All disabled people have the right to work on an equal basis with others, with equal pay, safe working conditions, and protection from harassment. This page centers disabled people's expertise to help employers and HR professionals build genuinely inclusive workplaces that go beyond minimum legal compliance.
Disabled people are significantly underrepresented in the workforce—not because they can't work, but because of hiring discrimination, inaccessible workplaces, and failure to provide accommodations. An estimated 30% of college-educated professionals have a disability, but only 3.2% disclose to employers. This gap represents both injustice and lost talent.
Research consistently shows that companies with strong disability inclusion outperform peers. Employees who disclose disabilities are 30% more engaged. Accommodations benefit entire workforces. The business case is clear—but more importantly, disabled people deserve equal access to employment.
Under the ADA, employers must engage in an "interactive process" with employees who request accommodations. This isn't a one-time conversation—it's an ongoing dialogue to identify effective accommodations.
Best practice transforms accommodation requests from adversarial compliance exercises into genuine problem-solving. Instead of asking "What limitations do you have?" ask "What do you need to succeed?"
The Job Accommodation Network (JAN) emphasizes that 58% of accommodations cost nothing, and most others cost around $500. Accommodations are investments, not burdens.
Create clear, accessible request processes. Employees shouldn't need to navigate bureaucracy or use legal language. Make it easy to ask.
Respond promptly. Delays in accommodation harm employees and increase legal risk.
Engage in genuine dialogue. Don't make unilateral decisions—collaborate with the employee to identify what works.
Consider temporary or trial accommodations while exploring permanent solutions. Don't let perfect be the enemy of good.
Establish centralized accommodation funds so individual managers aren't disincentivized from hiring disabled employees.
Document all interactive process steps to demonstrate good faith.
Check in regularly to assess whether accommodations remain effective.
Focus on essential functions only. Don't include unnecessary physical requirements or qualifications that screen out disabled candidates.
State commitment to disability inclusion explicitly. "We provide accommodations for applicants with disabilities upon request."
Ensure platforms are accessible. Application systems must work with screen readers and other assistive technology.
Reconsider "must have reliable transportation"—this can exclude people who can't drive but can reliably get to work other ways.
Question degree requirements. Are they truly necessary, or are they proxies for skills that could be demonstrated otherwise?
Proactively offer accommodations to all candidates rather than waiting for requests. Include accommodation information in all interview scheduling communications.
Ensure interview locations are accessible—and verify, don't assume.
Offer multiple interview formats. Video interviews help some disabled candidates; they create barriers for others. Ask preferences.
Train interviewers on legal requirements and bias. Interviewers cannot ask about disabilities but must respond appropriately if candidates disclose.
Use structured interviews with standardized questions to reduce bias.
Extended interview processes may help neurodiverse candidates who struggle with traditional interview formats. Microsoft's Inclusive Hiring Program uses multi-day processes with real work tasks rather than high-pressure interviews.
Skills-based hiring uses work samples to assess ability rather than relying on credentials that may screen out disabled candidates.
Partner with disability organizations, Vocational Rehabilitation agencies, and disability-focused job boards to expand candidate pipelines.
Include disabled people on hiring panels.
Many disabled employees don't disclose because they fear discrimination, stigma, or career consequences. Creating an environment where disclosure is safe benefits everyone:
Include disability visibly in DEI initiatives. Employee resource groups, disability awareness events, and leadership commitment signal safety.
Train managers on appropriate responses to disclosure—confidentiality, accommodation processes, and not treating disability as a problem.
Explain benefits clearly. Employees may not know what support is available if they disclose.
Protect privacy rigorously. Breach of confidentiality destroys trust for everyone, not just the affected employee.
Celebrate disability identity rather than treating it as something unfortunate to accommodate.
Disclosure must remain voluntary except when specific accommodations are needed. Never pressure employees to disclose, and don't speculate about undisclosed disabilities.
Legal compliance is the floor, not the ceiling. Genuine inclusion means:
Disability is visible and valued in company culture—not hidden or stigmatized.
Accommodations are normalized. Everyone's workspace is configured to their needs; disabled employees' accommodations aren't seen as special treatment.
Disabled employees are included in social events, professional development, and advancement opportunities.
Ableism is addressed like other forms of discrimination.
Leadership includes disabled people and demonstrates commitment to inclusion.
Ableism shows up in:
Address ableism through training, clear policies, and accountability when violations occur.
Meetings: Ask about accessibility needs when scheduling. Provide captioning. Allow camera-off participation. Share materials in advance.
Events: Plan accessibility from the start—venue, food restrictions, communication access, quiet spaces.
Communications: Use accessible document formats. Caption videos. Write clear, plain-language emails.
