Despite the increased emphasis on ‘employer engagement’ to take advantage of demand-side active labour market policies, little attention has been paid to managers. In this paper, we examine the micro-practices of engaged managers in including jobseekers from disadvantaged groups. Through a qualitative study of managers, jobseekers and other stakeholders in twenty-one companies with a history of employing disadvantaged jobseekers, we identify three broad types of engagement by managers: vacancy-oriented, ability-oriented, and growth-oriented. The types of engagement involve crucial differences in motivation, caring and accommodation on the part of the employing managers. Our findings highlight the multi-facetedness of employer engagement when examined from the perspective of managers and propose ‘inclusive leadership’ as a useful lens to understand engaged employers.