Breaking Barriers: Employment Challenges for People with Protected Characteristics

In the UK, equal opportunity is protected by law. The Equality Act 2010 lists nine protected characteristics – including race, age, sex, disability, religion, sexual orientation, gender reassignment, pregnancy/maternity, and marriage/civil partnership. In reality, however, candidates who carry these characteristics continue to face disproportionate challenges in accessing and progressing within work.

The Reality in Numbers

• Race: Unemployment among ethnic minority groups is nearly double that of white workers. For example, Black workers face an unemployment rate of around 7.5% compared to 3.5% for white workers (ONS, 2023).

• Disability: The disability employment gap remains at about 29%, with only 53% of disabled people in work compared to 82% of non-disabled people (DWP, 2023).

• Age: Over-50s make up one-third of the UK workforce, yet are more likely to face redundancy and longer spells of unemployment. Only 54% of those aged 50–64 are in work compared with 72% of those 35–49.

• Gender: Women still earn less than men – the UK gender pay gap in 2023 was 14.3%, with mothers also more likely to experience stalled career progression due to caring responsibilities.

• LGBTQ+ workers: A Stonewall report found that 35% of LGBT staff hide their identity at work for fear of discrimination.

These numbers highlight systemic barriers that are not about skills or ambition, but about bias, structures, and culture.

What Candidates Can Do to Stand Out

While the responsibility for fairness lies with employers, candidates from underrepresented groups can strengthen their positioning by:

• Building strong networks: Opportunities often flow through connections. Seek mentors, allies, and inclusive networks that open doors.

• Showcasing resilience: Lived experience is a strength. Frame challenges you’ve overcome as evidence of adaptability, determination, and grit.

• Upskilling and visibility: Use free or subsidised training, attend industry events, and keep an up-to-date LinkedIn profile to stay visible in competitive markets.

• Highlight transferable skills: Many candidates undersell soft skills such as communication, problem-solving, and leadership under pressure – these are highly valued.

What Employers Can Do to Make Things Better

Employers have the power to change outcomes by embedding inclusive practices at every stage of the employee journey:

• Review recruitment processes: Audit job descriptions and adverts to remove biased language, and ensure diverse shortlists.

• Accessible hiring: Adjust assessments and interviews to support neurodivergent candidates and those with disabilities.

• Measure and report: Track recruitment, pay, and progression data across protected characteristics to hold the business accountable.

• Inclusive culture: Provide training to hiring managers, invest in employee networks, and ensure senior leadership models inclusive behaviour.

• Social value and impact: Recognise that inclusive hiring not only transforms lives but creates measurable economic and social value.

A Shared Responsibility

Breaking barriers in employment is not a one-sided effort. Candidates can prepare and present themselves with confidence, but it is employers who must open the doors and create pathways free of systemic barriers.

An inclusive workforce is not just a moral imperative – it is proven to drive innovation, profitability, and stronger teams. Together, we can make the workplace a fairer space, where no one is defined by their protected characteristic but by the value they bring.