Software and tools: Evaluate accessibility before purchasing. Include disabled employees in evaluation.
Remote work options drove a 30%+ increase in labor force participation among disabled workers post-pandemic. Disabled employees had been requesting work-from-home accommodations for years—and being told it was impossible. COVID proved it was possible all along.
Remote work benefits many disabled employees by:
Offer flexible work to all employees when possible—this reduces disclosure burden for disabled employees who need it.
Ensure digital platforms are accessible. Video conferencing, project management tools, and communication platforms must work with assistive technology.
Don't assume disabled employees can't or shouldn't attend in-person events—ask about preferences.
Provide equipment for accessible home offices—ergonomic furniture, assistive technology, proper lighting.
Maintain inclusion of remote workers in culture, communication, and advancement opportunities.
The EEOC recognizes telework as a reasonable accommodation in many circumstances. Blanket denials of remote work accommodation requests are legally risky.
Disabled employees remain underrepresented in leadership positions. They often believe—correctly—that they lack equal advancement opportunities. This isn't about disabled employees' ambition or capability; it's about barriers and bias.
Structured mentorship programs pairing disabled employees with senior leaders.
Inclusion in leadership development tracks from early career stages.
Assignment of high-visibility projects that build advancement credentials.
Standardized promotion criteria applied consistently across all employees.
Sponsorship, not just mentorship—leaders who actively advocate for disabled employees' advancement.
Examine your data: Are disabled employees advancing at the same rate as non-disabled peers? If not, investigate why.
Google's Disability Leadership Initiative specifically develops disabled employees for leadership roles. Disability:IN's Disability Equality Index benchmarks corporate disability inclusion including advancement.
Check in regularly with disabled employees about their experience—not just accommodation effectiveness, but inclusion more broadly.
Respond promptly to concerns before they become reasons to leave.
Provide flexibility for medical appointments, fluctuating conditions, and disability-related needs.
Ensure workload is sustainable. Disabled employees may face additional barriers that increase effort required.
Create belonging through employee resource groups, visible leadership commitment, and inclusive culture.
Exit interviews should explore whether disability-related factors contributed to departure.
Employees may need leave for:
Leave may be covered under FMLA (if eligible) or required as a reasonable accommodation under the ADA. Blanket leave policies that don't account for disability needs may violate disability law.
Health insurance should cover disability-related care without discrimination.
Disability insurance (short-term and long-term) should be available.
EAP programs should include disability-competent counselors.
Wellness programs should be accessible and not penalize employees who can't participate in certain activities.
Flexible spending accounts can help with disability-related expenses.
JAN provides free, expert guidance on workplace accommodations. Their Workplace Accommodation Toolkit includes:
Website: askjan.org
EARN provides resources for disability inclusion in the workplace:
Website: askearn.org
Disability:IN offers the Disability Equality Index, a benchmarking tool for corporate disability inclusion, plus resources and best practices.
Website: disabilityin.org
State VR agencies can help with:
Equality Act 2010 requires reasonable adjustments and prohibits discrimination. Access to Work programme funds workplace supports including assistive technology, support workers, mental health support, travel assistance, and communication support—covering 80-100% of approved costs.
Canadian Human Rights Act prohibits discrimination. Provincial human rights codes add protections. Duty to accommodate to the point of undue hardship.
Disability Discrimination Act 1992 requires reasonable adjustments. JobAccess provides accommodation support and the Employment Assistance Fund helps with workplace modifications.
EU Employment Equality Directive requires reasonable accommodation. Implementation varies by member state.
Article 27 establishes the right to work on an equal basis, with reasonable accommodation, equal pay, and safe working conditions. Ratified by 186 countries.
| Instead of... | Try... |
|---|---|
| Asking about disabilities before job offers | Asking about ability to perform essential functions |
| Requiring extensive documentation before dialogue | Engaging in interactive process promptly |
| Making accommodation decisions unilaterally | Collaborating with employees on solutions |
| Assuming limitations based on diagnosis | Asking what employees need to succeed |
| Treating accommodations as special favors | Normalizing accommodation as standard practice |
| Penalizing disabled employees for leave | Understanding leave as accommodation |
| Excluding from advancement opportunities | Actively developing disabled employees for leadership |
| Waiting for employees to ask for accessibility | Building accessibility into everything |
Many states have additional protections with broader coverage than federal law.
Essential functions: Fundamental job duties, not marginal tasks
Reasonable accommodation: Modifications enabling qualified individuals to perform essential functions
Undue hardship: Significant difficulty or expense (rarely applies—most accommodations cost little or nothing)
Interactive process: Good-faith dialogue to identify accommodations
This page centers disabled people's expertise and is informed by disabled-led organizing globally. For questions or to suggest additions, see How to Contribute.