Disability in the Workplace: Reflections from a North East Event
HR Recruitment Specialist Rebecca Salkeld recently attended a powerful and thought-provoking event focused on disability in the workplace, held at Opencast Software and hosted by Jennie Pitt, Head of Inclusion at Newcastle Building Society. Here are her reflections.
It was an incredibly engaging session that brought together employers, HR professionals and inclusion advocates from across the region to explore how we can meaningfully increase representation, improve accessibility, and create more inclusive organisational cultures across the North East.
I also had the pleasure of hosting a table discussion where we spoke all things disability data. It was encouraging to hear how many organisations are already doing such brilliant work in this space — using their data in impactful ways to identify gaps, shape strategy and drive accountability. It was equally valuable to share ideas openly and explore what more we can collectively do to improve outcomes for disabled colleagues and candidates.
The session explored how we can meaningfully increase the number of employees with disabilities in our organisations — whether that relates to neurodivergence such as ADHD, long-term health conditions, or physical disabilities.
What stood out most was this: inclusion is not about compliance — it’s about opportunity, design, and mindset..
The Reality in the North East
The North East has one of the highest proportions of disabled people in England. A significant percentage of working-age individuals in our region are registered as having a disability or long-term health condition. Yet despite this, disabled people remain underrepresented in many workplaces.
The disability employment gap — the difference between the employment rates of disabled and non-disabled people — remains a persistent challenge nationally and regionally. For employers in the North East, this represents not only a social responsibility but also a major opportunity to widen talent pools in a competitive labour market.
Increasing Headcount: Moving from Intention to Action
A key theme of the event was how organisations can actively increase the representation of employees with disabilities.
This goes beyond simply stating a commitment to inclusion. It requires:
- Reviewing recruitment language to ensure job descriptions are accessible and skills-focused
- Proactively encouraging applications from disabled candidates
- Partnering with specialist organisations
- Building confidence in hiring managers to have open conversations about adjustments
Importantly, we discussed neurodiversity — including ADHD — and how many candidates may not formally disclose but still benefit from adjustments in process or environment.
Adapting the Interview Process
One of the most practical discussions centred on adapting interview processes.
Examples shared included:
- Providing interview questions in advance
- Offering alternative assessment methods instead of traditional panel interviews
- Allowing extra time for tasks
- Offering virtual interviews where appropriate
- Ensuring interview locations are physically accessible
These adjustments are often simple and low-cost — but can make a substantial difference to performance and candidate experience.
The conversation reframed adjustments not as “exceptions”, but as enabling individuals to demonstrate their true capability.
Supporting Colleagues in the Workplace
Retention is as important as recruitment.
We explored how managers can better support colleagues with disabilities by:
- Creating psychologically safe environments for disclosure
- Holding regular wellbeing check-ins
- Agreeing workplace adjustment plans
- Avoiding assumptions about capability
- Focusing on strengths-based management
There was also discussion about training line managers to feel confident in having supportive conversations, particularly around neurodiversity.
Inclusive cultures do not happen by accident — they require intentional leadership.
The Role of Access to Work
A particularly valuable part of the event focused on external support available through Access to Work.
This government-funded scheme can provide financial and practical support for disabled employees, including:
- Specialist equipment
- Workplace adaptations
- Travel support
- Job coaching
- Mental health support services
One of the key takeaways was that many employers and employees are still unaware of the breadth of support available. Increasing awareness of Access to Work can remove perceived cost barriers and empower organisations to hire more inclusively.
A Regional Opportunity
For us in the North East of England, this conversation feels particularly relevant. With a higher proportion of residents living with disabilities compared to many other regions, there is both a responsibility and a significant opportunity to rethink how we design work.
In a labour market where talent shortages continue across sectors, widening access is not just ethical — it is strategic.
Final Reflections
What I took away from the event is this:
Inclusion is not about lowering standards — it is about removing barriers.
By adapting recruitment processes, supporting managers, increasing awareness of schemes like Access to Work, and creating open conversations around disability — whether visible or invisible — we can build workplaces that reflect the communities we serve.
And in the North East, that conversation feels more important than ever.