Inclusive Recruitment: Small Changes That Reduce Barriers

We’ve recently been working with a university to design an inclusive recruitment toolkit for SMEs and micro-employers. The original focus was on supporting graduates with poor mental health as they move into work.

One of the clearest reflections from the project was that inclusive practice often benefits far more people than the group it was first designed for.

Clear communication helps people who feel anxious. Structured interviews can support neurodivergent candidates. Better onboarding helps disabled employees, graduates, career changers and anyone joining an unfamiliar workplace.

Inclusive recruitment is not about giving some candidates an unfair advantage. It is about removing unnecessary barriers so people have a fairer opportunity to show their strengths.

This matters because recruitment is often the first signal a candidate receives about an organisation’s culture. Research on neurodivergent experiences during selection and assessment highlights that candidates notice not only formal processes, but also how employers communicate, respond to disclosure and show inclusion in practice.

Candidates are not only assessing the role. They are also asking: Will I be safe here? Will I be understood? Will I be able to do my best work?

Inclusive recruitment starts before the interview

A useful starting point is to ask: how much invisible work are we asking candidates to do before they even meet us?

For someone experiencing anxiety, depression, burnout, autism, ADHD, chronic illness or another disability, vague recruitment processes can create extra cognitive and emotional load. This can also be true for early-career applicants who are still learning how workplace processes work.

Simple changes can make a meaningful difference. Employers can provide clear job adverts, realistic information about the role, a transparent recruitment timeline and details about what each stage will involve. This aligns with wider CIPD guidance on inclusive recruitment, which encourages employers to review how recruitment processes may unintentionally exclude people.

One practical idea we included in the toolkit was a short “About our company and your visit” document. This could include:

• where the workplace is located
• photographs of the building entrance or reception
• parking and public transport information
• what to do when arriving
• who to ask for
• what the interview format will be
• who the candidate will meet, ideally with names, roles and photographs
• whether there will be breaks, tasks or assessments
• how to request adjustments

This is a small task for the employer. For the candidate, it can remove a large amount of uncertainty.

Inclusive recruitment is shaped by everyday interactions

The research on neurodivergent candidates’ experiences of recruitment is useful because it shows that inclusion is communicated through more than policies.

Candidates notice how people respond to questions. They notice whether interviewers seem comfortable discussing adjustments. They notice whether disclosure is handled respectfully. They also notice whether an organisation’s inclusion statements feel real in practice.

This is where SMEs and micro-employers can have more influence than they may realise. You do not need a large HR department to create psychological safety. Clear communication, consistency and a willingness to remove avoidable barriers can go a long way.

Employers can:

• offer interview questions or topic areas in advance where appropriate
• explain what good performance looks like in the interview
• avoid relying only on “thinking on the spot” unless this is essential for the role
• use structured questions and scoring criteria
• avoid assumptions about eye contact, communication style or confidence
• give candidates clear information about adjustments
• respond to disclosure with respect, not surprise or discomfort

These practices support neurodivergent candidates, candidates with mental health conditions, disabled candidates, carers, international graduates and first-generation professionals. They also support anyone who may not already understand the hidden rules of recruitment.

Inclusive onboarding is part of inclusive recruitment

Inclusive recruitment does not end when the offer is made. The transition into work is often where people find out whether an organisation’s inclusion promises are real.

In the toolkit project, we included practical onboarding ideas to reduce ambiguity and support early confidence. One suggestion was for the new starter to have a brief conversation with their manager before the first day. This gives both people a chance to discuss expectations, working preferences, access needs and what will help the person feel prepared.

Another simple but powerful idea is to provide a buddy as well as a manager.

A manager is important for role clarity, feedback and support. A buddy can help with the everyday questions that often feel too small to ask. Which mug can I use? Where is the printer? How do people usually take lunch? What is the norm around Teams messages?

These details may sound minor, but they shape belonging. They also reduce the pressure on a new starter to work out hidden rules while taking in large amounts of new information.

Inclusive recruitment means asking what helps people work well

Another practical tool we included was a short “working well” questionnaire. Rather than waiting for a difficulty to arise, employers can invite new starters to reflect on what helps them succeed.

Questions might include:

• What helps me be at my best at work?
• How do I prefer to receive information or instructions?
• What helps me manage workload and deadlines?
• Are there any health, medication, equipment or access needs I would like you to be aware of?
• What signs might suggest I am becoming overwhelmed or under pressure?
• What support would be helpful if that happens?

The purpose is not to medicalise the person or make assumptions. It is to create a respectful way to discuss needs, preferences and support.

This also helps employers think about reasonable adjustments in a proactive and proportionate way. Support is easier to put in place when conversations happen early, rather than after someone is already struggling.

Inclusive workplaces make flexibility easier to access

Flexibility is another important part of inclusion. Research on flexibility and autistic employees highlights a key issue: flexibility can be valuable, but it is not equally accessible if people have to negotiate it for themselves.

Asking for flexibility is not a neutral process. It can depend on confidence, psychological safety, knowledge of workplace norms and previous experiences of being believed or dismissed. Early-career employees may also be unsure about what they are allowed to ask for.

Employers can support inclusion by building flexibility into normal practice where possible. This might include clearer start and finish time options, protected focus time, hybrid working principles, quiet workspaces, written follow-ups after meetings, predictable routines or flexible ways to communicate.

Not every role can offer the same flexibility. Even so, most roles can offer more clarity and choice than we sometimes assume.

Inclusive recruitment does not have to be expensive

One of the most encouraging parts of this work is that many inclusive recruitment and onboarding practices are not expensive. They require thought, consistency and a willingness to question “the way we’ve always done it”.

Providing interview information in advance is free. Creating a first-day document is free. Introducing a buddy system is usually free. Asking better questions is free. Being clear about expectations is free. Reviewing whether your process creates unnecessary barriers is free.

Some adjustments may involve cost, equipment or specialist support. Employers also have legal duties to make reasonable adjustments for disabled workers and candidates where reasonable. You may be able to get financial support through the Access to Work Scheme. 

But inclusive practice should not be viewed only through a compliance lens. It is also about good work design, better communication and stronger relationships.

Inclusive recruitment benefits everyone

When we make recruitment clearer, we make it fairer. When we reduce uncertainty, we reduce unnecessary stress. When we normalise adjustments, we make it easier for people to access what they need.

Thoughtful onboarding also helps people contribute sooner and with more confidence.

Diversity at work brings different strengths, perspectives, problem-solving styles and lived experiences. But diversity alone is not enough. People need environments where they can participate, belong and do good work without constantly overcoming avoidable barriers.

Inclusive recruitment is one of the first places organisations can show that commitment. Often, it starts with small, practical changes that are easy to implement once you know what to look for.