“Our industry has changed so much in recent years; becoming more global, more branded, playing an ever-more important part in people’s lives, but one area which has seen the most innovation is in the use of technology,” says Robert Holland, managing director, UK & Ireland, HotelPartner Revenue Management. “We are seeing this across hotel operations; improving service and making properties more profitable, but one area we haven’t considered enough is how it can open the sector up to a more diverse workforce.

“Hotels are one of the few industries where you can enter at the ground floor and reach the very top of an organisation. Former IHG CEO Keith Barr’s first job was a chef, back when he was still in high school. As a sector we are proud of our accessibility, but now it’s time to see who else we can welcome and help prosper.”

This shift matters, because while hospitality has often celebrated itself as a sector with no barriers to entry, many disabled people have never seen the industry as a viable career path. The perception that hospitality requires constant physical movement, front-facing interaction, or long hours in bustling environments has dominated. But the reality of disability is often misunderstood: only 9% of disabled people use a wheelchair, and the broad range of roles in hospitality offers potential flexibility.

Holland added: “We may not have been considered a career possibility before by someone who has a physical disability, but the ability to work remotely is now an option. If we really turn our minds to it… we can offer rewarding work to people who not only have diverse physical needs, but mental ones too.”

For many disabled candidates, the greatest barrier isn’t the work, it’s the application process. Richmal Maybank, founder of Seats At The Table, bridges the gap between employers and neurodivergent talent and improves customer service experiences through neuroinclusive design. She noted that only 29% of autistic adults are in employment, despite a strong desire from many to work.

“I’ve worked with lots of autistic people who would really love to work and who would be lovely colleagues,” she said. “But around 67% of employers don’t know where to go to achieve this. They also worry about getting it wrong.

Employers can be reassured that the steps needed to increase accessibility are often simple and inexpensive. Maybank recommended practical adjustments such as sharing interview questions in advance, offering work trials, providing visual information and assigning a buddy during onboarding.

She said: “The reality is a lot of the adjustments don’t cost lots of money and they benefit all of your staff. Training your staff to understand neuroinclusion not only expands the pool of people you can hire from, it helps you relate to your guests, some of whom are reluctant to visit.”

The economic case is equally compelling. Households that include a disabled person have a combined spending power of around £446 billion in the UK and $18 trillion globally, yet many businesses still overlook accessibility as a strategic priority.

“There’s such a huge opportunity being missed,” Maybank added. “Customers react well to being in venues which are employing people with learning disabilities, they recognise that those businesses care about people.”

For organisations such as The Crumbs Project, which supports adults with learning disabilities and additional needs to gain hospitality skills, the sector is ripe to welcome a more diverse community. 

Ursula Boardman, head of centre, said: “Hospitality covers such a varied range of career choices; from maintenance to laundry to cooking to customer service to back office, and, because of the diverse individuals that are now going out into the workplace and being more accepted, there are an ever-growing number of opportunities.

“The array of skill sets are being recognised so that people, no matter what their background, whatever their education, whatever they’ve been disadvantaged in, have these chances to participate in the workplace. It’s more about the skills that people with mixed abilities have, especially soft skills.”

Many organisations already employ team members who have hidden disabilities or who support disabled family members. Opening up conversations is often the first step.

“If you’re in a leadership position and you are openly saying that you want to be more inclusive, your employees will support that and come forward,” Boardman said. Peer support can offer practical ideas, while external frameworks such as the government’s Disability Confident scheme can guide employers who are unsure where to start.

She emphasised that hesitation is typically rooted in unfamiliarity rather than unwillingness. “Often it is fear of the unknown which is stopping them. Look for places where you can get support, do your research, ask around locally… people are always happy to share their experiences.”

With labour shortages showing no signs of easing, hospitality’s future competitiveness may hinge on how effectively it opens its doors to disabled talent. But the industry’s leaders are clear: this isn’t just about filling jobs, it’s about building workplaces that reflect the full diversity of society and where everyone has the chance to thrive.

Maybank concluded: “Your team can learn a lot from working with somebody who thinks differently. I’ve worked with lots of autistic people and often a problem will be approached from a direction that I would never have thought of before. And I think that’s amazing.”

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