Australia’s workforce is growing.
More jobs. More participation. More pressure to attract and retain staff.
But beneath that growth, a different story is becoming harder to ignore.
New data shows seven in 10 employers are discriminating against candidates living with a long-term illness, disability, mental illness or aged over 55. It cuts through the narrative of opportunity and exposes a system that still decides who gets to take part.
At a time when employers are warning of workforce shortages, a large portion of the population is still being filtered out before they even get through the door.
Australia added nearly 180,000 jobs over the past year, with more than 50,000 roles created in a single month.
On paper, that signals momentum.
In practice, it raises a more uncomfortable question. Who is this growth actually working for?
People living with disability, managing long-term health conditions, or ageing in the workforce continue to face barriers that have very little to do with their ability to do the job.
For many, the issue is not whether they can work.
It is whether workplaces are set up in a way that allows them to.
The impact is already playing out in real ways.
People who want to work are being overlooked. Others are pushed out or quietly left behind when workplaces don’t flex.
At the same time, pressure is building across the workforce. 46% of employees report burnout, and nearly as many say they are not performing at their usual level.
Workplaces are still built around a narrow idea of what a “good worker” looks like. Consistent. Fast. Always available. Able to adapt without friction.
That works for some people.
For others, especially those living with disability, managing long-term health conditions, or simply getting older, it creates a constant uphill battle.
“Workplace pressures can affect anyone, but they can be particularly overwhelming for people with ADHD,” says Dr Michelle Olaithe, Clinical Director at Clear Minds.
“When roles lack clarity, expectations constantly shift, or workloads become unmanageable, it directly impacts executive functioning — the very skills people with ADHD are already working hard to regulate. Without appropriate diagnosis, treatment and workplace adjustments, environments like these can quickly lead to burnout, underperformance, and job instability.”
It’s not just about one condition. It’s about environments that don’t leave room for difference.
Many of the adjustments that support people living with disability or health conditions are not complicated.
Clear communication. Structured expectations. Flexibility in how and where work is done.
“These are not complex or costly interventions but can be extremely impactful and, in many cases, improve clarity and outcomes for entire teams, not just neurodivergent staff.”
Yet they are still treated as exceptions rather than standard practice.
The result is a system that rewards sameness and quietly filters out anyone who doesn’t fit the mould.
This is not just a workforce issue.
The same people being excluded from employment are often:
When workplaces struggle to accommodate difference, it raises a bigger question about how those same systems respond when people need care.
Rigid processes, limited flexibility and one-size-fits-all approaches don’t just show up at work. They show up across the care sector too.
There are signs some organisations are starting to respond.
Clear Minds has released a Neurodiversity at Work Guide, designed for both employees and employers. It focuses on practical steps rather than theory, including how to navigate recruitment, onboarding and day-to-day work, as well as how to approach workplace adjustments in a way that supports performance, not just compliance.
It also outlines simple changes that can make a meaningful difference. Clear expectations, written instructions, structured feedback, and flexibility in how work is done.
With competition for talent intensifying, inclusion is increasingly being framed as a workforce strategy.
“With strong growth in full-time employment and businesses competing for skilled talent, inclusive practices are not just a wellbeing initiative, they are a workforce strategy,” says Sarah Richardson, CEO of Clear Minds.
But the data suggests many organisations are yet to act on that.
The contradiction is hard to ignore.
Australia says it needs more workers. At the same time, it continues to exclude the ones it already has.
