Supporting Employees With Invisible Disabilities

Inclusivity beyond appearance

 

The unseen is often overlooked, and disabilities that are not visually apparent can directly affect the overall health and well-being of a workplace. The Invisible Disabilities Association defines them 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. Unfortunately, the very fact that these symptoms are invisible can lead to misunderstanding, false perceptions, and judgments.”

These disabilities include a number of mental health conditions, such as autism, depression, and attention-deficit/hyperactivity disorder, and physical conditions affecting neurological functioning, such as chronic pain, chronic fatigue, and dyslexia. The lack of visible impairment and the stigma that accompanies many of these conditions results in their being infrequently discussed and targeted in workplace diversity, equity, and inclusion efforts.

Even the most supportive employers, and their human resources (HR) practitioners, find their attempts to address invisible disabilities are often compromised by individuals who, for various reasons, have chosen not to disclose their condition. Making that important step easier for those employees who feel they have to hide a part of themselves in their work environment is made much easier in an open, accepting, and inclusive environment. 

Creating a Culture of Inclusivity

Employees with invisible disabilities need and deserve inclusiveness, starting with how they are described by the employer and their peers. They often don’t see themselves as a “disabled person” and would rather be identified as “people with impairments.” 

Keep in mind that they should be seen first as a person, not a condition. Saying “John has depression” as opposed to “John is depressed.” Rick Hansen said, “My disability is that I cannot use my legs. My handicap is your negative perception of that disability and thus of me.”

Always assume their proficiency, meaning that person will produce high-quality work if given reasonable accommodations.

Partner with therapists, nurses, and health coaches with the knowledge and experience to train HR, leaders, and stakeholders regarding invisible disabilities. They will be the backbone of informal and accessible support networks.

Physical accommodations such as disabled parking or parking passes are a sign of inclusivity.

Understanding Invisible Disabilities

Simply understanding invisible disabilities will help reduce the stigma that often accompanies these conditions. Demonstrate the organization’s awareness of and willingness to help employees with disabilities. A good first step is a commitment to inclusivity in your company’s policy statements. Be transparent about offering resources to support specific needs. Open lines of communication will boost employee morale and culture.

Flex time, remote, or hybrid work can be offered to accommodate special needs. Minimizing or eliminating a commute may well remove a barrier for those with disabilities.

Make sure that employees know about the resources available to them. Environmental Protection Agencies, wellness programming, access to telehealth, and therapists are just a few of the ways to help employees manage their own health.

For many invisible disabilities, self-care can go a long way. For example, daily walks can be as effective as antidepressants and are a helpful addition to medication. Simple programming, like walking challenges, can be a contributor to the organization’s overall health and well-being.

Health Assessments

Some employees may not recognize or fully understand their own disabilities or health conditions. Customized, interactive health risk assessments can help employees better identify, understand, and manage their health. They can also help HR determine specific employer-sponsored resources that demonstrate the company’s supportive and accommodating stance on invisible disabilities.

All employees reflect the benefits of working in a supportive, inclusive workplace. But when an individual’s self-esteem and contribution are compromised by an invisible disability, a healthy, happy, and inclusive culture can help that person and the company achieve happiness and success.

Laura Neuffer, M.S., has more than 10 years of experience in corporate wellness. After earning a bachelor’s degree in Public Health and Health Education at Oregon State University, she began working with a corporate wellness company as an account manager, working directly with on-site staff to plan, deliver, and analyze worksite health programs. Laura now works at Carebook Technologies as Wellness Content Development Coordinator to help create technology and programming that is used in worksite wellness programs around the world. Laura is also a registered yoga instructor and a former university adjunct professor of communications.