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ZNAPP: Status Quo: Claire, where are we in 2023 in terms of inclusion in working life? What are your experiences as an inclusion trainer?
Claire: Let's put it this way: things can still change!
There are already great entrepreneurial role models who truly live inclusion and consider it a matter of course. Unfortunately, however, there are over 106,000 companies that pay an equalization levy. This means that they pay a levy because they have not hired a person with a disability or less than 5% of their employees have a disability. This regulation applies to companies with 20 or more employees.
The figures relating to different genders, age groups and migration backgrounds in teams also show that there is still room for improvement here. Especially in the management levels!In addition, I very often see that the potential of an inclusive team has not yet been fully recognized, but that inclusion and diversity are perceived as a demand, not an opportunity.
ZNAPP: How can companies make the application process more inclusive right from the start?
Claire: First of all, it's always a matter of attitude, because if I want to actively implement inclusion, then this has a subconscious effect on the application process. You should therefore develop a strategy that promotes inclusion and diversity. If the attitude is right, then the right measures will be taken, such as an accessible process or actively looking for diverse employees. What does inclusion mean? How can the first steps be taken? Are there still inhibitions about certain topics? Are there different ways to apply? How is the onboarding process structured?
It is best to go through the entire process once and ask yourself: Would I feel addressed? Would a person with a disability feel addressed? By changing your perspective, you learn a lot about yourself and about inclusive action.
ZNAPP: What proven methods would you recommend to minimize prejudice and discrimination in applicant selection?
Claire: In my opinion, these are repetition and further training. This also includes direct contact. Because the more contact you have with people with disabilities or a history of migration, the more naturally the focus is on the individual. Here it is particularly important to strengthen empathy. For example, my focus is on breaking down fears about disabilities and the mere fact that I use the word 'disability' over and over again means that it is no longer a negative word, but commonplace. As with so many things, dealing with a topic in a routine way is relevant to breaking down prejudices. Further education in the form of training and coaching can, of course, help with this, playfully talking about inhibitions and encouraging reflection. This also includes thinking again about the corporate philosophy. What values does the company represent and are these reflected in the selection of applicants? Or do you continue to be dazzled by pictures and the mere facts on the documents? That's why I think a lot of strength-oriented and modern processes. ZNAPP: What role does training and awareness-raising for employees and HR managers play in inclusive recruitment? Claire: Definitely a very big one! Many people still think that inclusion is expensive or that you have to rebuild the whole office if you hire an employee with a disability. From this perspective, it is of course understandable that a defensive attitude arises. Training can help to focus on the long term, especially as statistics show that inclusive companies are more productive, innovative and economically successful. (https://www.mckinsey.de/news/presse/2020-05-19-diversity-wins) And if you're honest, every now and then you need an external person to nudge you and encourage you to break new ground, someone who already has experience and who can support you with all the new questions. In everyday business, you don't always have the time to work on the topic yourself.
ZNAPP: What tools or technologies can companies use to ensure that recruitment processes are accessible to people with different abilities?
Claire: In fact, there are already many ways to make the process accessible without great effort. This includes a digital process. This makes it possible, for example, for a specialist with a history of migration to translate the texts. And a blind or visually impaired person can have the texts read aloud with a voice output. It is important to ensure that the website, the PDF or the online application process are truly accessible. In addition, the Accessibility Act will come into force on June 28, 2025, so why not start updating your digital channels step by step today?
ZNAPP: How can companies ensure that they effectively consider the needs and expectations of applicants with disabilities or other diversity characteristics?
Claire: Through an honest conversation and an inclusion agreement. Nothing is more important than communicating with each other. I know many people with disabilities who constantly give 150% because they think they have to compensate for their disability and at the same time managers have reservations about demanding the same amount from an employee with a disability because there is still an inhibition threshold. Therefore, this should be discussed openly, because it is no help to anyone if one employee is exhausted and often falls ill. Or perhaps another team member feels neglected because a colleague with a disability is given more attention. And an inclusion agreement means, roughly speaking, that concrete strategies and goals are set together. It is often easier to internalize these goals and needs once they have been set out in writing.
ZNAPP: What role does corporate culture play in fostering an inclusive work environment and how can HR managers contribute to this?
Claire: My experience has shown that management plays the biggest role. If inclusion is not practiced from the top, it cannot be passed on to the employees. If inclusion is only seen as a social commitment, it will remain so. But if it is practiced as part of the corporate culture, a place is created where every potential is developed. Differences are seen, valued and used successfully. This makes employer branding authentic, diverse and inclusive and a matter of course. Openness, honesty, communication and flexibility are the top priorities in order to convey trust.
ZNAPP: Do you have any tips or recommendations for companies that are just starting to integrate inclusive recruiting into their practices?
Claire: Sure, networking with companies that are already implementing inclusion is a real game changer. It makes you realize what prejudices still exist and how unfounded most of them are. You can exchange ideas and support each other. And my favorite recommendation is trial employment. Many companies don't know that this option exists. This means that if an inclusive job is advertised, you notify the employment agency, or more precisely the rehabilitation team there, in good time and you can apply for a trial employment. This allows a person with a disability to work for up to three months on a trial basis and the cash allowance, i.e. the salary, is subsidized. During this time, it is possible to see whether the person fits into the team, how the other team members deal with the disability, whether the job or the work areas need to be adapted, whether the workplace is accessible, etc.
ZNAPP: Inclusive job ads - What to consider so that everyone feels addressed
Claire: Personally, I am not a fan of this copy-and-paste sentence that every application is taken into account, even if there is a migration history or disability. Basically, the job advertisements are too standardized in my opinion. The advertisement should be authentic. So why not write honestly that the team is not yet inclusive, but that you would like to change this and are happy to receive applicants with disabilities?
In addition to honesty, a detailed description of the position is also relevant. In addition, I often see job advertisements that contain empty phrases and always the same choice of words. Team player and resilient are suitable examples. Team spirit is also the responsibility of the company and the existing team, not just the applicant. And who defines resilience?
In addition to questioning the choice of words, I would always recommend short sentences and simple language.
However, it is even more important that the description also addresses the company's existing accessibility. This not only conveys an engagement with the topic, but also an appreciation of various applications.
And it is always good to know what the application process looks like. Until when are they looking? How and where do the first interviews take place? Is there a second interview? Does communication take place by email, telephone or video call?
For me, this also includes an honest feedback if you decide against an application, regardless of whether the person has a disability or migration history, for example, or not. Because inclusion means nothing other than humanity. That's why I always like to ask the question: Would you also send this sentence to a very good friend or could it be formulated a little more personally?
About her: Claire Common is an inclusion trainer for inclusive leadership and supports companies in increasing the potential of their teams. She is also the socio-political designer of an inclusive fashion label with a focus on clothing that fits people in wheelchairs and people without mobility impairments. She is also the first board member of an inclusive association. Her motto: inclusion at all levels, with empathy and humanity. Values that we also share at ZNAPP.
Website: https://clairecommon.de/
Sarah Schlitt studied political science and communications management and is responsible for internal and external communications at ZNAPP in addition to the social media channels.
Contact: presse@znapp.de
Phone: +49 69 348 784 824
