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.



Layoffs Are Inevitable, Abandoning People Isn’t

By Marina Perkovic • July 15, 2025
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!

An Update from your Board of Directors - June 2025

By Marina Perkovic • July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet 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 share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will 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!
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