Accommodating Invisible Disabilities in the Workplace

18
Oct 2023
CPHR Alberta
149
A woman is sitting at a desk looking at a computer screen with a group of people on it.

Author : CPHR Alberta  

Canada is required by law to accommodate disabilities, and managers play an important role in fostering an inclusive workplace. They must show leadership in creating a respectful, diverse, and barrier-free working environment. By doing this, managers are “meeting the objectives of the Policy on People Management, the Directive on the Duty to Accommodate and the Accessible Canada Act and its Regulations.” 1 Visible disabilities are often easy to understand and accommodate. However, when dealing with invisible disabilities, it is often harder to understand and establish ways to accommodate. 

The first step in working towards creating an inclusive work environment for those with invisible disabilities is understanding what they are and how they can impact your employee's workflow. 

What are Invisible Disabilities 

Invisible disabilities are disabilities that are not immediately noticeable. As a society, we have become accustomed to pairing disability with noticeable physical features, behaviours, or assistive devices. 

An invisible disability is classified as a physical, mental, or neurological condition that is not visible from the outside yet can limit or challenge a person’s movements, senses, or activities. 2 Some of the most common invisible disabilities that Canadians live with are: 

Chronic Pain

Nearly 8 million Canadians live with chronic pain. Chronic pain is now recognized as a disease and not just a symptom of something else. 3 It can be the result of an injury, digestive disorders, back issues, bone disease, endometriosis, autoimmune disorders (such as fibromyalgia) and more. 

Chronic Fatigue 

Chronic Fatigue may be a disorder itself or a symptom of another disability, and this disability refers to when an individual is constantly tired, mentally foggy, or drained. It is extremely debilitating and can affect every aspect of this individual's life. 

Mental Health Conditions 

About 1 in 5 Canadians experience mental illness each year. 4 This includes disorders such as depression, anxiety, bipolar disorder, post-traumatic stress disorder (PTSD) and more. 

Learning Disabilities 

Dyslexia, ADHD and other learning disabilities can affect an employee's ability to process information or stay focused. 

This by no means is a complete list of invisible disabilities but just examples of some common ones that are experienced by Canadians. For more information on what other invisible disabilities individuals live with, please visit this website. 

How Invisible Disabilities can show up in the workplace

Learning can be difficult, along with remembering, concentrating, and retaining information – specifically for those with learning/concentration disabilities. Performance can be affected by absences, errors, tardiness, and time needed to complete tasks. Communication can be difficult, along with regulating emotions during stressful times. Relationships with co-workers can also be difficult through increased conflict, difficulty engaging in meetings, increased irritability, and a desire to avoid social settings. With this in mind, we can establish what employees may need to create comfortable working environments. 

How to Foster an Inclusive Work Environment for Those with Invisible Disabilities 

Consider Vocabulary, Education and Awareness 

An important factor when considering inclusion is our vocabulary. Canadian Equality Consulting has a fantastic article about Invisible Disabilities in the Workplace where they write, “From my research, I’ve found the stigma attached to the condition ADHD is very real, and even prior to my diagnosis, I had many people question whether I had ADHD due to my unconventional approach to projects, only to hear the statement retracted by a statement like “never mind, you’re too smart to have ADHD.” … It’s these types of off-hand comments that can be incredibly damaging to individuals with invisible disabilities. It not only perpetuates the myth that neurotypical conditions or invisible disabilities are associated with intelligence or personality, but also prevents those individuals from seeking out the help they need.” 

We must consider our vocabulary and statements regarding this, as there could very well be individuals within your organization who have chosen not to disclose their disability for fear of the stigma they may face. Therefore, we must create a safe space for employees, and we can start by getting rid of such statements. For more information on how to make a safe environment for employees to disclose their disabilities, head over to this article written by Laurie Henneborn for the Harvard Business Review, outlining 5 steps you can take to achieve a safe environment within your workplace. 

Create an environment where all employees understand invisible disabilities better. This can be done through training programs, workshops, and open discussions. Through this, employees can work together to establish the best communication techniques, schedules for projects and so on by ensuring that all employees understand the needs of those with invisible disabilities. 

Flexible Work Arrangements and Support 

Offering flexible work hours or hybrid work for those with invisible disabilities can allow them to manage their conditions appropriately while reducing their anxiety and stress over potentially missing work. Opening up this discussion will allow you to better understand what those individuals go through along with their needs within the workplace. 

Ensure employees have professional help if needed through their benefits packages, flex days, sick time, and any applicable leaves. Consider allowing employees to book appointments during work hours, with the ability to make up those hours. 

There is no “one size fits all” approach when it comes to invisible disabilities, that is why it is important to ensure that you check in on your employees and continuously learn what you and your organization can do to allow those employees to feel comfortable and prepared to perform their best. 

1  Government of Canada, "Duty to Accommodate: A General Process for Managers." from  https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/working-government-canada-duty-accommodate-right-non-discrimination/duty-accommodate-general-process-managers.html

2 Disabled World. "Invisible Disabilities: List and General Information" from  https://www.disabled-world.com/disability/types/invisible/

3 Government of Canada, "Chronic Pain" from  https://www.canada.ca/en/public-health/services/diseases/chronic-pain.html

4  Canadian Institute for Health Information. "Canadians short on access to care for mental health and substance use" from  https://www.cihi.ca/en/taking-the-pulse-a-snapshot-of-canadian-health-care-2023/canadians-short-on-access-to-care-for#:~:text=August%202%2C%202023%20%E2%80%94%20About%201,hit%20by%20lack%20of%20services

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
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