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.



A Strategic Guide to Organization Restructuring, Part 1

By Jessica Jaithoo • September 29, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps.  Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.

The Halo Effect at Work: When First Impressions Cloud Fair Judgment

By Jessica Jaithoo • August 26, 2025
Author : Veronica Flores, CPHR, Wood Buffalo Chapter In the fast-paced world of HR, we often talk about unconscious bias, diversity, and inclusion. But one subtle form of bias that continues to shape workplace dynamics, often without us realizing it, is the halo effect . The halo effect, as outlined in Canadian Organizational Behaviour by McShane, Steen, and Tasa, is a perceptual bias where our overall impression of someone, often shaped by a single trait, influences how we judge their other qualities. I experienced the halo effect in a way that has stayed with me ever since. As someone who immigrated to Canada from a vibrant Latino community, I brought with me not only my culture and language but also a strong set of personal values: dedication to excellence, deep respect for others, and a belief in the power of organization and continuous improvement. Over the years, I've built a life in Canada and grown professionally. One thing my colleagues quickly noticed? I’m extremely organized—my files are color-coded, I like to automate tasks and improve processes, and I genuinely believe that a tidy environment leads to a clear mind. But one day, that very strength—my love for order—became the only lens through which someone saw me, and not in the way I expected. Our team was switching workstations, and I noticed a new coworker, someone from a different cultural background, standing near their new desk, not quite settling in. I casually asked if they had moved in yet, and they replied, “I’m just waiting for you to clean it first.”  At first, I laughed, thinking it was a joke. But their expression stayed serious. That’s when it hit me: they had assumed I was there to clean their desk. Why? Because I’m Latina? Because I’m tidy? Because I was organizing my own space? I simply showed them where the cleaning supplies were and walked away. But the moment stayed with me, not just because it was uncomfortable, but because it revealed something deeper about how we perceive each other at work. Later, I opened up to another coworker about what had happened. She shared a story of her own: because she is from China, a colleague once asked her to perform acupuncture or massage their neck, assuming she must know traditional Chinese medicine. She was just as stunned as I had been. These assumptions weren’t rooted in malice, but they were rooted in stereotypes. And they show how the halo effect, when combined with cultural bias, can lead to reductive and even offensive conclusions. The Hidden Cost of Snap Judgments The halo effect doesn’t always manifest in such overt ways. Sometimes, it’s as subtle as assuming a soft-spoken employee lacks leadership potential or that someone who struggles with English isn’t as intelligent. These assumptions can influence hiring decisions, performance evaluations, and even day-to-day interactions. For HR professionals, the implications are significant. When we allow the halo effect to guide our perceptions, we risk reinforcing stereotypes and limiting opportunities for others. Worse, we may unknowingly create environments where people feel unseen or misjudged. Strategies to Counter the Halo Effect Here are a few practical ways HR professionals can help reduce the impact of the halo effect in their organizations: Get to know people beyond the surface. Take time to learn about your coworkers’ skills, experiences, and goals. Be mindful of cultural assumptions. Just because someone is from a particular background doesn’t mean they fit a cultural stereotype. Create space for conversations. Sharing stories, like the ones my coworker and I exchanged, can build empathy and awareness. Focus on inclusion, not just diversity. It’s not enough to have different people in the room. We need to ensure everyone is seen and valued for who they truly are. The halo effect reminds us that perception is powerful, but not always accurate. That day in the office reminded me that even positive traits can be misinterpreted when viewed through the wrong lens. And that inclusion means more than just being present; it means being seen clearly. So, as an HR professional, ask yourself: Are you seeing your coworkers for who they really are, or just through the halo of a single trait?

Mental Health in the Agriculture Industry

By Jessica Jaithoo • August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.
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