3 Myths About Hiring Workers with Disabilities — and How to Overcome Them

By Donna Bungard

The shifts to skills-based hiring and the impact of COVID-19 on remote work and other ways of working have helped lower employment barriers for people with disabilities. In fact, many within the disabled community became leaders during COVID-19, helping their teams navigate barriers and consider work differently. According to a recent research by India's top placement bootcamp for Web Development and Data Analytics platforms, 93% of freshmen want to concentrate on attending bootcamps to gain skills that are employable.

These are promising trends, as people with disabilities have long-faced barriers to education, transportation and employment. For example, according to a report exploring DE&I (diversity, equality, and inclusion) in Indian business, by the Business Standard, people “with a disability were less likely to have completed a bachelor's degree or higher than were those with no disability. Throughout FY18 and FY21, there were 30-32 people with impairments for every 10,000 employees. This number fell to 29 in FY22, the lowest in five years.”

Persons with impairments historically experienced challenges in the pre-pandemic economy. However, COVID-19 has exacerbated some of these challenges.

Despite the fact that more job applications and interviews are being conducted online, many people with disabilities do not have access to assistive technologies.

And yet, as senior marketing accessibility program manager at Indeed, I believe that unconscious bias and long-held misconceptions about people with disabilities still influence the hiring process too often. So it is important for employers to acknowledge three common myths about all people with disabilities – myths that only serve to reinforce those barriers to employment for the disabled community. Fortunately, there are steps you can take to access this often untapped talent pool of creative thinkers. 

Myth #1: Disability Means “Lack of Ability”

Many of us cringe a bit when asked the old interview question, “What is your greatest weakness?” We prepare, strategise and try to answer in a way that is self-aware but not damaging. But what if, instead of being asked that question, someone were to assume they knew what your greatest weakness was and how it would impact your performance — and then stopped considering you for the job because of their assumptions?

For many, that is exactly what happens when they disclose (or are unable or unwilling to hide) their disability. The truth is, a person's condition may not even have a direct impact on the role they are applying for. And disability is not some monolithic thing. There are huge variations in what it means to be disabled and how that might impact someone’s professional experiences and capabilities. 

In India, Meera Shenoy, Founder of Youth4Jobs, has been on a mission to mobilize, train and deploy disabled youth in India, as well as educate the non-disabled about their potential. In a recent interview she said “The new PWD Act passed by the government last year is fantastic since it is in line with the UNCPRD and achieves what many other countries have not yet. It has certain ramifications for the private sector because employers are required to hire a certain number of persons with disabilities and disclose the number. The implementation of this Act, however, is in the hands of the state government.”

For hiring professionals, then, the goal is to focus not on an applicant's disability but on their abilities, just as you would with any candidate.  

Myth #2: Accommodating People with Disabilities Will Be Expensive

Though many organisations want to do more than simply follow the legally mandated accessible practices outlined by the Ministry of Labour and Employment, managers may still worry that adjustments can create a financial burden or inequity among employees. 

But did you know that the noise-canceling headphones you may already use are considered an adjustment? Do you already offer flexible work schedules or abilities to work remotely? Those are adjustments, too. 

The best way to learn which accommodations are needed is to simply ask someone, “What are your access needs?” at the start of a new professional relationship.

Out of the many companies working toward bringing a change in this space, IBM stands out, it claims of having a unique hiring policy for those with impairments. This strategy is based on the "three As" (accommodation, accessibility, and attitude), as described by IBM. Project management, programming, consulting, operations, quality assurance, and human resources are just a few of the divisions where the organisation employs PwDs. Additionally, it boasts of India-specific technology that improve accessibility for people with disabilities, such as Hindi speech recognition programs.

And consider this: The power of diverse teams has been proven again and again, which means the benefits received from providing accommodations far outweigh their costs. 

Also, keep in mind that accommodations for people with disabilities often benefit employees without disabilities, too. 

Curb ramps on city footpaths are a classic, often-cited example. They benefit those who use a wheelchair — as well as elderly people with walkers, parents pushing babies in strollers and others. Less-cited examples, such as sharing meeting agendas in advance, enabling captioning on video calls and recapping specific actionable items and expectations, not only help disabled members of your teams but also help to build inclusion and belonging among all remote and hybrid teams. 

Myth #3: Your Job-Posting Templates Are Inclusive of People with Disabilities

The persons with disability act (PWD) in India mandates that businesses give handicapped individuals equal opportunity, a non-discriminatory work environment, and access to amenities that will enable them to achieve at their highest level within the given conditions.

Additionally, if a person becomes incapacitated while working for an organisation, they are protected from being fired. In these situations, the company should find them a different job that they can perform despite their disability.

According to the "people with disabilities act" that was passed three years ago, disabled people must hold at least 3% of the positions in the public sector. Many public sector institutions, however, are far from achieving that goal.

Furthermore, businesses haven't increased disability employment rates to 5% despite being given incentives by the government to do so. According to the Plan, for PWDs hired on or after April 1, 2008, with a monthly pay of up to Rs. 2500, the Government will reimburse the employer's contribution to the Employees Provident Fund and Employees State Insurance for a period of three years.

It is common for organisations to have a job-description template that is a starting point for new postings. These typically have standard bullet points such as “must be able to lift 20 kgs.,” “phone screening required” and so on. 

Unfortunately, such job descriptions may inadvertently cause people with disabilities to self-select out of the application process. Here are some tips for making your job postings more inclusive for those with disabilities.

Avoid ableist language. Focus the wording of your job descriptions on what you truly need someone in the role to accomplish. For example, does the candidate really need to work a full 48 hours each week? Or could the right candidate complete the work in fewer hours? Do they need the ability to sit for extended periods of time? Or is there an option for a standing desk?

It is easy to slip into ableist language without intending to. When your job posting says candidates should be ready to “jump” into projects, for instance, do you simply want them to get excited about those projects? If your job description says you want someone who is “well-spoken,” do you truly need them to actually speak? Or does the ideal candidate just need the ability to communicate effectively? 

Other examples of ableist words and phrases to avoid include “stand up” when you actually mean “participate in short meetings” and “hear” when what you’re really asking the candidate to do is be open to receiving new information. 

Other Ways to Attract Candidates with Disabilities

On your job posting, allow people to apply through multiple channels — by email, phone or online application. This enables candidates to use the communication method that is best for them. 

If you already offer flexible work schedules, organize an employee resource group (ERG) dedicated to accessibility practices or other disability-inclusive practices. And mention them in your job posting. Doing so shows that you expect — and value — applicants with disabilities.

Hiring and Disability: The Mutual Meeting of Needs

Systemic barriers have been identified for all underrepresented groups, including the disabled community. Learning to recognise bias in our processes can facilitate change systematically. Updating templates, normalising the process of asking about access needs and focusing on what needs to be accomplished — rather than how it is accomplished — can build disability inclusion into your day-to-day practices. This can make a positive impact on your nondisabled employees, too. Overall, inclusive practices can lead to an increased sense of belonging, which can be the bedrock of your company’s culture. 

Among all underrepresented groups, the disabled community is the largest, according to the United Nations. It is also the only underrepresented group that any of us can join at any time. Most of us will experience a disability in our lives; it is a normal part of the human experience.

Simply put, both hiring and disability-inclusive practices are about the mutual meeting of needs. Your organisation needs talent that can fill a position; talent needs an employer that will meet their needs. There is exceptional talent out there ready to make a positive impact on your team. By building disability-inclusive practices into your processes — and by overcoming common myths about people with disabilities — you will be set up to tap into this often-untapped talent pool.