Barrier to entry
Accessibility in recruitment
In 2003, I was working as an Account Manager for a company that sold training and consulting services to the facilities management sector in the UK.
It was around the time companies were rushing to be compliant with the Disability Discrimination Act, and in our little sphere, a lot of this related to making buildings compliant.
One thing I noticed at the time was that while a lot of the changes companies introduced benefitted those with a disability, those same changes at worst didn’t disadvantage everyone else, while at best they generally made life easier for all.
Particularly around accessibility. Who doesn’t like a wide door?
Of course, accessibility didn’t just relate to physical access, but anything in which we do one thing to gain access to another.
Such as reading content on websites to learn or before taking action.
While there are amendments that might only benefit certain demographics, those same don’t disadvantage others.
And there are amendments which aren’t just generally helpful, but should be a given in any context:
Clear and concise language
Ensuring forms are easy to use
That first point flies in the face of the words most technical marketing people use, but when did using relevant simple language ever make a reader less engaged?
As Einstein didn’t say “If you can’t explain it to an 8-year-old, you don’t understand it yourself.”
This is why when my children were 8, they thought I worked at Greggs the Bakers.
Accessibility is simply about removing barriers to entry.
In recruitment surely you want to make it as easy as possible for the right people to get to you, by removing barriers that are in their way.
There are two principles at play here:
1/ Better accessibility for people who need an accommodation or reasonable adjustment.
Aside from it being the right thing to do, the right person can come from any demographic, so it makes sense to gain access to them, by allowing them better access to you.
What are the steps that allow this?
Clear, concise and accurate language is a given. Are you describing what you actually need? Job descriptions, adverts etc.
Not having a shopping list of requirements – stick with minimum viable
Ensuring forms are easy to use, and don’t create an unnecessary burden, ahem ATS
Highlighting the recruitment and interview process as early as possible, such as in an advert
Advertising your salary
Make it clear you are a safe space for reasonable adjustments and accommodations
Allowing those same. For example, providing interview questions in advance for ND candidates. The rule of thumb is, if their request is reasonable, you should encourage it.
Better transparency
Allowing different means of applying for a job, rather than solely through an ATS. What if the candidate is blind?
Do you really need a cover letter?
Anticipating questions and being more responsive
Less tell, more show
I’d question why these steps wouldn’t benefit everyone, including demographics that get discriminated against but don’t need an accommodation.
For instance, what would be the risk of providing interview questions to anyone that asks?
Should someone have to prove they are neurodivergent? What if they fear discrimination?
Of course, there may be situations where a role requires regular on-the-fly communication under pressure, in which case you could make this clear from the outset.
Allowing interview questions to everyone may be a simple solution. If we presume that telling the truth is a requirement, then preparation won’t be an added advantage.
The other way in which accessibility helps is for:
2/ Inaccessible candidates.
In other words, skill short vacancies, where candidates aren’t actively applying for vacancies.
Solving point 1 will give you access to a wider pool of candidates. If the perfect person is deaf, lacks a degree, is gay, or 53 – why couldn’t they be the perfect candidate?
However, for a key hire or problem vacancy, it’s best to assume the right candidate is gainfully employed, time selfish and sceptical of a move. Perhaps their CV isn’t even up-to-date.
What barriers can you remove to start a conversation with them?
Move from talking about your needs to appealing to theirs. Sell your opportunity through better messaging
Make it easier for them to be interested in not demanding an up-to-date CV “Don’t worry if you haven’t updated your CV in a while, why not give me a call/email and we can see if it’s the right move”
Don’t make them come to you – go to them. Advertising is one effective means of attracting candidates; however, where else might they be found? Headhunting, LinkedIn searches, Careers fairs, the Milk Round, Youtube, TikTok, Github – candidates can be anywhere, depending on what they do and what interests them.
There isn’t a singular answer to accessibility, and there will always be unusual situations.
Starting with “What barriers can we remove and how can we help?” is a healthy start no matter who your ideal candidates are.
I know in a volume environment, the argument can sometimes be – we don’t want more CVs! We don’t have time!
But the thing about recruitment in general is that, if you do it all well, you’ll have fewer applications and a higher number of better candidates.
While most people work on the principle of value exchange – if you give them agency to make the right decision, few will abuse it.
There will be exceptions, such as when there is a very high volume of suitable applications, but common sense should prevail. Don’t treat a high-volume vacancy the same way as a skill-short vacancy.
The next edition is about how value exchange can build trust with the right people - your candidates.
Regards,
Greg
P.s While you are here, if you like the idea of improving how you recruit, lack capacity or need better candidates, and are curious how I can help, these are my services:
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