By Laura Weston MCIPD | 6 min read | Last reviewed: April 2026
Only 5.1% of adults with a learning disability are in paid employment. That’s not a reflection of their ability. It’s a reflection of how most recruitment processes are designed.
Traditional hiring tends to default to the same format: an online application form, a formal panel interview, a long list of qualifications. For many people with learning disabilities, those steps alone are enough to put them off applying. And that means employers miss out on motivated, capable people who could make a real contribution to their team.
The good news is that making your recruitment more inclusive doesn’t have to be complicated. Small, deliberate changes to how you advertise, interview and onboard can open the door to a much wider pool of candidates and help you meet your legal obligations too.
What Is a Learning Disability?
A learning disability affects the way a person understands information and how they communicate. It’s not a mental health condition and it’s not an illness. It’s a lifelong condition, and it looks different for every individual.
Many people with learning disabilities work effectively and contribute significantly in the right environment. The barriers they face are often not personal limitations but practical ones: unclear job descriptions, inflexible interview formats, or assumptions made by employers before they’ve even met them.
What the Law Requires
The Equality Act 2010 protects people with disabilities, including learning disabilities, from discrimination at work. That includes the recruitment process itself.
As an employer, you’re required to:
- Avoid both direct and indirect discrimination in how you shortlist and select candidates
- Make reasonable adjustments where a disabled person may be at a disadvantage
- Apply the same criteria consistently, based on the requirements of the role
Reasonable adjustments in recruitment might include offering information in accessible formats, allowing extra time in interviews, or changing how a candidate can demonstrate their suitability. What’s ‘reasonable’ depends on the size of your organisation and the nature of the role, but the starting point is always: have you considered what this person needs to show you what they’re capable of?