Most recruitment panels want to run a fair process. But good intentions don't remove barriers on their own. Accessibility, equity and inclusion get built into a process through small, practical choices: how you write the job ad, how people apply, how you assess them and how you treat them along the way.
The good news: most of these changes are simple, low-cost and make your process stronger for everyone.
Accessibility, equity and inclusion: what's the difference?
They're related, but they're not the same thing:
Accessibility means people can find, understand and take part in your process, regardless of ability, location, technology or language.
Equity means every applicant has a fair chance to show they can do the job, even if some people need different support to do it.
Inclusion means people feel welcome to apply and respected throughout the process.
None of this mean lowering the bar. The standard stays the same. What changes is how easily a capable person can show they meet it.
1. Start with what the job genuinely needs
Accessible recruitment starts before you advertise. It starts at the job design stage. Every unnecessary requirement shrinks your applicant pool. Test each one:
Does the person really need a degree, or a particular level of capability?
Do they really need 10 years' experience?
Do they need a driver's licence if driving is occasional and avoidable?
Could the role be done flexibly, part-time or from another location?
Start with one question: what does this role genuinely need for someone to succeed in it? Then build everything else around that.
2. Write a job ad people can actually read
A job ad or job description is often an applicant's first experience of your organisation. Make it easy to understand and easy to act on:
use plain English and explain acronyms and jargon
describe the duties well - this is what the job actually involves day to day
separate essential requirements from "nice to haves" or desirable requirements
include a genuine inclusion statement, not just boilerplate - some templates already have this
tell people how to request adjustments, and give them a named contact
if the role is a special measures position, say so clearly and explain what that means.
Then check the ad works with a screen reader and on a phone. Many applicants will only ever see it on a mobile.
And we beg you, please don't use size 8 or 9 font. Your template should be set up with optimum accessibility so please don't edit it to fit more on. FYI - 12pt is considered the minimum for accessibility in print and word documents.
"Special measures are a way of giving people who've been under-represented a fair go. In the NTPS, they let Aboriginal and Torres Strait Islander applicants (and in some cases people with disability) be considered first. They still have to show they can do the job, so the bar doesn't drop. They just get first look before the wider field."
3. Make applying simple
Long, complicated applications don't test capability. They test time, confidence and familiarity with public sector processes. To lower that barrier:
keep application requirements short and focused on the role
provide documents in accessible formats (e.g. Word, not scanned PDFs)
if you can, offer alternative ways to apply, such as by phone, where it makes sense
give reasonable timeframes, and avoid closing dates that clash with public or school holidays
make sure your contact person is available and actually answers questions transparently and with candidate needs in mind.
4. Ask everyone about adjustments, early
Don't wait for applicants (or referees) to disclose a disability or need. Ask everyone, when you invite them to meetings or when making assessments, whether they need anything to take part fully. Keep it simple and normal:
"Is there anything we can do to make this process more accessible for you?"
Reasonable adjustments might include:
interview or referee questions in advance
extra time for an assessment
a different interview format (online, phone or in person)
assistive technology or captioning (such as closed captioning in Teams meetings)
an accessible venue, or a quiet space to wait
a support person, interpreter or Auslan interpreter.
You don't need to know why someone needs an adjustment. Keep requests confidential and separate from the assessment.
5. Assess capability, not confidence
Traditional panel interviews favour people who are confident, articulate and quick on their feet. That's not the same as being able to do the job. A more accessible approach might:
give all applicants and referees the questions in advance
ask one question at a time, in plain language
use practical work samples that reflect the real job
allow time to think, and let applicants come back to a question
give proper weight to work history and referee reports.
Panels also need to separate "I liked how this person communicated" from "this person showed the communication capability the role requires." They're not the same thing.
6. Tell people what to expect
Uncertainty is a barrier. Before the interview, let applicants know:
who's on the panel
how long it will run and what format it will take
what they'll be asked to do (e.g. a presentation or work test)
how to get there, where to park, or how to join online
who to contact if something changes.
This helps everyone, especially applicants who are neurodivergent, anxious, new to the public sector or from culturally and linguistically diverse backgrounds.
7. Build a fair panel and check your assumptions and bias
A diverse panel brings different perspectives and helps applicants feel welcome. Where you can, include panel members with different backgrounds and lived experience, including Aboriginal panel members for roles that work with Aboriginal communities.
Before interviews, agree on what good looks like for each criterion and score independently against it. Watch for:
"culture fit" that's never been defined (try culture contribution instead)
well-meant assumptions about someone's age, family, disability or location
marking down communication styles that aren't relevant to the role.
Explain what the job genuinely involves and let applicants decide whether it works for them. They're best placed to make that call.
8. Close the loop
Inclusion doesn't stop at the interview. Let applicants know the outcome promptly, offer meaningful feedback and thank people for their time. Better still, ask applicants how they found the process. They'll tell you exactly where the barriers are.
Why it matters
Accessible, equitable and inclusive recruitment isn't just about applicant experience. It gives you:
a bigger, more diverse applicant pool
a clearer picture of each applicant's real capability
decisions grounded in evidence, not gut feel
a process you can explain and defend.
In the public sector, where merit, transparency and procedural fairness underpin a credible process, that matters. And in the Territory, where applicant pools are often small, you can't afford to lose good people to avoidable barriers.
A practical tip to start with
Before your next recruitment process, walk through it as if you were an applicant. From the job ad to the outcome letter, ask: "Where could a capable person get stuck?"
Fix those points first. The most accessible processes are usually the strongest ones too. They keep the panel focused on relevant evidence, remove unnecessary barriers and produce decisions that put everyone on the same page.
Want to dig deeper?
In our recruitment capability training for occasional recruiters, we walk through practical ways to make each stage of recruitment accessible, equitable and inclusive, from job design through to the panel's final recommendation.
Check out our next training session later this month, we'd love to have you there.
https://www.eventbrite.com.au/e/2003328335981?aff=oddtdtcreator
