This guide provides information on practical steps to create an accessible and inclusive induction:
before the new employee starts
on their first day
during their first week
during their first month and beyond.
1. Introduction
For new employees with disability, accessible and inclusive induction programs can establish a foundation of mutual respect for a long-lasting employment relationship. This resource will help employers create accessible and inclusive inductions and onboarding processes.
Good induction programs provide information on disability for all employees and a point of contactfor employees who wish to learn more. This can be an accessibility and inclusion lead, an online resource hub, both, or something else. Discussions about accessibility and inclusion that involve all employees normalise conversations about disability and all employees are supported, even if they may not be comfortable identifying as a person with disability.
Crucially, workplaces that promote awareness of disability are more likely to be inclusive.
Expand the accordion menus under each of the following headings to learn how to create and accessible and inclusive induction for new employees.
Welcome the disclosure of disability. My daughter is 18 and just finishing school and applying for jobs. She is a young Deaf woman finding her place. She is worried about not being hired if she states she has a disability, as she has had workplace challenges before. Companies need to be upfront and state clearly that having a disability is not going to discourage them from hiring you.
Tracey Corbin-Matchett CEO, Bus Stop Films Equality at Work Ambassador
2. Before your new employee starts
A pre‑start visit can help identify any workplace adjustments the employee may need. It also gives you time to put those adjustments in place before their first day.
Make sure the employee can fully access the workplace. This may include:
Accessible bathrooms, ramps and lifts
Clear internal pathways free from clutter
Access to required equipment or stock
If the employee cannot use flat touch screens (such as lift control panels), organise a pre‑programmed security pass so they can access all required floors.
Discuss any reasonable adjustments the employee may need to perform their role. Start arranging items early if new equipment or software must be purchased. You may wish to ask whether:
Their desk, equipment and workstation are suitable (e.g., desk height, chair setup, space for an assistance animal).
The workstation location is appropriate (e.g., accessible, free from glare, or away from noisy areas).
They require additional equipment such as a larger monitor, noise‑cancelling headphones or assistive technology.
They prefer flexible hours, work‑from‑home arrangements or alternative scheduling.
They need communication support such as Auslan interpreting or live captioning.
Any adjustments would make the induction process more accessible and inclusive.
If the employee shares information about their disability, ask whether they would like to share it with their team or would prefer you to share it. Only share information if you have the employee's consent.
Consider pairing the new employee with a peer contact or buddy to help them navigate the workplace, assist during emergency evacuations and support any Personal Emergency Evacuation Plan.
Send an introductory email to all staff before and on the new employee's first day. This allows colleagues to plan time for introductions.
Reasonable adjustments
Reasonable adjustments are administrative, environmental or procedural changes made at work to ensure employees with disability can perform their roles safely, effectively and without barriers.
Eligible employees may be able to obtain funding for adjustments through the Federal Government’s Employment Assistance Fund (EAF). For further details on the EAF.
Ask questions about how the employee’s disability relates to doing the job and working safely
Ask how the employee thinks the workplace could be changed or improved to help them do the job
Ask about how work hours or rosters could be changed to help the employee perform better in the role
Ask questions about keeping the workplace safe for the employee and everyone else
Ask the employee whether they take any medications which might make it unsafe for them to perform any tasks involved in the job
Ask if there is any information or awareness training the employee would like provided to their colleagues about their disability
Ask the employee personal questions about their lifestyle or how they manage their disability
Ask the employee general questions about their health or disability
Ask the employee how many times per year the employee goes to the doctor or what the doctor says to the employee in those appointments
Treat the employee differently or less favourably because they have a disability
Ask the employee whether they take lots of medication for their disability or illness
Tell others about the employee’s disability without asking the employee first
4. On their first day
Prepare for the new employee by notifying reception or key floor staff. Let them know when the employee will arrive, who to contact, and whether an access pass needs to be set up.
Welcome the employee by introducing them to their team members and colleagues who work nearby.
Support the employee to set up their workstation, including:
Adjusting their desk, chair, monitor and any tools or equipment
Logging into IT systems and accessing files, the intranet and shared resources
Locating accessible storage areas
Organising any required training with HR or IT
Ask whether their required adjustments are in place and provide extra support if needed.
Ensure the employee can access and move through all areas they need to use, such as:
Parking (if required)
Building entry, lifts and restricted areas using their access pass
Work‑specific spaces like stock rooms, loading bays or cool rooms
External locations relevant to their duties—such as banks or waste facilities
Discuss whether the employee needs a Personal Emergency Evacuation Plan (PEEP) and arrange support if required.
Explain workplace expectations, including:
Working hours
Start and finish times
Core hours
Break times
How to record working hours (if required)
Provide an induction guide that the employee can refer to throughout their first weeks.
5. In their first week
Introduce the new employee to immediate colleagues, colleagues outside their immediate team and external personnel they may work with, such as security staff and delivery drivers.
Check that the employee has calendar invitations for all relevant team meetings, project discussions and upcoming events.
Make sure the employee can access any shared facilities in the building, including end‑of‑journey facilities.
Ensure the employee understands the organisation’s emergency evacuation procedures. A brief walk‑through of the evacuation route and assembly points can be helpful.
Explain where organisational policies are located and confirm the employee has completed any required HR processes.
Discuss how to apply for leave and ensure the leave‑request system is accessible. If the system is not accessible, put alternative arrangements in place. For example, have HR staff enter leave requests on the employee’s behalf.
Confirm that any reasonable adjustments already in place are functioning as intended. If something is not working well, work with the employee to find a solution and resolve the issue as quickly as possible.
6. In their first month and beyond
Schedule regular one‑on‑one meetings with the new employee. These meetings can be used to discuss work, approve leave, build rapport, monitor workload and address emerging issues.
Provide regular opportunities for the employee to raise any new or changed adjustment needs.
If an issue arises with a task, ask whether there is a reason it may be difficult. For example, there may be an unexpected IT issue affecting their ability to work, which could be resolved quickly once identified.
Seek feedback on the organisation’s disability awareness and overall culture. This can help identify whether additional training or resources for other staff would be beneficial.
Be mindful not to rely on employees with disability to act as the organisation’s sole source of disability expertise.
Talk with the employee about training, development goals and performance expectations. Some roles or progression pathways may require additional support. For example, a person moving into management may need an accessible people‑management system or alternative tools.
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