Workplace Disability Inclusion

25
Jul 2022
102
The sun is shining on the ocean waves on the beach.

Author:  Wilma Li, PCC, CPHR, SHRM-SCP

Did you know that 1 “disability is increasingly thought of as a desired facet of a company's diversity and inclusion strategy, and that people with disabilities are a significant and largely untapped labor pool”? 1 “Individuals with disabilities represent 15% of the world's population, or approximately 1 billion people worldwide, and yet they are half as likely to be employed as their non-disabled peers”. According to the World Economic Forum, 3 ”eighty percent of these people acquire their disability between the ages of 18 and 64 - the average working age for most - and they are 50% more likely to be unemployed”.

In Canada, 2 “in 2017, one in five (22%) of the Canadian population aged 15 years and over – or about 6.2 million individuals – had one or more disabilities. The prevalence of disability increased with age, from 13% for those aged 15 to 24 years to 47% for those aged 75 years and over”. 2 “Among those aged 25 to 64 years, persons with disabilities were less likely to be employed (59%) than those without disabilities (80%)”.

Identifying effective workplace disability inclusion policies and practices in five key areas of the employment process may help you recognize and address the disparities in your own workforce:

  • recruitment and hiring
  • career development and retention
  • accommodation and accessibility
  • diversity and inclusion
  • compensation and benefits

Recruitment and Hiring

Disability inclusion as a part of your organization’s overarching business strategy is seen as critically important within your organization and sends messages externally that your company desires to be disability-inclusive to encourage candidates with disabilities to apply.

Connect recruitment and staffing strategies with the larger diversity and inclusion goals.  Your internal Employee Resource Group can help with identifying qualified candidates. 

Have disability-inclusive interviewing considerations throughout the interviewing and screening process by clarifying which successful applicant interviewing approaches will maximize the likelihood of giving candidates with disabilities an opportunity to show their competitive advantage. Prepare your recruiters, interviewers, and hiring managers with clear instructions and training when needed.

Career Development and Retention

Identify where issues, like bias, stereotypes and stigmas, may occur in the career advancement and retention process. Minimize disability discrimination and maximize equal opportunity for employment progression.

1 The following retention and advancement policies and practices were rated as very effective at enabling advancement and retention for employees with disabilities:

  • Having a disability-focused employee network
  • Having a return-to-work or disability management program
  • Availability of flexible work arrangements for all employees
  • Having a mentoring program to support employees with disabilities

Accommodation and Accessibility

Take into account not only the physical environment but also communications and information technology for accommodation and accessibility. Have a designated office or person to address accommodation requests or issues. Have a grievance procedure that allows employees to exceed the maximum medical leave duration for an accommodation. Have a formal process to evaluate accommodation requests. Provide notice of reasonable accommodation availability. Evaluate pre-employment screenings for bias. Proactively designing external and internal websites for accessibility to eliminate barriers for people with disabilities. Train managers on how to interact with people with disabilities, how to support teams when a disability issue arises that may create tension, and really unlearn some myths or biases that they may have picked up over time around disability.

Diversity and Inclusion

Ensure leadership commits to disability inclusion and fairness in employment practices. Make managers accountable by putting in their performance evaluations disability-inclusion behaviours. Measure understanding and results by including disability in your employee opinion surveys. Establish employee and business resource groups. Include employees with disabilities in formal and informal employee gatherings. Make it safe to self-identify. Raise understanding and skill levels about disability inclusion across the whole workforce. The more inclusive the decision-making environment, the more psychologically safe and empowered employees feel.

Compensation and Benefits

Conduct an equity analysis of current pay for protected groups, including individuals with disabilities. Review which benefits packages meet the needs of employees with disabilities like allowing employees paid time for brief appointments or allowing employees to occasionally take work home. Ensure access to all benefits including offering inclusive and accessible employee wellness programs. Offer employee assistance and referral services for workplace mental health considerations. Train managers and supervisors on how to recognize and eliminate bias toward employees with disabilities in compensation decisions.

For more ideas or information on workplace disability inclusion, please contact us at: www.bkicorp.com. At Business Knowledge Integration, we coach you and your organization on your intercultural, equity, diversity, and inclusion (EDI) needs to achieve sustainable results.

 

References:

1 Bruyere, Susanne M., Workplace Disability Inclusion (2021 virtual online course), Diversity and Inclusion Certificate for HR program, Yang-Tan Institute on Employment and Disability, Cornell University

2 https://www.ldac-acta.ca/canadian-survey-on-disability-reports-a-demographic-employment-and-income-profile-of-canadians-with-disabilities-aged-15-years-and-over-2017/#:~:text=HIGHLIGHTS,aged%2075%20years%20and%20over

3 https://www.weforum.org/agenda/2019/04/what-companies-gain-including-persons-disabilities-inclusion/

 

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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