Last reviewed: 22 June 2022

• You should be in regular contact with applicants and candidates about what the application process involves and to invite them to ask about adjustments.
• Make sure your communication with applicants and candidates is accessible and inclusive.
• Ask candidates for their communication preferences and make sure to stick to the methods they ask for.
• Be aware of what the law says about what you can and can’t ask – generally, it is unlawful to ask questions about health and disability before making a job offer.

How to communicate with applicants and candidates

Inclusive communication

Make sure that your communications with applications and candidates are accessible and inclusive for everyone from the outset. For example, if you use emails, make sure to use formatting styles, sans serif fonts, and at least 12pt size font. For more information, see our resource ‘Accessible emails’.

If you send information to candidates in written form, for example Word or PDF documents, make sure that these documents are accessible. You can find more information in our resources ‘Creating accessible PDF documents’ and ‘Creating accessible Word documents’.

Offer to provide any communications in an alternative format, such as braille or large print.

Ask for candidates’ communication preferences

Ask applicants and candidates what the best way to communicate with them is. For example, some disabled applicants may have a disability that means they can use email much more easily than telephone, or vice versa.

This information can be considered sensitive personal data, and therefore carries legal implications. You will need their explicit consent to store and process the information for specified purposes. Make sure to store this information in a way that is secure and does not lead to discrimination.

If a candidate tells you they prefer phone calls over emails, you do not need to know why, and asking if it is because of a disability this could be unlawful under the Equality Act 2010. Don’t let information about communication preferences affect shortlisting and selection processes. If possible, keep this information separate from other application information that colleagues doing the shortlisting and selection can see.

Lois Barker – How to ask disabled applicants if they need support

Lois Barker, a disabled graduate, spoke at our 2023 Annual Conference about how organisations can give disabled applicants confidence to ask for adjustments during recruitment.

What applicants and candidates need to know

What the process involves

Make sure applicants and candidates know from the beginning what the recruitment process involves and keep them up to date with how the process is progressing.

You could put an outline of the process in the job advert, for example:

“Selection for this role will involve two interviews of roughly two hours each, and an hour-long written test. We aim to invite candidates to their first interview by [X date] and the second interview will take place roughly two weeks later. The test will take place directly before the second interview.”

Each time you contact an applicant or candidate, make sure to invite them to ask for adjustments to the recruitment process. You could include examples of adjustments you could make, such as providing a sign-language interpreter or extra time on tests.

Adjustments

Applicants need to know what the process involves and how they can ask for adjustments. Provide at least two different contact options, such as email and telephone, so that candidates who find it harder to use one can still get in touch.

Remember, you can only ask for information about adjustments to the recruitment process – not adjustments they may need in the role – until you have made a job offer. Once you have made a job offer, you can then ask if they will need adjustments in the role.

How they are progressing

Let applicants know at each stage when you expect to tell them of the outcome of that stage. For example, after their first interview, tell them when they should expect to hear whether they have been successful or unsuccessful with that stage.

If they have been successful at one stage, let them know as soon as possible. You should also let them know what the next stage will be and when it will take place.

Tell applicants as soon as possible if they have not been successful. This can help candidates avoid unnecessary stress and anxiety, which some disabled candidates may already be experiencing. Some organisations do not inform applicants when they have not been successful, particularly at the shortlisting stage. This is not best practice and can exacerbate mental health conditions that applicants may be experiencing. Let applicants know at every stage when you won’t be taking their application further.

Feedback

Give unsuccessful candidates detailed and accurate feedback wherever possible. This can be especially valuable for disabled candidates, who on average apply for 60 per cent more jobs before they are successful.

This may not always be practical, for example when shortlisting candidates and you have received a large number of applications. In this situation, you could offer to provide feedback on request.

When to communicate with applicants and candidates

It is good practice to be in regular contact with applicants and candidates. Keep them informed from the start of what to expect during the process and how long each step is expected to take. Let them know if there are any delays or changes to the timelines.

This can help disabled applicants and candidates plan around the recruitment process, and also helps people for whom uncertainty can be a barrier.

Job advert

This is likely to be the first communication with the applicants, so make sure that it is accessible and accurately describes the role and its criteria. It should also outline the recruitment process, including the steps involved and expected timelines.

For more advice about job adverts, see the resources ‘Attracting disabled applicants’ and ‘Job adverts – Dos and don’ts’ in this Toolkit.

Data monitoring

You should also ask applicants about their disability as part of a diversity data monitoring exercise. This information should be kept anonymous and separate from the rest of their application.

See our resource ‘Data monitoring and disability’ in this Toolkit for more information.

During shortlisting

When you have received an application, let the applicant know when you expect to get back to them. This is also an opportunity to remind applicants what the process involves and to invite them to ask for adjustments.

When you have shortlisted applicants, let them know if they have been successful or unsuccessful at progressing to the next stage.

Inviting candidates to interview

If the interview will be in person, let candidates know where it will be. Include clear directions for arriving at the building, and instructions for finding the right place inside the building when they arrive. You could include photos or graphics illustrating how to arrive.

If there are any accessibility considerations, include this information. For example, if the main door is a revolving door, let applicants know if there is an automatic door they could use instead.

If the interview will be held remotely, let applicants know how it will be carried out. If it will be over the phone, let applicants know how long it will take, what number to expect a call from and whether they should prepare anything to have with them during the call (such as a pen and paper). If it will be online, tell applicants what platform you will be using. Include advice on using accessibility features of that platform, such as live captioning. Invite candidates to ask for adjustments, for example providing a live captioning service in the call or using a different platform that suits them better.

For more information, see our resource ‘A user’s guide to video conferencing apps’.

Tests and assessments

Candidates should know in advance if there will be tests and assessments involved, and what to expect. Invite them to ask for adjustments and include examples of adjustments you could make.

Immediately before the assessment, make sure that the candidate knows what you are assessing and how they should complete it. You could provide written guidance that they can take with them about how to complete the assessment.

Making the job offer

Tell candidates if they have been selected or not. Do this as swiftly as possible to avoid unnecessary waiting that can cause stress and anxiety.

Also provide feedback to unsuccessful candidates about why you didn’t select them. This should be accurate and as detailed as possible, so candidates can use this information to help them be successful in future applications.

When a candidate has been successful and you have made the job offer, you can now ask them about adjustments they might need in the job. Provide them with information about the hours, location and any equipment they might be required to use and invite them to talk to you about how they will perform the tasks in the role and any barriers they foresee. The candidate might not, however, know what adjustments they need until they start working in the role so this should be an ongoing conversation.

Remember – it’s information about how their disability or long-term condition affects them in the role that you need, not information about the disability or condition itself. Knowing a diagnosis or label is unlikely to be helpful.

For more information, see the resource ‘Making the job offer’ in this Toolkit.

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