Shifting the narrative on disability inclusion
When it comes to workplace inclusion, disability is still too often misunderstood, deprioritised, or quietly ignored. But Jane Hatton, founder of Evenbreak, has spent over a decade challenging that and proving that inclusive hiring is access to brilliant, often overlooked talent.
She launched Evenbreak in 2011 as a job board built by and for disabled people. It’s now the only global disability job platform led entirely by lived experience, offering inclusive job listings, consultancy, and employer training.
“We’re not just helping people find work. We’re removing the barriers that get in their way and helping employers stop putting them there in the first place.”
Why Jane founded Evenbreak and what makes it different
Jane founded Evenbreak in 2011 in response to a clear gap in the recruitment market; candidates were telling her they didn’t know which employers were genuinely inclusive of disabled people, especially when every careers site claimed to be.
“We don’t just talk about accessibility — we live it. And that makes a big difference in the conversations we have with both candidates and employers.”
Every member of the Evenbreak team, from board members to consultants, has a disability. That shared experience underpins every decision.
How disability inclusion in hiring has evolved and where it still falls short
Over the last decade, Jane’s seen a shift in how employers think about disability inclusion. Early on, it was either ignored or treated like a CSR checkbox. Disability was always at the bottom of the D&I priority list — if it was on the list at all.
She credits the pandemic with pushing things forward.
“COVID showed us that people can work in all kinds of different ways. Suddenly, flexibility and remote work became possible and for many disabled people, that made work accessible for the first time.”
But the progress hasn’t been consistent, with some companies now rolling back that flexibility. Because if you shut out remote and hybrid options, you shut out a huge pool of talent.
Why traditional hiring processes can exclude disabled candidates
According to Jane, many of the standard tools used in hiring, CVs and interviews aren’t as effective as we think, especially when it comes to assessing disabled candidates fairly.
“If you’re autistic, have social anxiety, or process information differently, being judged on a 30-minute face-to-face interview isn’t just unfair, it’s irrelevant.”
She calls for employers to rethink what they’re really assessing. “An interview just tests how well someone can blag an interview. Unless that’s the job, why are we doing it?”
Instead, she urges businesses to look at the skills needed for the role and design assessment methods that reflect that. If someone’s analysing data all day and not talking to anyone, why are we testing them on people skills?
What businesses get wrong about disability inclusion.
One of the most common mistakes Jane sees is assuming what people need, rather than asking.
“Lived experience is everything. Employers often mean well, but they try to guess. It’s so much better to ask: what works for you, what doesn’t?”
She also points to the language companies use. When you ask someone, ‘Do you have a disability?’ it puts them on edge. But when you say, What do you need from us to perform at your best? That’s a completely different tone and question. It’s all about adjustments. And most of them are simple, low-cost, and make things better for everyone.
Companies should ask that question at every stage of the process, from application to interview, so candidates can disclose with confidence.
How to start building a more inclusive hiring strategy
For companies just starting out, Jane’s advice is: begin with why. Ask yourself why disability inclusion matters to your business. Maybe it’s about talent shortages, or reaching new customers, or improving innovation. Whatever the reason, let that shape your strategy.
Once that’s clear, the next step is opening up feedback loops and letting lived experience lead the way.
“Don’t expect to have all the answers; nobody does. But if you create safe spaces for your people to tell you what needs to change, that’s where progress starts.”
She also mentions that you don’t have to fix everything at once. “This isn’t about perfection. It’s about continuous improvement. And that only happens if you’re open to feedback.”
How to design an inclusive EVP and employer branding that actually works
When it comes to messaging, Jane says performative statements are easy to spot and quickly ignored. Saying ‘we’re inclusive’ isn’t enough anymore. People want proof, stories, and to see themselves reflected.
That’s where employee storytelling plays a huge role. “A 30-second video from someone saying ‘I’m disabled, I work here, and I’ve had my needs met’ is more powerful than a 10-page DEI strategy.”
She also recommends showing leadership commitment. If your CEO is talking about disability inclusion as a business priority, not just a compliance issue — that’s a strong signal to both candidates and employees.
“Accreditations and awards help too, when they’re meaningful, as they show you’re on a journey, that you’re serious and you’re open to being measured.”
The mindset shift every employer needs to make
Jane often says: Dismantle barriers, not people. That philosophy is baked into every part of how Evenbreak works. “Disability inclusion isn’t about lowering the bar — it’s about removing the unnecessary ones.”
She’s seen time and again that the changes employers make for disabled candidates often improve things for everyone.
Better hiring processes
More flexibility
Clearer communication.
These aren’t niche adjustments; they’re good business practice.
“Inclusion isn’t a nice-to-have. It’s not charity. It’s about accessing the brilliant talent that’s right in front of you — if you’re willing to meet them halfway.”
Final thoughts and best career advice
When asked about the best advice she’s ever received, Jane brings it back to confidence and value, especially for disabled candidates.
Don’t lead with your limitations; lead with your strengths.
Don’t say ‘I’m sorry I need adjustments.’
Say: ‘Here’s what I bring to the table. And here’s what I need to do my best work.
Her message to businesses is just as clear: if you keep hiring from the same talent pools, you’ll keep getting the same results. But open up access, and you’ll open up possibilities.
“We’re not asking for special treatment. We’re asking for fair access and when that happens, everyone wins.”
