One Thing Your Workplace Can do to Promote Disability Inclusion: Get Interpersonal, Check Attitude.

25
Jul 2022
55
A woman in a blue shirt is looking up at the sky.

Author : Shyla Wolf 

July is Disability Pride Month, a time to celebrate People Living with Disabilities and their contributions while raising awareness of inclusion and accessibility in and out of the workplace.

Disability Pride Month originates from the American legislation known as the ADA, the  Americans with Disabilities Act ; However, Disability Pride Month is celebrated internationally. Like other pride movements, Disability Pride requires allyship and encourages allies to push for meaningful change in social and economic settings, which includes the workplace.



For many business owners who recognize disability inclusion is important to their DE&I commitments, retrofitting their space to become accessible can sound daunting and is often associated with the built environment: automatic doors, ramps, elevators, etc.



Often, there can be several reasons a business is not ready to undergo renovations to improve or become physically accessible: delays due to city permits, construction quotes, back-ordered materials, funding, etc.



Interestingly, there are different ways to foster disability inclusion: the structural level covers physical environments, policy, education, and healthcare, and the interpersonal level speaks to attitude, behaviour, and bias. (Wang)



So, even when businesses are physically accessible, they can still score low when building workplaces inclusive to professionals living with disabilities; This gap is often reflected in workplace culture, recruitment and advancement opportunities, policy, and social environment.



Arguably, one of the most profound ways to promote disability inclusion in your organization today is to start by checking your attitude. (And guess what? It's free!)



 

How Can Attitude Promote Disability Inclusion?



For many people living with disabilities, societal attitude towards disability is one of the most significant barriers to gaining access to employment or career advancement. Individuals who experience physical or psychological disability experience higher rates of pervasive ableism—for example, stereotyping, prejudice, discrimination, and social oppression (Wang). A change in attitude in the workplace would, in effect, alleviate nonphysical barriers to professionals with disabilities seeking equity in the workplace.



 

Ways to Elevate the Interpersonal Level of Disability Inclusion 



  1. Start by Checking Biases

Research has found that humans have an innate tendency to categorize, and this segmenting helps us negotiate risk while navigating daily life. However, when people are categorized into groups, and these groupings then influence decision-making, this brings with it "pernicious side effects, particularly for systemically disadvantaged social groups" (Holzwarth).

Let's be realistic, every person has developed biases toward one thing or another, and disability is not immune. Bias is often acquired from influence at home, school, work, sport, or through inaccurate portrayals found in popular culture. As a result, people with disabilities experience negative attitudes, stereotypes, and unfair bias while participating in social and working environments (Jantien), which no doubt impact their ability to procure employment or career advancement.



  1. Avoid Patronizing and Charitable Gestures

Embedded within bias is unsolicited, inappropriate offers of help put onto people with disabilities. Often, these acts are coated with charitable intent, even goodwill. Still, the truth is these acts can come across as patronizing, which can quickly spiral and set the tone of how others will act toward the person living with a disability within the workplace. These circumstances of forced assistance can incur psychological costs as it undermines self-esteem and sense of autonomy and "implies that the recipient lacks the ability to take responsibility for their own welfare" (Wang). 

  1. Adopt Inclusive Language

Like other marginalized groups, people living with disabilities also have preferred language and pronouns. Typically, person-first language is recommended, such as a person with a disability, instead of the disabled, or person with sight-loss or low-vision, rather than blind or visually impaired. However, it is best to consult the individual on their preference first. Likewise, the use of dated slang or distasteful jokes with negative connotations linked to disability identity has no place in any setting.

To understand how attitude shapes disability inclusion in the workplace, it is important to explore the interpersonal level. Instead of looking exclusively at alleviating structural and physical barriers, also check on bias, language, attitude, and how to appropriately interact with a person who lives with a disability as a person first. These nonphysical barriers directly impact a person's ability to successfully engage with all aspects of the job and workplace culture, which can directly inhibit their ability to bring their whole self to the workplace. The interpersonal approach helps organizations produce environments where all members can feel encouraged, accepted, and thrive.

 

About the Author: Shyla Wolf 

Passionate about the arts, accessibility, and community, Shyla has spent her career consulting for various projects, including significant academic events and fundraising galas, corporate collections, and supporting several NFP’s connect with their community.



 


Shyla has lived with an invisible disability for two decades, a sometimes complex experience where she is often perceived as able-bodied while living with and navigating disability.



 


Through her work in the accessibility movement with Included by Design (IBD), she can bridge the gap, drawing a parallel between the experiences of PLWD, other marginalized groups, and the broader community. The team at IBD advocates that accessibility is for every{body}, that alleviating physical and attitudinal barriers enables a path forward to inclusion, understanding, and meaningful connections.





References:

Andrews, Erin E., et al. “The Evolution of Disability Language: Choosing Terms to Describe Disability.” Disability and Health Journal , 2022, p. 101328., https://doi.org/10.1016/j.dhjo.2022.101328.

Baldo, Bianca. “Series – Thrive in the Workplace; How to Create Spaces for Employees and Leaders with Disabilities? – Part II.” Intersol , 17 May 2021, https://intersol.ca/news/series-thrive-in-the-workplace-how-to-create-spaces-for-employees-and-leaders-with-disabilities-part-ii/.

“Disability and Employment – Overview and Highlights.” European Journal of Work and Organizational Psychology , vol. 27, no. 1, 2018, https://doi.org/https://www.tandfonline.com/doi/full/10.1080/1359432X.2017.1387536.

Holzwarth, Aline. “Bias Is Built Into Our Brains. But There’s Still Hope.” Forbes , 18 Jan. 2021, https://www.forbes.com/sites/alineholzwarth/2021/01/18/bias-is-built-into-our-brains-but-theres-still-hope/?sh=10ba7196659f.

Jantien. “Attitude - Cap-Able.” Cap , 29 Nov. 2021, https://cap-able.com/understanding-disability-inclusion/attitude/.

Rempel, John. “Removing Hiring Barriers for the Disability Community.” CUPA-HR | The Higher Education Workplace , 2019.

Wang, Katie, et al. “Consequences of Confronting Patronizing Help for People with Disabilities: Do Target Gender and Disability Type Matter?” Journal of Social Issues , vol. 75, no. 3, 2019, pp. 904–923., https://doi.org/10.1111/josi.12332.

 

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 2

By Jessica Jaithoo • November 19, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ” 

Essential Resources for HR Professionals in Alberta: Stay Ahead in Workforce Planning

By Jessica Jaithoo • November 19, 2025
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.

Overcoming Adversity and Inspiring Others

By Jessica Jaithoo • November 10, 2025
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
MORE NEWS