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.



2025 Year-End Message - Geordie MacPherson

By Jessica Jaithoo • December 17, 2025
As we close out 2025, I’m feeling genuinely proud of what CPHR Alberta has accomplished this year, and grateful for the members, volunteers, partners, and staff who made it possible. Together, we’ve continued to strengthen the value of the CPHR designation, expanded professional development opportunities, and deepened relationships with government, post-secondary institutions, and business leaders. This year also brought some milestones worth celebrating. We’re ending 2025 in a financially stable position, and our membership grew by 7% , which is a nice reminder that the HR community is thriving, and that we are still the kind of people others willingly choose to join. One of the most important pieces of work this year was launching our 2026–2028 Strategic Plan. This roadmap was shaped by member input, market research, and alignment with CPHR Canada’s national priorities. It’s the product of a truly collaborative process led by our Board and operations team, forward-looking, grounded in data, and practical in how it positions us for what’s next. At its core, the plan strengthens the HR profession and supports the people who drive it, reinforcing our commitment to a resilient and inclusive HR community. I encourage you to read it and see where we’re headed. View the Strategic Plan here. Our pursuit of self-regulation remains a priority, and our advocacy efforts this year continued to deepen relationships with government and position HR as a trusted profession. We’re making progress, ensuring HR’s voice is present in key policy conversations and recognized where it matters most. If nothing else, we are getting very good at showing up, staying thoughtful, and keeping the conversation moving forward. To build on this momentum, we’re currently recruiting two Chartered Members and up to one Public Members to join our Board. We’re looking for candidates with prior governance experience and strengths in areas such as strategic business leadership, financial management, legal expertise, or IDEA. It’s also important to us to have meaningful geographic representation from outside Calgary and Edmonton, because Alberta is bigger than two postal codes, and our Board should reflect that. You can learn more about the process and requirements through our blog , and I’d encourage you to apply or share the opportunity with someone who’d be a great fit. Applications close January 9, 2026. Chartered and Retired Members: Apply through your member portal Public Members: Contact Heather McMaster at hmcmaster@cphrab.ca for application details As the holiday season approaches, I hope you find time to rest, recharge, and take a moment to acknowledge what you’ve contributed this year, professionally and personally. Thank you for everything you do to advance the HR profession. I’m confident that, together, we’ll continue building something even stronger in 2026. And if your out-of-office message is already drafted, I respect the efficiency. Geordie MacPherson, CEC, CPHR, SHRM-SCP Chair, Board of Directors, CPHR Alberta

2025 Year-End Message - Ioana Giurca

By Jessica Jaithoo • December 17, 2025
As we close out 2025, I am proud to reflect on the incredible work our association has accomplished this year. With the support of CPHR Canada, we continue to strengthen a national network of over 33,000 HR practitioners and professionals, including more than 7,300 in Alberta. Our collaboration with provincial counterparts, post-secondary institutions, local chambers, and government partners remains central to promoting the value of hiring a designated professional and advancing consistent standards across Canada. This year, CPHR Alberta grew by 7%, with the majority of new members coming from students and emerging HR professionals—the future of our profession. Thank you to all our members for the work you do every day to elevate the profession. Operationally, 2025 was a year of engagement and impact. We hosted 76 events across Alberta, the Northwest Territories, and Nunavut, welcoming over 6,300 attendees to workshops, roundtables, webinars, and community sessions. Complimentary events played a key role in sustaining access to learning and connection for our members. Our Annual Conference was a highlight, bringing together a sold-out audience, a fully booked exhibitor space, and earning strong satisfaction ratings with 77% of attendees rating their experience positively. Thoughtful planning is already underway for our 2026 Conference on June 2 and 3 at the BMO Centre in Calgary, where expanded attendee capacity, increased exhibitor space, and enhanced programming will elevate the experience for HR professionals across our jurisdiction. Through our marketing campaign, we focused on raising awareness of the strategic value a CPHR brings to organizations. The results speak for themselves with 10% of new members joined after seeing our campaign, and website traffic increased by 17%, averaging over 55,000 views per month. In 2025, CPHR Alberta navigated Ministry changes, new mandate letters, and changes to professional governance. The Professional Governance Act (PGA) was introduced in the Spring of 2025 and received royal assent in May. This was a long-awaited and important step forward. CPHR Alberta operations and the Board are at work reviewing the legislation and anticipating the incoming regulations. We have continued our focus in broader advocacy and engagement to promote the profession as a leading voice, valued partner and knowledge expert. Throughout the year, we deepened our existing relationships, built new ones, and partnered on impactful projects at various levels of government and with community partners. We look forward to continuing to highlight the significance and impact of the profession within our organizations and communities throughout 2026. Looking ahead, we are excited to implement our 2026–2028 Strategic Plan , continue rolling out our new member recognition program, and shine a spotlight on our incredible HR community at our Member Recognition Gala in April. We will also advance our work toward self-regulation, ensuring the HR profession is recognized and trusted for its impact on organizations and communities. I want to thank our incredible team at CPHR Alberta and the many volunteers who make our work possible. Your dedication ensures we deliver value to our members and advance the HR profession every day. Thank you also to our Board of Directors for their guidance and leadership throughout the year.  As the holiday season approaches, I wish you joy, rest, and time to celebrate your accomplishments. Together, we are shaping the future of HR—and I look forward to all we will achieve in 2026. Ioana Giurca, CEO, CPHR Alberta

An Update from your Board of Directors – November 2025

By Jessica Jaithoo • December 4, 2025
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready.  Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
MORE NEWS