workplace plan

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COMMUNICATIONTreat people as people. Be respectful, polite and considerate and communicate effectively. Basically just treat all people the way you would like to be treated yourself.

It is not uncommon to be uncomfortable around people with disability – particularly if you have had little exposure to disability through friends, family or work colleagues. You may be unsure of what to do, how to act, what is correct and what might offend. The most effective strategy is to be sensitive, flexible and honest.

With regards to how to refer to people who experience disability, the most commonly used term in Australia is ‘person with disability’. This is generally and widely preferred as it puts the emphasis on the person, not the limitation or disability; this is sometimes referred to as ‘people first’ language.

Communicating with people with disability

WHAT TO SAY:

• Person with disability• Person with cerebral palsy or low vision• Person with a physical disability• Person who uses a wheelchair• Accessible parking, accessible toilets• Person with a hearing impairment, hearing loss, person who is deaf

• Victim, disabled person, suffers from, not normal• Afflicted by / with or blind / cannot see• Crippled, the crippled, crippling, invalid• Wheelchair bound, confined to a wheelchair• Disabled toilets, handicapped parking• Deaf and dumb, deaf mute

AVOID SAYING:

WHAT TO DO:

• Look at the person when addressing him or her• Ask the person about the best way to communicate if you are unsure• Speak directly to a person with disability, even if a person without disability accompanies him or her• Address the person by their name if you know it• Offer assistance if it appears necessary but wait for acceptance and instruction before proceeding• Extend your hand to shake when meeting someone

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ATTRACTION

When developing job descriptions concentrate on what is to be achieved in the job rather than how it is to be achieved. This will allow candidates to demonstrate how they would complete the essential elements of the job. For example, when developing a position description, instead of using minimum typing speed, consider using produce quality documents using a word processing package.

Ask yourself whether educational qualifications or specific previous work experience are essential to the position or just nice to have. In some instances, people with disability may have less employment experience as they may have previously had difficulties in obtaining employment. Remember to focus on what is to be achieved in a job rather than on how it is done.

Analyse current job descriptions to ensure inherent requirements or essential tasks are current and be open to job re design or customised employment options for people with more significant levels of disability.

When reviewing a role, also consider job design details such as:

• Hours per week required

• Whether the job is ongoing or short-term

• Job location

• Whether any travel is required

• Wages and conditions (total package)

• If the job can be completed in a flexible way such as part-time or be done from home

Other job specific options might include targeting particular vacancies for people with disability and considering a guaranteed interview approach for candidates with disability.

Developing the job description

Promoting the vacancy

Example:

It is important to ensure that all job advertising encourages people with disability to apply, for example by featuring wording such as the following for your job advertisement:

“(Employer) embraces diversity and encourages applications from people with disability. Candidates will have the opportunity to request support or reasonable adjustments during the recruitment process in order to demonstrate their ability to meet the inherent requirements of the job.”

Increase your chances of attracting candidates with disability by widening your job vacancy distribution to include disability organisations, specialist disability media or the NDRC. Also, it is recommended that you establish links with local Disability Employment Services that could assist you accessing the broader talent pool for your job vacancies.

Online recruiting

Online recruitment processes are often considered one of the biggest barriers to employment for people with disability.

Here are some tips to support your online processes in attracting as many suitable candidates as possible:

• Ensure information requested in online application forms is to the point and helps you determine whether the person can perform the job’s essential tasks

• Provide information on any adjustments or alternate pathways to the recruitment process you offer candidates with disability – for example, guaranteed interviews, work experience, traineeships

• Be prepared to provide information about the role in alternative formats if required and promote that you do

• Nominate a key contact to manage enquiries about the vacancy – there is high demand for quality employment opportunities from candidates with disability so expect strong interest

• Ensure images and non-text items have text alternatives so that people with vision impairment can access the site with screen reading software

• Check that any automated scanning and sorting software does not discriminate against people with disability

• Ensure that all online tests are accessible and non-discriminatory

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SELECTIONThe best way to prepare to recruit candidates with disability is to have a basic working knowledge of three key concepts:

• Inherent requirements (or job essentials)

• Managing disclosure

• Making reasonable adjustments if required

The goal of recruitment and employment is to treat everyone equitably, which may not always mean treating everyone in the same way.

