Over 22% of Canada’s population has a disability. Of those disabilities, 80% are invisible. Yet this population is routinely discounted and discriminated against in hiring — not because employers are cruel, but because standard hiring practices were built without them in mind.

Understanding differences of needs in workplaces ensures everyone feels like they belong. And the business case is just as strong: employers who recognize this untapped potential access talent their competitors overlook.

The bias hiding in “culture fit”

When it comes to unconscious bias, there are several forms that quietly shape hiring decisions: affinity bias, gender bias, conformity bias, the halo effect, and the horns effect. Each one can limit a hiring manager’s ability to recruit and retain the best people.

“Culture fit” is often a masked form of affinity bias. If a prospective employee does not conform to what a hiring manager thinks a candidate should look like, they may be screened out before they are screened in.

Would you hire someone with dreadlocks? Tattoos on their arms for a corporate position? A man bun? Sunglasses to an interview?

Education is the single best tool for managing unconscious bias. If your organization might benefit from further training in this area, consider an inclusive leadership workshop.

Behavioral interviews work against some candidates

Behavioral interviews and standardized skills assessments can put certain candidates at a disadvantage — especially those with invisible disabilities.

If someone is extremely introverted, they may not answer questions quickly. They don’t necessarily think fast on their feet. But that doesn’t mean they don’t have something meaningful to contribute.

If someone has ADHD, they might fidget or doodle to keep their brain active. A hiring manager could read that as distraction or lack of interest. It’s neither.

By allowing candidates to demonstrate their abilities rather than explain past experiences to predict future behaviors, the talent pool expands substantially.

A simple shift: offer, don’t ask

Here’s a practical change any employer can make immediately.

Rather than asking if a prospect needs additional measures during an interview, simply provide them. Offer a keyboard and pen-and-paper. Offer more time for answering questions. Offer a quieter room.

Why? Because if an employer asks, a candidate may not disclose their disability for fear of retribution. But when measures are offered by default, the message is simple and clear: everyone belongs here.

Disability Employer Awareness Month

October is Disability Employer Awareness Month. It’s a good prompt to audit your hiring process — but don’t stop there. Interrupt the messaging. Embrace, encourage, and empower potential that others miss.

The organizations doing this well aren’t just being kind. They’re building teams their competitors can’t match.

Tina Varughese speaks to HR leaders, executives, and talent teams on inclusive hiring and building workplaces where everyone belongs. Book her for your next event or explore her Recruiting for Success keynote.