An inclusive workplace has been described in many different ways (HUD has attempted to define it) but common to all definitions is the vision of a work environment where people with all varieties of differences, including disabilities, feel secure and recognized for the unique skills and value they bring to the job. It is axiomatic that developing such an environment requires an employer's understanding of the nature and extent of employee disabilities in its workplace. Unfortunately, only a relatively small percentage of people with disabilities readily make this disclosure.
A 2017 report by Coqual, formerly the Center for Talent Innovation, a think tank and advisory group working for the advancement of underrepresented groups, found that among college-educated employees in white-collar work environments, 30% of those employees worked with some form of disability. Surprisingly, however, only about 3.2% of these employees chose to disclose their disabilities to their respective employers. If this finding is even partially consistent across the board, employers shouldn’t be shocked to learn that over 25% of their employees have a disability even though the employers are not privy to the fact.
Both employer and employee have quite a bit to gain by increasing the frequency of disability disclosures. It is therefore important to understand the reasons why people with disabilities seemingly choose so frequently not to disclose. With a better understanding of the phenomenon, employers can take specific steps to improve the situation.
Improving the disability disclosure rate can lead to significant improvement in every area of an organization starting with recruitment and hiring and ultimately impacting bottom-line financial results. These improvements include:
The decision to disclose or not to disclose a disability is of course a very personal one. As a result, it is difficult to draw definitive conclusions about the general reasons people with disabilities make these decisions. Nevertheless, a number of common factors that typically influence these decisions have been identified.
Many disabilities are not readily apparent or apparent at all. Whether real or perceived, it is clear that many people with invisible disabilities are concerned with potential stigma. For example, disabilities involving neurological conditions, mental illness or addiction, may, in the mind of an impacted employee, raise a risk that discrimination could be more significant with disclosure than without. It often seems easier for people with invisible disabilities to simply remain silent.
People with disabilities which are externally apparent may still choose not to disclose the full extent of a disability in order to hide its true nature. For example, a slight shakiness may be the result of Parkinson’s or other neurologist conditions. Limited mobility could be caused by an underlying condition or a prosthetic. The employee may understandably prefer to simply deal with the outwardly visible issues and not disclose a deeper condition.
Encouraging more disability disclosure can be a complex process and needs careful thought and patience. Some strategies include:
Encouraging and expanding the number of people with disabilities who fully disclose to employers is a win-win strategy that can reap significant rewards for both employer and employee. Employees who are accepted and valued for who they really are, are in turn much more comfortable requesting accommodations. These employees are understandably more engaged and productive at their jobs.
Companies that successfully engage in this effort will recognize a growing momentum towards inclusiveness. Eventually, a tipping point can be reached as more and more people with disabilities come forward and disclose. What is achieved is a better workplace and a successful organization for everyone.