Recruitment asks a lot of candidates: their time, energy, confidence, and often a good deal of vulnerability. The least we can do is build a process that works for different needs.
For anyone hiring in the UK, that's also the law. The Equality Act 2010 protects disabled people from discrimination and requires recruiters to remove the barriers standing between them and equal access to work, at every stage from the job advert to the final offer.
Who the law protects
Under the Act, a person has a disability if they have a physical or mental impairment that has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities. That's broader than many assume, covering autism and ADHD, mental health conditions like depression and anxiety, physical and sensory impairments, learning disabilities, and long-term conditions such as cancer, MS, or diabetes.
And most disabilities aren't visible, with research suggesting 70–80% are hidden. So never assume you'll know when a candidate is disabled or needs support. Often you won't, and a candidate doesn't need a diagnosis or to have disclosed anything to be protected.
Your legal duties
As a recruiter or hiring manager, you must not discriminate directly or indirectly; you must anticipate and remove common barriers before they arise; you must make reasonable adjustments when they're requested, and sometimes before; and you must run a process that doesn't leave disabled candidates worse off than anyone else.
This isn't about treating everyone identically. It's about recognising that people need different things to get a fair chance. And you don't have tointend to discriminate to break the law: if your process is inaccessible and a disabled candidate is disadvantaged as a result, that can be unlawful discrimination in itself.
Reasonable adjustments
A reasonable adjustment is a change that removes or reduces a barrier, so a disabled candidate isn't disadvantaged compared with someone who doesn't face it. The goal is to make the process fair, not easier. It's a legal duty, not a favour.
A simple test: if something in our process makes it harder for a disabled person to apply, take part, or succeed, what can we change to make it fairer?
Common examples include sharing interview questions in advance, extending time on tests, offering remote or video interviews, allowing alternative application formats, giving people different ways to communicate (email instead of phone, say), and adapting the interview environment with quiet rooms, step-free access, or comfort breaks. Each removes a barrier for someone, and often makes the experience better for everyone.
You're not, however, expected to fundamentally alter the essential requirements of a role, take on an unjustifiable cost or resource burden, or give any candidate an unfair advantage. The aim is to level the playing field, not tilt it.
Say it out loud
An accessibility statement is one of the simplest ways to show candidates your process was built with them in mind. It's not about sounding perfect, just about offering reassurance and making clear no one has to fight for fairness. Check whether your organisation already has standard wording; if not, match the length to the context:
Short, for job ads and email signatures: "If you need any support with the application or interview process, just let me know, I'm here to help.”
Longer, for careers pages: "Accessibility matters to us. If something in our process creates a barrier, we'll work with you to remove it, whether that's information in a different format, an alternative interview method, or a more flexible way to apply. Email us, call us, or message us. No judgement, no awkwardness, just a real commitment to fairness.”
A safe space to disclose
Disclosure is personal, and can feel risky. You build trust by normalising conversations about adjustments from the start, using warm and inclusive language, making clear that asking for support won't count against anyone, offering options proactively, and responding calmly when someone shares something personal.
And handle what they share with care. Personal and medical information is protected by data protection law, so you can't pass it to a client or hiring manager without the candidate's consent. Youcan share the practical need ("the candidate would benefit from the interview questions in advance"); youshouldn't share the diagnosis, any labels, or assumptions about their ability. Share the need, never the diagnosis.
The bottom line
Disability-inclusive recruitment isn't about lowering the bar. It's about removing the obstacles that stop talented people from showing you what they can do. Get it right and you widen your talent pool, strengthen your reputation, and give every candidate a real chance to shine.
Fair, not easier. That's the whole idea.