How to make workplaces more inclusive for people with invisible disabilities (2023)

Global,One billion people live with a disability. To put that in perspective, it's one person in seven. While some flaws are visible, others, including but not limited to chronic illness, food (or other) allergies, eating disorders, and mental health issues, are not apparent to viewers. in the United States at least10% of the Landesthey have a disease that can be seen as an invisible disability.

Look forshows that 88% of employees with an invisible disability choose not to disclose it at work to avoid stigma and discrimination. Those who open up about invisible long-term disabilities are oftensocially isolated, resulting in lower morale and decreased productivity.

To understand the long-term needs of people with invisible disabilities, we conducted a seven-year study of 58 professionals with invisible disabilities in different sectors across Europe and the United States. We also interviewed 19 HR professionals to gain insight into the feasibility and challenges of implementing some of the recommendations that emerged from the survey.

Our study confirmed that people with invisible disabilities often feel marginalized at work and are less likely to receive benefits or access education and promotion. This can cause them physical and psychological discomfort and put them at risk of social exclusion, lack of well-being and reduced work performance. We have also found that employers are unaware of the needs of people with invisible disabilities and are often unwilling to provide the necessary supports and accommodations. Employees with invisible disabilities can struggle in silence, feeling unsupported and misunderstood.

There is a real opportunity for new and aspiring leaders to drive change in organizations by increasing their awareness and practicing more vulnerable and empathetic leadership. As a manager, you can create a space where people feel more confident disclosing and asking about what they need. She can encourage diversity and make sure differences are valued, not feared, on her team.

Based on the results of our study, we recommend some best practices for new managers to create a more inclusive workplace.

1) Do not generalize shortcomings.

It is common for people without disabilities to not understand what it means to live with a particular condition. The reality is that two people with the same disability can have very different experiences. For example, two colleagues who suffer from chronic migraines may have different triggers or symptoms. Also, generalized anxiety disorderinclude a variety of symptomsThey appear and manifest themselves very differently depending on the person.

This means that what you know about a disability and what it looks or feels like may not match your partner's experience of the condition. Do not argue with them on this point. Making assumptions about someone's abilities can cloud their judgment and lead to unconscious bias or microaggressions. As a leader, your role in this scenario is to listen. Take time to understand what symptoms your team members are experiencing and when, how those symptoms affect your work, and what you can do to help them.

Our research shows that managers who are empathetic, patient, and willing to listen to their team members' experiences and respond to their requests are more successful leaders. Their teams reported a 63% increase in well-being and a 71% increase in engagement compared to average.

When you engage in sensitive health conversations out of curiosity, you create a safe environment for people to discuss their shortcomings. Active listening can help you pay attention to the experiences of others and build trust with your team members. If you are not familiar with a particular condition, feel free to ask where you can find more information. You can also conduct your research online to avoid placing an educational burden on your team members. These actions show genuine interest on your part and help your team members do their best work.

2) Find out how you can help your team member succeed in their role.

Our research has shown that creating a comprehensive disability policy without understanding an individual's specific needs does not work. Employees with disabilities may feel stigmatized by a blanket policy that classifies them in ways they don't identify with. Accommodations offered may not meet your requirements.

For this reason, it is important to have a more personalized treatment, adapted to the needs of each employee and guaranteeing access to the appropriate resources. The best way to find out is to ask your team members which shelters would work for them.

Our research found that managers who used language that linked an individual's needs or arrangements to their performance and success at work helped employees express their concerns more freely. When managers used phrases like "How do I set you up for success?" or “As a leader, what can I do to help you be your best?” Your team members rated you as 92% more approachable. For example, if your team member requests a quiet work space or flexible hours on certain days to manage doctor appointments, find ways to achieve this. If you need to speak with your boss before approving a request, let the team member know you'll be in touch and be sure to follow up as soon as possible.

In general, make it a habit to check on the well-being of all your employees from time to time. In one-on-one conversations, you could say something like, "How are you doing this term? I want to make sure you have all the resources you need to be successful at work. Can you tell me what supports or accommodations I might need?"

Finally, if your team member asks for confidentiality, respect their decision and do not force them to open up or disclose their medical condition to others. Let them know that any conversation you have with them is private and not shared with the whole team unless they decide to open up. If your company policy requires you to notify Human Resources, please let your team member know.

3) Advocate for inclusive policies and practices.

If your company doesn't have a disability and accommodations policy, an important part of your job as a manager is to advocate for a policy or make your current policies more inclusive. While this may seem difficult for a middle manager, he can start by sharing his ideas and suggestions with his boss or leadership team. He now has the (positional) power to bring new ideas to the table.

Schedule a meeting with your boss to discuss how to prioritize inclusion in your organization, and share what you've learned from your conversations with your team members. You may be aware that some employees could benefit from more flexible work policies, employee resource groups (ERGs), or closed captioning or sign language translation on calls and important company events. Remember to respect people's privacy as requested.

In our research, we found that organizations that implemented inclusion initiatives like the ones listed above experienced a 26% increase in productivity. Another idea is to hire an inclusion advocate or consultant to help you review your company's policies, hold awareness workshops, and suggest changes. When companies do this, employee well-being is likely to increase by 45%, according to our study.

Whatever you propose, advocating for change that makes it easier for people with disabilities to succeed can go a long way toward creating an inclusive workplace.

4)Avoid activities around food.

Food is vital to the modern workplace, whether it's an office party, birthday bash, or house lunch. It's ideal for long days, networking events, and happy hours; it can help build camaraderie, foster a sense of belonging, and break down the barriers between the formal and informal lives of workers. But for employees with food allergies,The workplace can be a minefield..

Nearly 60% of millennials have food allergiesreported being anxious at workby your condition. In addition, a study conducted by the Asthma and Allergy Foundation of America found precisely that17% of employers are very knowledgeable about food allergies.. This leaves many workers in the dark about the needs of their colleagues and how to meet them.

As a manager, don't let your employees explain the consequences of food intolerance to you. The symptoms of food intolerance are often highly personal, and employees may think twice about voluntarily disclosing information that could make them vulnerable to stigma or ridicule at work. Managers who open up conversations about food allergies with their team before an important meeting or event are 72% more accommodating than their peers.

When planning office parties, include someone with food intolerances in the organizing group so they can create a more complete menu. You can also find creative ways to host food-themed events. For example, throw a party and ask everyone to bring a dish that will help you get to know them. This can help your team members to be open about their intolerances or allergies and make it easier for other team members to support their colleagues.

5) Build an inclusive community.

Ninety percent of people with disabilities in our survey felt like they didn't belong in the workplace. When peer support networks are in place, people have space to share their experiences without fear of shame or guilt.

Our research shows that managers who encourage their team to open up and create safe spaces while being vulnerable themselves were seen as 75% more approachable than those who didn't. These "rooms" can include a dedicated Slack channel, regular team chats for open discussions, as well as formal ERGs (as mentioned above) where people with disabilities can interact with others who are having similar experiences. Advocating for these spaces and encouraging people to join them can make employees with disabilities feel seen.

Another idea is to create anonymous surveys to get employee feedback on inclusion. This not only helps leaders learn where the organization can improve. It is also a time to show genuine interest and intent to change the status quo.

. . .

Making your workplace more inclusive of employees with disabilities doesn't have to be complicated. If you're a new manager, you know you can take action and create a warm and welcoming team culture. And when you do, you make your workplace not only more inclusive for people with disabilities, but also a better place to work for everyone.