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Have you noticed an increasing number of participants asking if your staff have lived experience? Or have you seen job ads seeking workers with lived experience? There’s a growing conversation about the importance of including people with lived experience in the disability industry - and for good reason.
During my time managing a team of support coordinators and recovery coaches, all with lived experience, I saw firsthand how fostering a diverse and inclusive workplace benefited both staff and participants.
Workers with lived experience can bring unique perspectives and deep understanding to their roles, whether they have personal experience of living with disability, or lived experience as a carer. This unique understanding can improve outcomes for the participants we support. Some participants may find it easier to connect with workers who have lived experience, feeling understood and that the worker truly “gets it”.
Representation of people with lived experience can also shift the culture of your organisation. Increased diversity within an organisation can increase diversity of thought, experiences, views and approaches which can help teams work more effectively, think creatively, and solve problems. All of these have flow on effects to improve the services we provide for participants.
If you’ve been thinking about hiring workers with lived experience, but aren’t sure where to start, you're not alone! Here are some practical strategies to help you get started:
1. Consider the language you use and where you advertise
The language we use matters. The wording of our job advertisements gives applicants a glimpse into our workplace culture. It may seem small, but a simple statement explicitly welcoming applications from people with lived experience can be all the difference as to whether someone will apply.
When hiring, I also found success in advertising outside of traditional channels. Reaching out in other places (such as social media groups, newsletters, disability networks or university networks) helped me connect with people who might not have been considering working in the disability sector. Many of these candidates were people who had years of personal lived experience with the NDIS and brought incredible skills to their roles.
2. Create inclusive recruitment processes
Think about how you can make your recruitment process as accessible as possible - from start to finish.
Some strategies can include:
- Offer alternative ways to apply for the job - Some people may find it more accessible to verbally apply, rather than complete a written application. You may want to offer ways for people to apply via a phone call, video recording or audio recording. Just make sure you’re prepared to receive applications in multiple formats – if you can’t be sure you’ll answer the phone, then don’t offer it!
- Ask about access requirements for interviews - Ask before scheduling an interview if the person has access requirements. Some examples might include: step-free access to the building, bringing a support person (let them know this is ok!) and, if you can, giving an idea of what questions will be asked or a structure for the interview.
- Offer alternate ways to demonstrate skills - for some people, a job interview might not be the best representation of their skills, particularly for individuals who find new social environments challenging. Offering an alternative may give you a better idea of what they can bring to the team. It will depend on the role you are recruiting for, but it might include reviewing a portfolio of the person’s work (e.g. de-identified reports, examples of written communication) or offering a paid trial shift so that you both can see if it’s a good fit.
3. Adjust roles around people’s skillset
Not every employee will fit within a standardised job description, regardless of whether they have lived experience! It can be helpful to focus on the unique skills and strengths that workers bring to your organisation, and adjust roles to suit those. This might mean rethinking some more traditional requirements around work hours, uniforms or work locations. It could also include exploring ways that staff can work together to complement each other’s strengths.
For example, if a staff member needs to work from home, this might mean not allocating clients who need face-to-face appointments. To manage work capacity, people could be allowed to work in a team with another staff member. Staff who can’t work mornings could be matched with participants in a similar position.
4. Seek out external support when you need it
Implementing changes can feel overwhelming, and you don’t have to go it alone! Make use of programs that are available to employers in your situation.
- The Employment Assistance Fund (EAF) provides financial help for employers to purchase work-related modifications or services for an eligible employee. These can include disability awareness training, workplace assessments and modifications. You can find out more information about these services and who is eligible at their website.
- Disability Employment Services can give you support or advice when hiring a person with a disability. Support can include help finding candidates, with interviews, navigating flexible working arrangements, wage subsidy information and more. More information is available at their website, and you can search for your local provider at Find a Provider (Workforce Australia).
5. Remember that creating an inclusive workplace is an ongoing process
It isn’t possible to make huge changes overnight, and that’s okay! There’s no “one-size-fits-all” approach to inclusivity - every organisation is unique, and each team member will have different needs and circumstances. The key is to focus on what’s achievable and what will create steady, meaningful progress – rather than trying to address everything all at once.
Collaborate with your team members to understand their specific needs, and work together to find solutions that work well for them. You’ll probably discover that some of these changes benefit all staff not just those with lived experience.
Feedback is one of the most powerful tools we have for growth. Encouraging a culture of feedback allows your team to regularly check in, explore what’s working and what can be improved. All feedback, positive and negative, is essential for learning and building trust.
By fostering an open dialogue about accessibility and welcoming feedback, you can create a more inclusive culture where discussing accessibility is normalised, and no one is singled out for any adaptations they might need.
Take a deeper dive
If you want to dive deeper, join Sally and me for our webinar Attracting and Supporting Workers with Lived Experience. We will cover: interviewing and recruitment, human rights and employment law, recognising opportunities for staff with lived experience, navigating disclosure and more.
