The Truth About Disclosure

The Research

Recent studies show many UK employees remain reluctant to disclose ethnicity and disability data to employers, especially if they’ve experienced bias or don’t trust what the data will be used for. According to a CIPD report cited by Personnel Today (Jan 2025), “just 40% of large organisations currently track ethnicity pay gaps, and only 27% monitor disability pay gaps.” The same article notes that disclosure rates for disability lag far behind those for gender or ethnicity, particularly for non-visible conditions.

The social housing provider Vivid adds, “There’s a nervousness that sharing a disability might affect progression or recruitment decisions.” (Personnel Today, Jan 2025)

These fears are not unfounded. A 2024 study led by Cardiff University found that disabled applicants were significantly less likely to be invited to interview. “Applicants who disclosed a disability had a 15% lower callback rate compared to non-disabled applicants. This rose to 21% for less skilled roles.” (Cardiff University News, Oct 2024)

Similarly, a 2025 study on hiring algorithms by University of Oxford researchers found: “Candidates who disclosed a disability, or chose not to disclose, were systematically less likely to be rated favourably by AI recruitment tools.” This pattern of distrust in both human and algorithmic systems reinforces a key message: disclosure hesitancy isn’t about sensitivity; it’s about lived experience.

The Context

Perhaps as early as 2026, the UK Government is expected to introduce mandatory ethnicity and disability pay gap reporting for organisations with over 250 employees. These new requirements will likely echo the gender pay gap model; however, employers shouldn’t assume a copy-and-paste approach will work.

Unlike gender, disability and ethnicity are not always visible. Disclosure requires trust. If the process feels like a tick-box exercise, or if employees don’t believe the data will lead to meaningful change, they won’t share it. This is particularly true for people with hidden disabilities, or those from marginalised ethnic backgrounds who may have experienced past harm at work.

Meaningful data collection starts with meaningful relationships. Employers must create psychologically safe environments, communicate clearly why the data is needed, and show how it will be used to drive progress, not punishment.

How is this relevant to the workplace?

Before rushing to prepare for future reporting obligations, take a good look at the data you already have. What story is it telling? Is the data incomplete or non-existent? That in itself tells you something. Where there are gaps, don’t just plug them with another survey. Ask why the data isn’t there. Is it fear? Apathy? Confusion?

Review your onboarding, internal comms, and leadership messaging. Are you being transparent about how data is used? Are you celebrating progress, or just collecting stats? Engage with employee voice groups and create opportunities for people to share their concerns and stories. Better still, involve them in shaping your data collection approach.

Disability and ethnicity pay gap reporting is coming. But even more importantly, your people are watching.

Will your data collection build trust or break it?