A couple of months ago, I was honoured to attend a roundtable hosted by Shaw Trust alongside the Secretary of State for Work and Pensions, Liz Kendall. It was one of those moments that stops you in your tracks—a powerful reminder of why the work we do at OCS to support people into employment matters so deeply.
We heard from three participants who shared their personal journeys back into work through supported employment. One man, after 38 years in a job, was told he could no longer continue due to injury. This left him bereft—until Shaw Trust stepped in, worked with his employer, and helped him into a different role that not only suited his new abilities but restored his purpose. He said quite plainly: “If it wasn’t for work and the support I received, I wouldn’t be here.”
This is why inclusive recruitment is more than good HR practice. It’s life-changing. And it’s good business.
Inclusive Recruitment: A Strategic Priority
OCS views inclusive recruitment not as a charity case, but as a strategic imperative. It allows us to access untapped talent, bring fresh perspectives into our teams, and reflect the communities we serve. It strengthens our employer brand, boosts employee engagement, and helps us retain great people.
It’s also vital for innovation. Diversity of thought, rooted in different lived experiences, drives better decision-making. But to harness that, we must make sure we are looking beyond traditional hiring pools and removing barriers that keep brilliant people locked out.
Supporting the Government’s “Connect to Work” Vision
The government’s “Connect to Work” initiative is a timely and welcome step forward. I appreciated the Secretary of State’s genuine curiosity and commitment to understanding what’s happening on the ground. She’s attuned to the lived experiences of both participants and employers.
OCS has proudly supported over 170 people into work since we began our partnership with Shaw Trust in 2021. These placements are transformations. And they are proof of what happens when businesses stop fishing in the same talent pools and start asking, “Why not?” instead of “Can we?”
Now, we’re taking a proactive approach to the “Connect to Work” initiative, which aligns perfectly with the work we’re already doing through our People into Work programme. In March, we hosted a roundtable with several of our employment partners to explore how we can approach the initiative in a way that delivers meaningful results and honours its purpose. It was a productive and insightful session. We’re staying closely connected to our partners, who will be trusted guides and informed co-pilots as we roll out the scheme across the business in the coming months and years.
Success will be the day we stop needing to have these conversations because inclusive hiring is simply how we work. When our managers don’t ask “can I recruit inclusively?” but instead say, “why wouldn’t I?”
Rethinking the Way We Hire
We’re already challenging the status quo. For some roles, is a CV really necessary? Could a video or a simple letter of intent tell us more about a person’s potential? Does an interview always need to be formal? What if we simply went for a walk, had a coffee, or observed someone in action instead?
I want to explore how certain tools can support neurodiverse candidates with social stories, helping prepare individuals for the hiring process visually and clearly, right down to who they’ll meet and where to park.
And we’re embedding inclusive recruitment training across our hiring teams so that everyone has the tools to spot talent in all its forms.
Supporting Careers Beyond Day One
Of course, it’s not just about getting someone into a job. It’s about what happens next.
We’re building clear career pathways, ensuring everyone, regardless of how they joined OCS, can see where their journey could take them. That includes meaningful access to learning platforms, apprenticeships, and leadership development programmes. We’re also workshopping tools like a pocket journal to help individuals reflect on their aspirations and speak meaningfully with their managers.
And because language should never be a barrier, we’re looking at ways technology can support multilingual communication—from training tools to workplace feedback apps.
What Success Looks Like
Success, for me, will be the day we stop needing to have these conversations because inclusive hiring is simply how we work. When our managers don’t ask “can I recruit inclusively?” but instead say, “why wouldn’t I?” That’s when we’ll know it’s embedded.
We still have work to do. But I’m proud of what we’ve already achieved and inspired by what’s to come. OCS is determined to be a force for good. Because when we help people back into work, we’re also restoring confidence, dignity, and opportunity.
And that changes lives.
