Last week marked International Day of People with a Disability (IDPwD), which each year aims to increase public awareness, understanding and acceptance of people with disabilities. This year’s theme, ‘leadership and participation of persons with disabilities toward an inclusive, accessible and sustainable post-COVID-19 world’, sought to reignite the discourse surrounding disability, which may have taken a back seat for organisations during the pandemic. 

Though support and inclusion for those living with a disability has improved somewhat, there are still significant challenges facing this community when it comes to the recruitment process, the workplace and career progression. 



Here, we share the stats to demonstrate the realities of employment for people living with a disability, so organisations can consider how inclusive their recruitment practices really are. 

The current state of play

According to the ABS, 2.1 million people with a disability were of working age (15-64 years). Of these, under half (47.8 percent) were employed, compared with 80.3 percent of people without a disability. Furthermore: 

• Graduates with disabilities take 61 percent longer to find full-time employment than people without a disability 
• 59 percent of workers with a disability feel they need to hide this part of their identity at work and, concerningly 
• 16 percent of people with a disability don’t think their employer would take action in response to discrimination in the workplace. 
• Nearly one-third say they are currently out of work but seeking employment, while only one-in-five Australians without a disability are currently unemployed looking for work. 

This disparity clearly demonstrates the barriers those living with disability are experiencing when it comes to either finding suitable work or successfully progressing through the recruitment process. 

The business case for disability inclusion 

A starting point for organisations who don’t employ many people living with disability is to ask: why not? Is it because you don’t have many candidates apply in the first place? Or are your recruitment processes disqualifying these candidates?   

The business case for employing diverse teams, including people living with disability, is clear. For example, studies have shown that people with disability often surpass their counterparts in the workplace. Research cited by the Australian Network on Disability indicates that 90 percent of employees with disability record productivity rates equal or greater than other workers, and 86 percent have average or superior attendance records. 

Furthermore, the Australian Safety and Compensation Council (ASCC) found that workers with a disability have a lower number of OH&S incidents and lower workers’ compensation costs on average in comparison to other employees. 

From a talent-attraction standpoint, organisations that have reputation as being inclusive and diverse have been shown to have greater success in attracting top talent and better overall retention rates. Research conducted based on Fortune’s World’s Most Admired Companies list, found that senior leaders within the most admired companies are held accountable for driving D&I initiatives, and 90 percent of these companies reported that diversity and inclusion are an important strategic focus. 

It is also poignant to note that organisations across a wide range of industries are experiencing an unprecedented labour shortage. And though governments and industry groups are actively looking at ways to fill these gaps through skilled migrants and international students, there is an untapped talent pool of talent living with disabilities that are facing barriers to employment due to stigma or unconscious bias. 

Levelling the playing field

When it comes to diversity, inclusion and belonging at work, it’s important to take appropriate steps and measures to level the playing field for all workers, so no one is unfairly advantaged or disadvantaged. 

Considering all potential employees, regardless of age or disability, means that organisations have access to the broadest possible talent pool and can benefit from a diverse range of skills, abilities and valuable new perspectives.

Providing a fair and inclusive workplace begins with the recruitment process. Ultimately, a person’s ability to perform in a role should be the primary objective when hiring, and carefully crafting job ads that focus on skills, qualities and accomplishments (not years of experience or cultural fit), will help organisations to attract talented candidates from a variety of backgrounds and circumstances. 

Raising awareness among staff members about conscious and unconscious bias will also be important when strengthening a company’s DI&B strategy. Leaders and Hiring Managers can be required to complete specific training relating to workplace inclusion and discriminatory recruitment practices, which will result in more opportunities for workers with disability. 

An Indeed/YouGov report revealed that 44 percent of Australians with a disability believe that allowing employees to work flexibly is key to DI&B in the workplace. As such, providing assurances around work flexibility, as well as how a workplace promotes the values of DI&B will be important features of universally appealing and inclusive job ads. A report by the Australian Human Rights Commission suggests flexible arrangements organisations can offer include flexible access to annual leave, working from home arrangements, compressed working hours, and the availability of short periods of special leave for appointments. 

If you’re looking for talent, Bayside Group incorporates inclusive practices within our recruitment and hiring process. Contact us today and speak to us about your staffing requirements.