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The State election will be held on Saturday 26 November 2022. During the caretaker period (commencing 6.00 pm on Tuesday 1 November 2022) content will only be added to this website in line with the caretaker conventions.

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VPSC - Victorian Public Sector Commission

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  • Home
  • Workforce capability, leadership and management
  • Recruitment in the public sector
  • Recruiting people with disability

Recruiting people with disability

A guide for the public sector on how to support individuals with disability applying for a role.


About this guide

Recruiting People with Disability is a guide to help line managers in recruiting people with disability to their organisation.

It provides prompts and reminders for line managers who may already have some skills and experience in conducting a recruitment process.

The guide outlines:

  • what is disability
  • welcoming people with disability into your organisation.
  • what are ‘reasonable adjustments’
  • the best practice recruitment and selection process
  • Getting recruitment right

    As a line manager, you are looking for the best person available for the job. This may well be a person with disability.

  • What is disability?

    The Disability Discrimination Act 1992 (Cwlth) defines disability in relation to a person. Here is a plain English translation provided by the Office for Disability:

  • From the perspective of people with disability

    Things you can do to ensure that people with disabilities feel welcomed by your work unit or department and appreciated for their abilities, rather than noticed for their disability.

  • Workplace or ‘reasonable’ adjustments in the public sector

    Advice for public sector organisations to write a workplace adjustment policy and process.

  • The recruitment process

    The Best Practice Recruitment and Selection Toolkit will guide you though your recruitment and selection process.

  • Resources and support

    Additional resources that support with recruitment of a person with disability.

