In the bustling marketplace of talent, there’s a quiet corner that often goes unnoticed. It’s a space filled with potential, brimming with talent, and ripe with opportunities. Yet, it remains largely unexplored. This is the realm of the ‘hidden workforce’ - a group of individuals who are ready and willing to contribute their skills but are often overlooked. Comprising of a range of people including retirees and neurodiverse individuals, this hidden workforce holds a wealth of untapped potential.
So, why is this important? In today’s competitive business landscape, diversity and innovation are not just buzzwords; they’re critical drivers of success. And this hidden workforce is a goldmine of both. By tapping into this resource, businesses can gain a competitive edge, fill skill gaps, and foster a culture of inclusivity and diversity.
The ‘hidden workforce’ is a term that encapsulates individuals who possess the skills and the willingness to work but are often sidelined in the job market. This group includes those who are unemployed or underemployed, individuals engaged in informal work, and those who are capable but face barriers to employment. The barriers could be due to caregiving responsibilities, disabilities, long-term illnesses, or past experiences such as military service or incarceration.
Traditional hiring processes can inadvertently overlook these individuals. However, by recognising and tapping into the potential of this ‘hidden workforce’, businesses can not only enhance their productivity but also foster a more inclusive and diverse work environment.
According to the ABS, in Australia, an estimated 30 to 40% of the population are neurodivergent, and 34% of Australia’s neurodiverse community are unemployed. This represents a significant portion of the population whose potential remains largely untapped.
Neurodivergent refers to individuals whose brain functions differently due to conditions like autism, ADHD, dyslexia, or OCD. These differences affect how the brain processes information. The term is non-medical and is used to describe people whose thought, or behaviour patterns differ from the majority, but are still within the normal human range. Neurodivergent individuals may have unique strengths and challenges compared to those without these differences. The term was coined to acknowledge that everyone’s brain develops uniquely, much like fingerprints. Therefore, there’s no single “normal” for how the human brain works. The term for people who aren’t neurodivergent is “neurotypical”.
Neurodivergent individuals might need some adjustments to work to the best of their abilities but can also possess exceptional abilities in specific areas such as pattern recognition, memory, or attention to detail.
Retirees represent a significant proportion of the population and are a valuable yet often overlooked talent pool. According to the ABS, in the 2022-23 financial year, there were 4.2 million retirees in Australia with a surprisingly low average age of retirement of 56.9 years. This brings an exciting opportunity for organisations as this category of the hidden workforce bring a wealth of experience, wisdom, and skills honed over years of service in various industries. Their strong work ethic, commitment to quality, and understanding of workplace dynamics can be a significant asset to any team.
Furthermore, retirees often have flexible schedules and are open to part-time or project-based work, providing employers with a versatile workforce solution. By hiring retirees, companies not only benefit from their expertise but also demonstrate a commitment to inclusivity and diversity in the workplace. It’s a strategic move that can enhance a company’s reputation and contribute to its success.
In the pursuit of tapping into the ‘hidden workforce’, it’s crucial for employers to be mindful of Industrial Relations laws. Retirees and neurodivergent individuals are just two elements of this untapped opportunity but there are many others being overlooked. The Fair Work Act 2009 and anti-discrimination legislation ensures protection against unlawful workplace discrimination, promoting equal opportunity for everyone. Employers must ensure that their recruitment and employment practices do not discriminate on the basis of age, disability, race, sex, intersex status, gender identity and sexual orientation. By adhering to these laws, businesses can create a fair and inclusive workplace, while also unlocking the potential of the ‘hidden workforce’.
Furthermore, employers are encouraged to consider the role that unconscious bias plays in recruitment to ensure that they are not inadvertently discriminating against applicants. Remember, diversity and inclusion are not just about doing what’s right - they’re also about doing what’s smart for your business.
By implementing these tips, employers can tap into the ‘hidden workforce’ and create a more inclusive and diverse workplace.
In a candidate-short market, the ‘hidden workforce’ can provide a wealth of untapped talent that can greatly benefit employers. Here’s how:
By recognising and harnessing the potential of the hidden workforce, employers can not only address talent shortages but also gain a competitive edge in today’s diverse and dynamic business environment.
The hidden workforce is a treasure trove of talent waiting to be discovered. From retirees with their wealth of experience to neurodivergent individuals with their unique perspectives, there is a vast pool of talent that can drive innovation and growth within businesses. By fostering an inclusive and diverse work environment, employers can unlock this hidden potential and pave the way for a more dynamic and productive workforce.
It’s time to challenge preconceptions, broaden hiring practices, and embrace the richness of talent that is ready and able to add value. The future of work is inclusive, diverse, and full of untapped potential. Perhaps the talent you have been looking for is closer than you think.
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Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
