---
esco_uri: http://data.europa.eu/esco/skill/f3c5fae0-c0e3-4410-bc09-62bd82d4cecc
esco_label: "support employability of people with disabilities"
relation: essential
onet_soc: 11-3121.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# support employability of people with disabilities — HR Manager

As an HR Manager, 'supporting employability of people with disabilities' isn’t just about ticking a diversity box; it’s woven into almost *every* stage of the employee lifecycle. Practically, this means reviewing job descriptions to remove unintentional bias (e.g., overly emphasizing physical requirements when not essential), proactively sourcing candidates from disability-focused organizations like [mention relevant national/local agencies], and being prepared to discuss reasonable adjustments during interviews – think assistive technology needs, flexible working arrangements, or modified tasks. It also extends to ensuring your Applicant Tracking System (ATS) is accessible and doesn’t inadvertently screen out qualified applicants with disabilities.

Day-to-day, you'll be a key point of contact for both new hires *and* existing employees needing accommodations. This requires understanding relevant legislation (like the Equality Act/ADA), knowing how to conduct a 'workplace assessment' to identify necessary adjustments, and managing the process with sensitivity and confidentiality. Tools like accessibility checkers for documents, captioning services for meetings, and ergonomic assessments are vital. A common pitfall is assuming *what* an individual needs – always ask directly and collaborate on solutions. Don’t fall into the trap of ‘special projects’; inclusion must be mainstreamed.

A 'good' HR Manager in this area isn't just compliant; they champion a truly inclusive culture. This means disability awareness training for all staff (including managers on unconscious bias), promoting employee resource groups, and actively showcasing disabled employees as role models within the organization. It’s about building an environment where people feel comfortable disclosing disabilities *if* they choose to, knowing their needs will be met without stigma or career repercussions.  Regularly reviewing HR policies through a disability inclusion lens is also crucial.

Finally, remember that 'reasonable adjustments' aren't just legal obligations; they often benefit *all* employees. A more accessible workplace is generally a better workplace for everyone. Measuring success isn’t solely about hitting diversity targets (though those are important); it’s about tracking employee engagement, retention rates, and promotion opportunities for disabled staff – demonstrating genuine inclusion and career progression.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