ApplicationBarrier-free application processes ensure people with disability have a fair opportunity to demonstrate they are the best person for the job.

• Are your job application forms and processes accessible?

• Is any psychometric or aptitude testing used in the job selection process fair and equitable to candidates with disability?

• Do you consider that your organisation is free from stereotypical assumptions about disability?

Pre-screeningA resume may not always tell the full story. Some candidates with disability may not appear suitable as a direct result of people with disability often having fewer work opportunities throughout the course of their lives. Work history can also be affected by when the person acquired disability.

The interviewThe main purpose of any recruitment process is to find out whether the candidate has the skills to complete the essential elements of the job. Interviewing is a standard and important part of the process.

Some candidates with disability may require reasonable adjustments at the interview. If a candidate discloses disability prior to the interview, ask what adjustments may be required. Also ensure that your interview process is as fair and equitable as possible for candidates with disability and take into account the following:

• How a candidate with disability will find or enter the venue

• Briefing the receptionist and any co-interviewers on any specific candidate requirements

Beyond the interviewBe open to using alternative ways of assessing the candidate’s suitability for your role and consider other sources of information.

• Offer flexibility in the assessment process – be prepared to modify or waive some testing if there are other ways of obtaining the required information

• Be flexible in the presentation of essential information e.g. written vs. spoken

• Think about the impact of the group assessment environment on the confidence of some candidates

• Consider offering work experience as a form of extended job interview

• Consider transferable skills the candidate may have acquired from non-traditional work or personal experience

• Consider offering traineeships and apprenticeships to people with disability as a way of increasing knowledge and skills to sustain ongoing employment

• When you offer a job to a person with disability, is it standard practice to discuss and document any reasonable adjustment needs they may have?

Other assessmentsEnsure any other assessments are in an accessible format and relate to the inherent requirements of the job.

Pre-employment medicals must be job-related and should only test the fitness or health of the candidate against the essential or inherent requirements of the job. People with disability or medical conditions must be judged on their current ability to do the job, not their assumed disability or medical condition.

Employers may need to ask questions in interviews to:

• To determine whether a person can perform inherent job requirements• To identify any reasonable adjustments that may be necessary during the recruitment process and/or in the performance of the job• To establish entitlements and obligations where disability may be relevant such as superannuation, workers compensation, the use of sick leave or access to productivity-based wages

• How did you acquire your disability?• How would your disability affect your ability to carry out the functions of this job?• Do you think your disability means you would perform this role better or worse than someone without disability?

Style of questioning to avoid in interviews include:

Appropriate questions when a person has disclosed disability:

• Are you able to safely perform all of the inherent or essential requirements of the position?• This job involves research and report writing. Can you tell us how you would go about that?• Will you need any changes or adjustments in the workplace to be able to perform the job?• Are there any situations where your co-workers might need to know what to do to assist you?• Do you take any medication that might affect your ability to do the job, like making you drowsy or sick?

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DISCLOSUREThere is no legal obligation for an employee to disclose disability unless it affects their ability to do the tasks that must be carried out to get the job done. In some cases disability may only become evident once the person is employed.

Disclosure at work: a guide

Visible disabilityFor people with obvious disability, disclosure is usually inevitable. When disclosure happens, it is important to treat the employee with respect and dignity and focus on the person and not the disability. Non-visible disabilityEmployees with disability that is not visible have more choice about whether to tell you about their disability. They may choose not to tell you, as the disability may not affect their performance. Mental illness for example is often episodic. Other non-visible disabilities may include back injury, vision or hearing impairment, arthritis and medical conditions such as diabetes. If taking medication, an employee only has to tell you about medications they are taking if there are possible side-effects that might affect their work or safety at work.

Your obligations once an employee discloses disability

Information about an employee’s disability will often involve sensitive personal issues. Once an employee has told you about their disability, you must consider appropriate responses, including training or work-related adjustments, to accommodate their work-related needs.

Reasons to disclose

• Safety of the individual, colleagues and public• Life skills gained through disability may be relevant to the job• Need to ask for workplace adjustments• Employer has strong equal opportunity ethos• A precautionary measure in the event the issue of disability arises on the job• Promotes the fact that disability does not hinderemployment• Adjustment required during the interviews and/or assessment process

• Fear of discrimination or stigma• Privacy• No need for workplace adjustments• Mental illness has no impact on work performance• The condition or disability (e.g. illness) may be in remission• Individual may not consider the condition a disability• No adjustment required for the interview and/or assessment process

Reasons not to disclose

Source: Victorian Equal Opportunity and Human Rights Commission.