Recruiting people with disability
PDF

Workforce capability, leadership and management

  • Workforce capability, leadership and management home
  • Gender affirmation in Victorian public sector workplaces
  • Leading in the public sector
    • Leading in the public sector
    • Leading public organisations
    • Welcome to management
      • Welcome to management
      • About this guide
      • Make the transition
      • Understand yourself
      • Manage people
      • Understand your environment
      • Build relationships
      • Conclusion
      • Appendices
    • Helping your managers develop
    • Managing a dispersed team
    • Development framework for Victorian public sector managers
      • Development framework for Victorian public sector managers
      • Rationale
      • The development framework
      • Understanding and developing yourself
      • Different styles of management for different situations
      • Resilience and achievement
    • Manager self-assessment and development planning
      • Manager self-assessment and development planning
      • Management knowledge, skills and behaviour self-assessment
      • Management role foundations
      • Management role activities
      • Role or organisation-specific
      • Development planning template
    • Manager development guides
      • Manager development guides
      • Introduction
      • 1: Understanding and developing yourself
      • 2: Different styles of management for different situations
      • 3: Resilience and achievement – Keeping going when the going gets tough
      • 4: Advanced interpersonal skills
      • 5: Thinking and acting strategically
      • 6: Overseeing operations, projects and resources in the Victorian public sector
      • 7: Managing and developing people in the Victorian public sector
      • 8: Managing difficult situations involving the people a manager manages
      • 9: Managing Attraction and recruitment activity in the Victorian public sector
      • 10: Collaborating across and beyond the Victorian public sector
      • 11: Working with diversity in the Victorian public sector
      • 12: Managing during organisational change
      • 13: Contributing to public policy
  • Recruitment in the public sector
    • Recruitment in the public sector
    • Best practice recruitment and selection
    • Getting recruitment right
    • Mastering the art of interviewing and selection
    • Guide to hiring with special measures in the public sector
      • Guide to hiring with special measures in the public sector
      • Types of equality and special measures
      • When to use a special measure
      • How to use special measures in role design and advertising
      • Checklist to create a special measure
    • Recruiting people with disability
      • Recruiting people with disability
      • Getting recruitment right
      • What is disability?
      • From the perspective of people with disability
      • Workplace or ‘reasonable’ adjustments in the public sector
      • The recruitment process
      • Resources and support
    • Pre-employment and misconduct screening
      • Pre-employment and misconduct screening
      • Pre-employment screening principles
      • Pre-employment screening and recruitment
      • Role-based risk assessment
      • List of pre-employment screening checks
      • How to respond to negative or incomplete checks
      • About misconduct screening
      • How to screen for misconduct
    • Guidance for integrity in recruitment
    • Guidance for integrity in engaging contractors
    • Guidance for managers engaging contractors and consultants
    • Attracting and retaining an ageing workforce
  • Neurodiversity employment toolkit
    • Neurodiversity employment toolkit
    • About the neurodiversity employment toolkit
    • About neurodiversity
    • Talking about neurodiversity
    • Developing neurodivergent-inclusive role adverts and position descriptions
    • Assessing neurodivergent job applicants
    • Onboarding and inducting neurodivergent employees
    • Supporting and retaining neurodivergent employees
    • Career development for neurodivergent employees
  • Workforce management
    • Workforce management
    • VPS enterprise agreement common policies
    • Managing mental health and safety in the Victorian public sector
      • Managing mental health and safety in the Victorian public sector
      • Understanding your role in occupational health and safety
      • Taking care of your mental health
      • Creating a mentally healthy work environment
      • Identifying psychosocial hazards and managing risks
      • Signs of distress and how to get help and offer support
      • Managing mental health injuries, recovery and return to work
      • Leading the way: Occupational health and safety
      • Getting help and mental health support
      • Occupational health and safety resources
      • A manager’s guide to mental health and safety
    • Organisational dynamics
    • Managing staff
    • Succession risk management
    • Creating great places to work
    • Emergency human resources response
    • How positive is your work environment
      • How positive is your work environment
      • The big picture
      • Introducing the positive work environment toolkit
      • Taking a quick check of your work environment
      • Delving Deeper into the Ten Elements
      • 1. Vision and Values
      • 2. Leadership and Accountability
      • 3. Organisational Communication
      • 4. Recruitment and Selection
      • 5. Learning and Development
      • 6. Human Resource Policies and Strategies
      • 7. Workflow Management
      • 8. Performance Management
      • 9. Risk Management
      • 10. Workplace Dispute Systems
      • Resources and further reading
      • Acknowledgements
    • Inclusive employee assistance programs
  • Strategic workforce planning
    • Strategic workforce planning
    • About the toolkit
    • An overview of strategic workforce planning
    • Before you start strategic workforce planning
    • Tips on running workshops in every stage
    • Discover stage: explore trends, changes and their impacts on your workforce
      • Discover stage: explore trends, changes and their impacts on your workforce
      • Discover stage: Module 1 – learn about strategic workforce planning
      • Discover stage: Module 2 – identify trends that trigger change
      • Discover stage: Module 3 – develop future scenarios
      • Discover stage: Module 4 – simulate the impacts of the scenarios
      • Discover stage: Module 5 – map your value chain
    • Design stage: design your future workforce
      • Design stage: design your future workforce
