Impact Experts QT: Jane Hatton

This week, Impact Experts QT features Jane Hatton, a trailblazer in disability inclusion and the founder of Evenbreak – the only global disability job board run by and for disabled people. With an unwavering passion for leveling the playing field, Jane and her team connect talented disabled candidates with inclusive employers, ranging from global giants like Apple, Microsoft, and Coca-Cola to smaller social enterprises.

Jane’s expertise doesn’t stop at creating employment opportunities. She’s also a brilliant author, with books like A Dozen Brilliant Reasons to Employ Disabled People, offering practical insights for organisations ready to embrace inclusion. Her work has redefined the narrative around disability in the workplace, proving that inclusive hiring isn’t just ethical – it’s smart business.

In this conversation, Jane shares her personal journey, the lessons she’s learned from breaking down barriers, and why she believes disability inclusion is a vital catalyst for innovation and equity in the workplace.

What drives you to champion disability inclusion, and how has that shaped your work or personal life?

I’ve worked in inclusion and diversity for much of my career, but everything shifted when I became disabled myself due to a spinal condition. Spending years with limited mobility and coming up against barriers I’d only ever heard about before was a real eye-opener. It wasn’t just frustrating – it was life-changing. That experience inspired me to start Evenbreak, a social enterprise focused on closing the disability employment gap. We connect disabled candidates with inclusive employers through an accessible job board and provide support to help both sides succeed.

For me, disability inclusion isn’t about sympathy or ticking boxes; it’s about recognising and valuing talent. Disabled people bring creativity, fresh perspectives, and resilience, but society often isn’t set up to let that talent shine. My mission is to change that. Some people still think of disability as a problem, but it’s not – the real issue isn’t disabled individuals but with the barriers society has put in place.

At the heart of my work is the hope that one day organisations like Evenbreak won’t need to exist because inclusion will be the norm. Until then, I’m driven by the belief that removing barriers unlocks potential – for individuals and for society as a whole.

What is the biggest impact at work lesson you are most proud of, and why?

The decision to employ only people with lived experience of disability at Evenbreak is, without a doubt, the thing I’m most proud of. It’s not about charity, CSR, or pity – it’s about talent. Our team reflects the candidates we support, bringing firsthand experience of the barriers disabled people face. That lived experience gives us credibility and authenticity, ensuring that everything we do is not only accessible but also truly impactful.

The benefits have been incredible. For instance, our neurodivergent colleagues constantly challenge conventional thinking, sparking innovation in ways we never anticipated. Their ability to think differently isn’t just a nice-to-have – it’s vital for driving creativity and staying ahead in our field. Our team also embodies intersectionality, with diverse perspectives that enrich our approach. For example, our head of employer engagement, who is blind and Muslim, has helped us navigate and educate others on cultural nuances, like the challenges of having a guide dog in his community.

I’ve learned so much from my teammates, far beyond my own experience of disability. They’ve helped shape Evenbreak into a global social enterprise that truly understands the 20–25% of the population who are disabled. Employing disabled people isn’t just about reflecting our customer base – it’s about tapping into a rich talent pool that fosters innovation, diversity of thought, and better outcomes for everyone. It’s proof that inclusion isn’t just the right thing to do – it’s the smart thing to do.

What brings you the most #WorkJoy?

It’s the moments when we see a candidate thriving in a role they thought was out of reach. I’ll never forget Jean, one of our first candidates in 2011, who told us, “Thank you, Evenbreak – you’ve saved my life.” She’d given up on work and, heartbreakingly, on herself, feeling like a burden. Through Evenbreak, she found not just a job but hope – an employer who truly valued her. Landing that job gave her purpose and confidence, transforming how she saw herself and how others saw her.

It’s not just about a paycheck. For people like Jean, it’s about being seen as capable and valued. The ripple effects are profound – individuals gain independence, and teams learn the immense value disabled people bring. Businesses also evolve. At first, they might hire disabled people for moral or CSR reasons, but they quickly see it’s so much more. Inclusion becomes a strategic advantage.

The joy for me lies in these shifts – when inclusion stops being a checkbox and becomes a driver of talent, transformation, and growth.

What or who inspires you in your work?

I’m inspired daily by my incredible colleagues and the amazing candidates we support. Their resilience and determination push me to do more.

I’ve also learned a lot from pioneers in other areas of equality. Herman Ousley, who chaired the Commission for Racial Equality in the ’90s, has been a major influence. He introduced initiatives like “Kick It Out” to tackle racism in football. His approach was revolutionary at the time because, instead of focusing on blame or pointing fingers, he emphasised working together to solve the problem. I remember hearing him speak about race and realising how much more effective it is to bring people with you than to alienate them. That stuck with me, and it’s shaped how I approach disability inclusion.