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WORKPLACE FLEXIBILITYA flexible workplace allows you to think creatively and structure working lives to match individual and business needs.

Flexible arrangements can assist you and your employees improve the way your workplace operates. With the ageing of the population and skill shortages, adopting a flexible approach to work and job design will assist in attracting a diverse workforce, including people with disability.

The term reasonable adjustments refers to administrative, environmental or procedural alterations that enable a person with disability to have equal employment opportunity and work effectively. Reasonable adjustments may include changes to work practices, alterations to facilities or access to specific aids or equipment.

Reasonable adjustments in the recruitment process could include:

• Making all recruitment materials (position descriptions, application forms, questionnaires) available in accessible or alternative formats

• Scrapping medical tests or aptitude tests that are unrelated to essential job requirements

• Providing alternatives to written tests

• Ensuring the interview process caters to the access needs of all candidates (for example, accessible venue, encouraging/arranging for relevant support to be available for the interview including; Auslan interpreters, employment support workers/attendant carers)

Reasonable adjustments in the job design process could include:

• Flexibility with working hours including late starts, part-time hours, longer or more frequent rest breaks

• Home-based work

• Job-sharing

• Job-carving (allocating some duties to another employee)

• Customised employment (job creation for people with more significant disability)

• More frequent supervision and feedback

• Modifying work methods including incorporating memory aids or prompts

Reasonable adjustments in training and developing existing staff with disability could include:

• Extending training time or probation for workers with cognitive impairment or learning disability

• Allowing external support workers from specialist employment or disability services on-site if necessary for orientation and learning assistance

• Introducing a workplace buddy or mentor system

• Arranging disability awareness training for co-workers, supervisors and managers

• Organising interpreters, readers or support people for induction or formal staff training occasions

Funding for reasonable adjustments:

The Australian Government provides financial help for suitable equipment and workplace adjustments. JobAccess Advisers are available to help you identify suitable equipment and modifications. There are also free workplace assessments available through the Employment Assistance Fund (EAF) to help employers and people with disability to achieve an accessible workplace. Common adjustments and modifications include:

• Items that improve physical accessibility (ramps, toilets, parking, handrails on steps, clear markings or colour contrasts on steps, clearing aisles or moving filing cabinets)

• Sound reduction devices or air cleaning systems

• Visual as well as audible fire alarms

• Accessible communications, technology and strategies (vibrating pagers, large screen computer monitors, video magnifiers, screen-reading or voice-activated software, information in alternative formats)

• Ergonomic or specialist equipment (adjustable desks, manual handling devices, electric trolleys)

MANAGING & DEVELOPING STAFFStandards of work performance and behaviours apply to all employees regardless of whether they have a disability or not. It is also important to manage on-the-job learning and development of every employee in a fair and equitable manner.

Effective supervision is the key to getting the most out of any employee and could incorporate:

• Clearly defined expectations of roles and responsibilities

• Regular feedback and reinforcement

• Use of a buddy or job coach

• Chunking; breaking a large job into smaller tasks

• Allowing sufficient time to learn new tasks and responsibilities

• Written notes, instructions and checklists

Employment support planAn Employment Support Plan can be a useful tool to support employees with disclosed disability. A good plan will clearly outline the nature of support an employee may require at various stages of their employment and be developed with both the employee and employer’s needs in mind. It is recommended that a copy of this plan be placed in the employee’s HR file and be referred to as required by authorised personnel.

Managing performancePerformance management for a person with disability is no different to that of any other employee and the principles of supervision and managing performance are the same for each. Be sensitive to a person’s abilities but don’t lower traditional performance standards. The focus should always be on the individual’s ability to perform the inherent requirements of the job.

