The pool of talented disabled people is as disabled people make nearly a quarter of New Zealand’s working-age population. Failing to attract disabled candidates for job vacancies means missing out on talented potential employees. Consider whether any of the following aspects of recruitment might be acting as barriers to the employment of disabled people in your organisation. Job descriptions and candidate specifications The first step in any recruitment process is to understand what is required of the job. This information is then translated into a job specification. Job descriptions and candidate specifications may needlessly exclude or discourage a highly qualified disabled candidate. To make sure all qualified candidates have the opportunity to highlight their relevant skills and expertise: group job criteria into and aspects ‘essential’ ‘desirable’ rank criteria in order of importance, and consider whether minor tasks could be reassigned to another person don’t include blanket requirements or exclusions in relation to health or disability specify qualifications only where there is a genuine occupational requirement focus on objectives rather than methods. This approach allows both disabled and non-disabled applicants to discuss how they can meet the requirements of the job. A small wording change could result in a wider pool of applicants. For example: Instead of specifying a typing speed’, the job criteria could ‘minimum include quality documents using a word-processing program’. ‘produce A job is advertised which entails visiting older people in the local area. Instead of specifying that a full driver’s licence is required, consider other ways of achieving the objective (such as using the bus). A receptionist’s job description could include making coffee as an additional task rather than an essential one.
The pool of talented disabled people is as disabled people make nearly a quarter of New Zealand’s working-age population. Failing to attract disabled candidates for job vacancies means missing out on talented potential employees. Consider whether any of the following aspects of recruitment might be acting as barriers to the employment of disabled people in your organisation. Job descriptions and candidate specifications The first step in any recruitment process is to understand what is required of the job. This information is then translated into a job specification. Job descriptions and candidate specifications may needlessly exclude or discourage a highly qualified disabled candidate. To make sure all qualified candidates have the opportunity to highlight their relevant skills and expertise: group job criteria into ‘essential’ and ‘desirable’ aspects rank criteria in order of importance, and consider whether minor tasks could be reassigned to another person don’t include blanket requirements or exclusions in relation to health or disability specify qualifications only where there is a genuine occupational requirement focus on objectives rather than methods. This approach allows both disabled and non-disabled applicants to discuss how they can meet the requirements of the job. A small wording change could result in a wider pool of applicants. For example: Instead of specifying a ‘minimum typing speed’, the job criteria could include ‘produce quality documents using a word-processing program’. A job is advertised which entails visiting older people in the local area. Instead of specifying that a full driver’s licence is required, consider other ways of achieving the objective (such as using the bus). A receptionist’s job description could include making coffee as an additional task rather than an essential one.
the-employment-cycle-v2.docx