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.



Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 

Layoffs Are Inevitable, Abandoning People Isn’t

By Marina Perkovic • July 15, 2025
Author : Ada Tai Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential.

Your Ultimate Pre-Conference Checklist for the CPHR Alberta 2025 Conference!

By Marina Perkovic • July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!
MORE NEWS