When it comes to disability, I don’t see it as an issue for disabled people alone – it’s something that affects society as a whole. Just like with race or gender equality, this is everyone’s problem to solve. The beauty of addressing accessibility for disabled people is that it ultimately benefits everyone. Take recruitment processes, for example. If we design them to remove barriers for disabled candidates, we’re also making them more inclusive for women, people of colour, LGBTQ+ individuals – everyone who’s ever faced discrimination. And it’s the same with physical spaces: adding things like lifts in buildings makes life easier for everyone, not just disabled people.

What inspires me is that getting this right isn’t about one group taking resources from another – it’s about making life easier, fairer, and better for everyone. When we build a truly inclusive society, we all win.

What misconceptions about disability do you think businesses need to overcome?

The narrative around disability is still too often one of pity, where disabled people are seen as burdens or extraordinary figures like Paralympians. The truth is, most disabled people fall somewhere in between – just ordinary people navigating extra barriers. And those barriers often become opportunities to develop exceptional skills.

For instance, disabled people are expert problem-solvers. We plan journeys with precision, considering details like accessible parking or whether lifts are working. We always have a plan B or C – just in case. This ability to adapt and overcome challenges adds unique value to the workplace. Disabled people bring not only diverse skills but also the resilience and determination that come from constantly navigating obstacles.

The message needs to change: it’s not about pity or lowering standards to include Disabled people. It’s about recognising the extra strengths and perspectives we bring. Businesses need to see us as driven and capable – often more so because we’re used to proving ourselves. I know that drive personally. I became disabled in my 40s, and it gave me something to prove – not because I wanted to, but because society made me feel I had to.

It’s vital to challenge misconceptions. For example, one candidate who was blind was asked in an interview if they needed the lift because they might struggle with stairs. They had to explain, “It’s my eyes that don’t work, not my legs.” Assumptions like these are limiting, and they reflect the biases businesses need to overcome.

If businesses could take one action towards disability inclusion, what would it be?

One powerful action businesses can take is to review every part of their recruitment process to identify and remove any disabling barriers. This isn’t just about making tweaks – it’s about a thorough and honest evaluation of every step, from how job descriptions are written to the interview process, ensuring that everyone has an equal opportunity.

And to make sure this is done right, I’d encourage businesses to involve people with lived experience of disability in the process – whether internally or through external expertise. It’s easy to assume what might work or what someone might need, but when you haven’t lived that experience, you can’t fully understand the challenges someone might face.

Rather than trying to guess what would be helpful, businesses should speak to disabled people directly. Everyone’s experience is different, so a range of voices is crucial. This could be as simple as asking a group of disabled people, “What are the main barriers you face, and how can we work together to remove them?”

When businesses involve disabled people at every stage, they create a more thoughtful, effective, and inclusive culture. It’s about working together to make workplaces accessible for everyone – and realising that disability isn’t a problem but part of the solution.

What excites you most about ActionAble 2025?

I’m thrilled to be part of ActionAble 2025 because it’s not just another event for discussing issues – it’s about action. This is about supporting organisations to assess what they’re doing and commit to real, tangible changes that improve inclusion and accessibility for disabled people. We already know the solutions; now it’s time to implement them.

I’m especially excited about the focus on accountability and leadership vulnerability. When leaders open up about their challenges, it creates a culture where others feel safe to do the same. That openness can transform workplaces, encouraging early intervention and building trust.

ActionAble 2025 is more than an event – it’s a movement to embed inclusion into every part of business. That’s what makes it so powerful.

What’s your hope for the next steps after this event?

A great result following this event would be to see disability inclusion at the core of all business conversations – not just in HR, but across all departments like finance, strategy, marketing, product design, and every other facet of business. Disability inclusion should become a business priority, not a side issue.

We don’t want organisations to reinvent the wheel – there are quick wins and long-term strategies they can implement right now, based on what’s worked elsewhere. We can offer practical advice, based on our experience, to help them navigate this important work more efficiently.

Finally, much like how the pandemic has redefined work – showing that flexibility, remote work, and job customisation can be successful – businesses should carry forward these new ways of thinking. We’ve proven that people can work from anywhere, at different times, and still be highly productive. Moving forward, businesses should embrace flexibility, focusing less on rigid structures and more on inclusive working models that benefit everyone, including those with disabilities.

 

What is your favourite quote?

The move from “Nothing about us, without us” to “Nothing without us”. Disabled people shouldn’t just be involved in decisions specifically around disability, but in all decisions.

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