In circumstances where you may be concerned performance is not meeting expectations, remember it is actually OK (and lawful) to performance manage an employee with disability for reasons that are not related to their disability. Furthermore, where possible:

• Address situations of under-performance early

• Ask if the employee realises that their performance is not up to standard

• Clearly identify problem areas and provide opportunities to improve

Things to consider when managing performance of employees with disability include:

• Do employees with disability have the same access to training and development opportunities as other staff?• Are performance review criteria based on agreed, clear and visible outcomes?• Are performance assessments based on evidence of a person’s ability to carry out the inherent requirements of their particular job?• Are employees given the information and resources they need to carry out the requirements of the job?• Have reasonable adjustments been made in the workplace to allow an employee with disability to perform their job?• Are supervisory and management staff given training on managing underperformance, especially in relation to possible hidden disability or disclosure of mental illness?• Do you have a policy on use of leave entitlements for disability-related reasons?

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PARTNERSHIPSEmploying people with disability is easier than you may have initially thought, but remember it is something you do not have to do on your own.

JobAccessJobAccess is a free information and advice service funded by the Australian Government providing help and workplace solutions for people with disability and their employers. It offers a comprehensive, easy-to-use website and a free telephone information and advice service where you can access confidential, expert advice on the employment of people with disability.

The JobAccess website has step-by-step guides and checklists on recruitment, job searching, workplace adjustments, employer incentives, understanding rights and responsibilities at work and much more.

You can browse the website at your leisure or use the site search function to explore information on particular disability types or disability-related employment issues. You can also contact a JobAccess Adviser on 1800 464 800 for free, confidential advice.

Employment Assistance FundJobAccess also administers the Employment Assistance Fund (EAF), designed to help people with disability and mental health conditions by providing financial assistance to purchase a range of work-related modifications and services.

Assistance is available for people who are about to start a job or who are currently working, as well as those who require assistance to find and prepare for work.

The EAF is flexible and can reimburse the cost of work-related modifications and services including, but not limited to:

• The cost of modifications to the physical work environment

• Modifications to work vehicles

• Adaptive equipment for the workplace

• Information and communication devices

• Auslan interpreting

• Specialist services for employees with specific learning disorders and mental health conditions

• Disability awareness training

• Deafness awareness training

• Mental health awareness training

The JobAccess team is more than happy to listen to solutions that people may have, discuss these to refine them and arrange an assessment if required.

Include a link to JobAccess on your company’s intranet so support is available when you need it.

Disability Employment ServicesThe Australian Government funds a national network of private and not-for-profit organisations to support people with disability prepare for, secure and maintain work. Over the years, Australia’s Disability Employment Services (DES) have supported thousands of people with disability in joining the workforce.

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IMMEDIATE ACTIONSBy now you probably feel like you’re ready to start implementing your plan. It’s important to take that momentum forward even with small steps at first, then build as your workplace confidence builds. There are lots of steps you can take right now which will set you on the path:

Offer work experience opportunitiesStructured work experience provides an employer the opportunity to look beyond the resume and assess someone’s suitability for ongoing employment by allowing them to display their job skills in a real work environment over a specified period of time. In some ways, you could think of it as an extended job interview.

Things to consider when negotiating work experience for people with disability:

• Clearly defined work expectations – shifts, times, tasks

• Whether disclosure to the supervising manager is advisable

• Training in work routines, including use of tools and equipment

• Arrangements for mentoring, feedback and review opportunities

• Expectations of what on-the-job support may be offered by the candidate’s Disability Employment Service

Create specific opportunitiesAn opportunity exists for us to think outside the box when it comes to considering roles for some people with disability.

Adjustments can be as simple as being flexible within an existing job role. Customising is a great opportunity to give an experienced staff member more responsibility, while allowing a person with disability to work to their strengths as they acquire further skills and experience.

Set goals and objectives• Make a commitment to give every applicant with disability an interview

• Ensure a proportion of graduate recruitment places are reserved for graduates with disability

• Set recruitment targets for employees with disability

• Ensure apprenticeship, traineeship and work experience opportunities for people with disability are created or a proportion of these positions are reserved for people with disability

• For public sector employers: Explore wider use of clauses 2.16 and 2.17 of the Public Service Commissioner’s Directions

• And don’t forget about career progression. Examine your processes associated with selection of staff for training opportunities and ensure staff with disability are eligible, notified, nominated or a target is set or quota reserved

• Examine your processes associated with selection of staff for travel opportunities • Consider mentoring opportunities for employees with disability

• Also consider the development of a comprehensive support and capacity-building program for employees with disability and their managers – this could include a specific pool of funds for training opportunities for employees with disability

Identify and promote your championsA commonly identified challenge to implementing inclusive employment practices for people with disability is securing the buy-in of middle management, so strong leadership is key. Look up the term disability champions and you will discover a range of definitions and applications from around the world. It can refer to people with disability who champion disability rights or to people with or without disability who promote inclusion for people with disability in the world of work.