      • Design stage: Module 1 – Skills – identify the roles and capabilities you need
      • Design stage: Module 2 – Source – how to access your roles and capabilities
      • Design stage: Module 3 – Shape – define your team structure
      • Design stage: Module 4 – Size and Site – understand your workforce capacity
    • Build stage: build your strategic workforce plan
      • Build stage: build your strategic workforce plan
      • Build stage: Module 1 – planning your change
      • Build stage: Module 2 – positioning your change
  • Creating a positive workplace culture
  • Flexible work and working remotely
    • Flexible work and working remotely
    • Flexible work policy
      • Flexible work policy
      • How the flexible work policy applies to your organisation
      • Aim of flexible work and how it changes our work
      • Guiding principles of flexible work
      • Types of flexible work
      • Employee legal rights
      • Further reading for the flexible work policy
    • Ways to embed flexible work in the employment lifecycle
    • How to implement flexible work in your organisation
    • How to hire when working remotely
      • How to hire when working remotely
      • How to use this guide
      • What to read to inform your process
      • Design principles for your process
      • Candidate care
      • Reasonable adjustments for candidates with disability
      • Quick guide on how to hire when working remotely
    • How to onboard and induct employees who are working remotely
      • How to onboard and induct employees who are working remotely
      • At all stages of onboarding and induction
      • 1 month before they start
      • On their first day
      • In their first week
      • In their probation period
      • What informs this guide
      • Checklist to onboard and induct employees who are working remotely
    • How to maintain integrity when working remotely
  • Managing negative behaviours
    • Managing negative behaviours
    • Driving anti-bullying reforms
    • Bullying and poor workplace cultures: Case studies
      • Bullying and poor workplace cultures: Case studies
      • Introduction
      • Organisation A – Be willing to ‘send a strong message’ to your organisation
      • Organisation B – ‘Walk the talk’ the importance of leaders living the values
      • Organisation C – Making sure ‘every voice has the same volume’
      • Organisation D – ‘Communication, Communication, Communication’
      • Organisation E – Redefining the ‘symbols and rituals’ of organisation culture
    • Managing poor behaviour in the workplace
    • Dealing with high conflict behaviours
    • Bullying myths and facts
    • Developing conflict resilient workplaces
      • Developing conflict resilient workplaces
      • Report – 1. Introduction
      • Report – 2. The potential for change
      • Report – 3. Building conflict resilient workplaces
      • Report – Appendices
      • Guide – 1. Background
      • Guide – 2. The conflict resilient workplace
      • Guide – 3. Action steps and useful tools
      • Guide – Appendices
    • Prevention of sexual harassment
      • Prevention of sexual harassment
      • 1. About this guide
      • 2. Code of conduct and public sector values
      • 3. Legislative framework
      • 4. Sexual harassment in the workplace
      • 5. Prevention
      • 6. Reporting sexual harassment
      • 7. Key considerations
      • 8. Monitoring and evaluation
      • Appendix – Guidance for managers
      • Appendix – Guidance for Human Resource practioners (or equivalent)
  • Wellbeing toolkit
  • Workforce capability
    • Workforce capability
    • VPS capability framework
    • VPS Capability Development
    • VPS human resources capability framework
      • VPS human resources capability framework
      • Introduction
      • About the framework
      • Components
      • How the framework can be used
      • HR capability descriptions
    • People metrics guide
      • People metrics guide
      • Introduction
      • Basics of metrics
      • Different ways of using people metrics
      • Principles to guide strategic and transformational use of people metrics
      • Using people metrics to tell a story about the business
      • Frequently asked questions
      • Glossary
      • Additional resources and references
    • People metrics dictionary
      • People metrics dictionary
      • How to use the people metrics dictionary
      • 1. Employment Brand Strength
      • 2. External Hire Rate
      • 3. Recruitment Source Breakdown
      • 4. Rehire Rate
      • 5. Career Path Ratio (Promotion Rate)
      • 6. Internal Movement Rate
      • 7. Promotion Speed Ratio
      • 8. Average Time to Fill
      • 9. New Hire Failure Factor
      • 10. New Hire Performance Satisfaction (Progression)
      • 11. Recruitment Cost per Hire
      • 12. Involuntary Termination Rate
      • 13. Retention Rate
      • 14. Separation Rate
      • 15. Separation Reason Breakdown
      • 16. Voluntary Separation Rate
      • 17. Employee Commitment Index
      • 18. Employee Engagement Index
      • 19. Employee Retention Index
      • 20. Average Separation Value
      • 21. Development Program Saturation Rate
      • 22. Staffing Rate – High Potential
      • 23. Cross-Function Mobility
      • 24. Employee Satisfaction with Leadership
      • 25. Leadership Development Plan Prevalence Rate
      • 26. Manager Quality Index
      • 27. Positions without Ready Candidates Rate
      • 28. Successor Pool Coverage
      • 29. Successor Pool Growth Rate
      • 30. Average Annual Salary Per FTE
      • 40. Gender Staffing Breakdown
      • 31. Compensation Satisfaction Index
      • 32. Direct Compensation Cost Operating Expense Rate
      • 33. Total Compensation Expense Per FTE
      • 34. Absence Rate
      • 35. Compensation Value of Unscheduled Absences per FTE
      • 36. Flexible Work Hours Rate (Flexible Work Practices)
      • 37. Unscheduled Absence Days per Employee
      • 38. Unscheduled Absence Rate
      • 39. Age Staffing Breakdown
      • 41. Staffing Rate – 50+ Years Old
      • 42. Employment Level Staffing Breakdown (Classification)
      • 43. Staffing Rate – Managerial
      • 44. Staffing Rate – Part Time
      • 45. Staffing Rate – Temporary
      • 46. Organisation Tenure Staffing Breakdown
      • 47. Staffing Rate – <1 Year
    • External capability – things to consider before using contractors

Contact us

  • 2 Lonsdale Street, Melbourne VIC 3000
  • 9922 8600
  • Get in touch
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Reviewed 5 October 2023

Published 27 June 2022

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