Discussions about disability inclusion in the labour market often focus on recruitment. Organisations are encouraged to write inclusive job advertisements, provide accessible application systems, and invite candidates to request reasonable accommodations during the selection process. While these are important steps, research suggests that recruitment is only the beginning of an employee’s experience.

According to the OECD (2022), many disability employment policies have concentrated on improving access to jobs, yet less attention has been given to what happens after a person is hired. As a result, people with disabilities may gain employment but continue to face barriers to career progression, professional development, and long-term retention. These barriers can limit opportunities for advancement even when initial recruitment processes are accessible.

The International Labour Organization (ILO, 2024) similarly argues that labour market inequalities are shaped by structural factors within workplaces, not only by access to employment. Workplace practices, organisational culture, and the availability of reasonable accommodations all influence whether employees with disabilities can participate fully in their roles. Recruitment alone cannot overcome barriers that arise during onboarding, performance management, or career development.

One area that deserves greater attention is onboarding. The first weeks of employment are critical for all new employees, but inaccessible induction materials, training sessions without captions or sign language interpretation, and workplace technologies that are not compatible with assistive devices can create unnecessary obstacles. Addressing accessibility from the beginning helps employees become integrated into the organisation and reduces the risk of early disengagement.

Career development is another important consideration. Access to training, mentoring programmes, networking opportunities, and leadership pathways is essential for professional growth. However, research shows that people with disabilities are often underrepresented in senior positions despite having the qualifications and experience required for advancement. This suggests that inclusion should be measured not only by hiring rates but also by whether employees have equal opportunities to progress throughout their careers.

For Deaf and hard of hearing employees, communication accessibility remains central at every stage of employment. Recruitment interviews may include interpreters or captioning, but these supports are not always maintained once employment begins. Staff meetings, training sessions, performance reviews, and informal workplace interactions can become barriers if communication needs are not consistently addressed. Inclusion therefore requires ongoing attention rather than one-off adjustments during recruitment.

These findings point to a broader understanding of inclusive employment. An accessible labour market is not one in which people with disabilities are simply hired; it is one in which they can develop their skills, contribute to their organisations, and pursue career opportunities on an equal basis with others. Evaluating inclusion through retention, promotion, access to training, and employee experience provides a more complete picture than recruitment figures alone.

References

International Labour Organization. (2024). A Study on the Employment and Wage Outcomes of People with Disabilities (Working Paper No. 124). Geneva: ILO.

Organisation for Economic Co-operation and Development. (2022). Disability, Work and Inclusion: Mainstreaming in All Policies and Practices. Paris: OECD Publishing.