Locally, it is the Australian Network on Disability (AND) that actively promotes the appointment of a senior executive within organisations to act as a disability champion. AND sees this as a key strategy to make progress and ensure that the inclusion of people with disability remains on the agenda during times of change. Disability champions can communicate the plans and policies around disability across their organisation and contribute to cultural change by enhancing the authorising environment.

The types of activities that disability champions undertake can also vary, however the following activities have been very successful:

• Newly appointed champions undertake a listening tour to understand the experiences of employees

• Disability champion is added to his/her email signature to encourage questions

• Regular meetings, at least quarterly, with the disability employee network or its chair to help to progress the organisation’s strategic plan

• Development of an annual communications strategy so that all employees know who the champion is, how they can engage and the governance that frames the organisation’s strategy for increased access and inclusion of people with disability

• Helping to solve system issues that may be raised by disability employee networks through navigating the organisation and making connections

• Hosting celebrations on 3 December for International Day of People with Disability

Successes of this champion network so far include lobbying for payroll tax deductibility of new hires with disability in NSW (which was also introduced in WA) as well as the development of the Deloitte Access Economics paper; Economic benefits of increasing employment of people with disability (2011).

This guide has been developed as a collaboration between Hays and JobAccess. It is based upon the more detailed publication “Getting to Yes Toolkit – Your Workplace Fitness Plan on Disability & Employment” produced by JobAccess.

The Getting to Yes Toolkit acknowledges the support of the Australian Government Department of Social Services who assisted in its production, as well as the following:

• Australian Human Rights Commission• Australian Network on Disability• Business Disability Forum (UK)• Disability Employment Australia• Graeme Innes AM• Great Circle Design & Animation• JobAccess (www.jobaccess.gov.au)• Lisa Montague, The Write Girl• MACCESS Consulting• Maroondah City Council, Victoria• National Disability Recruitment Coordinator (delivered by WorkFocus Australia)• Randy Glasbergen (www.glasbergen.com)• Social Firms Australia• St John of God Health Care• Suzanne Colbert AM

Establish a mentoring programMentoring is generally considered as ‘a mutually beneficial relationship involving a more experienced person assisting a less experienced person to achieve their goals’ (Mentoring Australia).

Suzanne Colbert AM, Chief Executive Officer, Australian Network on Disability states, “Personal engagement is the best catalyst for change and mentoring programs provide valuable exchanges that lead to new understanding for both mentors and mentees.”

Mentoring programs can be extremely valuable to people with disability who, despite having many skills and abilities to offer, have historically been overlooked in the open labour market and often lack suitable work experience.

Mentors and mentees both benefit from participation in mentoring programs. People with disability gain skills, employment-related knowledge and confidence that will bide them well in their job search and professional development. Mentors are often rewarded both in terms of personal satisfaction and enhancement of work-related skills such as listening, coaching and managing diversity. Organisations can benefit by increasing the morale and motivation of staff, becoming more disability-confident, and by raising awareness of the employment potential of people with disability.

Completion of a mentoring program often helps a person increase their confidence and give them the edge that helps them win an internship or job.

Set targetsThe old adage, ‘you get what you measure’ is as true for tracking progress against disability employment goals as it is for most other things in life.

While at the time of preparing this guide public reporting of organisations’ employment rates of people with disability (or steps towards this) was not a formal requirement, some organisations do set goals in this space. Measuring against these helps to ensure progress is made and tracked. Why not be bold and design some metrics that work for your organisation?

Regular review and evaluation of your performance against these targets can allow for:

• Recognition and celebration of positive change

• Communication of your achievements

• Promotion of vacancies

• Ongoing awareness raising

• Engagement of thought leaders to drive change

• Networking with like-minded colleagues

IMMEDIATE ACTIONS

RESOURCES

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