While the employment gap for people with disabilities is decreasing, the harsh truth is that only slightly more than 20 percent of individuals with disabilities are employed. That is half the employment rate of those without disabilities. Stigma, biases, and a lack of awareness and education play major roles in this alarming statistic.

People with disabilities are one of the most untapped talent pools in the U.S. labor market. This is something I won’t get tired of repeating.

Why are employers still reluctant to invest in hiring individuals with disabilities?

There are still long-held stereotypes associated with hiring employees with disabilities. The more opportunities people with disabilities have to break down these stereotypes, the easier it will be to integrate into the workforce entirely. Not all employees with disabilities will have the exact employment needs or accommodations. To create a successful working relationship, employers must learn the best ways to interact with their employees based on the type of disability they have.

In this article, I cover:

• Stereotypes regarding hiring people with disabilities
• Making hiring practices and workplace interactions inclusive
• Communicating with employees with cognitive disabilities
• Communicating with employees with physical disabilities
• Communicating with employees with intellectual disabilities
• Communicating with employees with auditory disabilities
• Communicating with employees with visual disabilities
• Communicating with employees with psychological disabilities
• Communicating with employees with seizure disorders
• Communicating with employees with speech disorders

Stereotypes Regarding Hiring People with Disabilities

As much as improvements have been made in integrating people with disabilities into the workforce, some stereotypes still exist that may cause employers to be hesitant to hire them.

Some employers may feel that individuals with disabilities may be less capable or productive than their nondisabled peers. This couldn’t be further from the truth. Several research studies have shown that people with disabilities perform just as well or even outperform their co-workers without disabilities, especially when they are given the right types of support and accommodations. A study from DuPont conducted back in 1990 reported that 90 percent of people with disabilities rated average or better in job performances, compared to 95 percent for their peers without disabilities.

Another misconception is that employees with disabilities require expensive accommodations to perform their jobs. However, this is rarely the case. According to the Job Accommodations Network (JAN), the average one-time cost reported by employers was $300. Most accommodations can be provided at no cost to the organization at all.

There may also be a concern that people with disabilities would be absent from work numerous times due to medical appointments. This is rarely true. Studies show that employees with disabilities are not absent any more than employees without disabilities. I can confirm this from personal experience. As an employee with a disability, I rarely take time off or must miss work for health reasons. 

Employers may worry that their employees with disabilities will need constant supervision and assistance. All employees, including those with disabilities, can always benefit from instruction and training, especially during their first few weeks at a new job. This does not mean they will need continued supervision throughout their careers. The more they get used to their jobs and work environments, the more they will become independent and not need as much guidance.

A final misconception is that people with disabilities are not interested in career advancement. This is not true. Employees with disabilities strongly desire to contribute to their organizations and potentially advance into leadership or management positions. The more employers can get to know and understand their employees with disabilities, the more these stereotypes can be disproven.

Making Hiring Practices and Workplace Interactions Inclusive Benefits All

Employers can set a precedent for building relationships with their employees by making hiring decisions as inclusive as possible. Employers need to keep in mind that applicants with disabilities will have different accommodation needs based on their disabilities. I will provide some tips on interacting with applicants and employees with specific disabilities.

Cognitive Disabilities

Clear communication that is free of jargon is key when interacting with employees with cognitive disabilities. Employers need to take the time to learn about the specific condition but keep in mind that no two people with the same condition are alike. Each person has different needs and preferred work structure.

Here are some general requirements for interviewing and hiring individuals with Autism Spectrum Disorders (ASD).

ASD is a developmental disability where individuals may have difficulties in social communication and sensory processing.

Many people with autism like things to be structured and organized. Try to avoid any surprises during the interview process. When interviewing someone on the spectrum, make sure they understand the structure and format of the interview—candidates like to have as many specific details as possible. Let them know the exact location of the interview. When choosing an interview location, pick a quiet place that does not have many sensory distractions. Ask questions that are direct. Use clear and straightforward language. When talking to a candidate with autism, avoid using metaphors and overly complex words. It also might be helpful to give candidates extra time to formulate their responses to each question. Encourage candidates to check for clarity if they do not understand what they are being asked.

Physical Disabilities

Individuals with physical disabilities may include people who have trouble walking or using their hands. They may use wheelchairs, canes, churches, or walkers.

When interviewing people with a physical disability or any disability, especially if you are unsure about their preferences, always use people-first language, e.g., a person who uses a wheelchair instead of wheelchair-bound. While using people-first language is a good approach in conversation, be aware that some individuals may prefer identity-first language. More on that in a following section.

Choose an interview location that can accommodate the physical needs of people with all kinds of disabilities, including people who use wheelchairs and walkers. When you ask questions, make sure they relate to how the candidate can perform the essential duties of a job. An interviewer can ask about a person’s disability related to their ability to perform the job. However, never make any assumptions about an employee’s capabilities. Always speak directly to employees who have physical disabilities instead of talking to their assistants or interpreters. Don’t overlook the physical barriers. Create work environments that are open and easy for employees to move around.

Intellectual Disabilities

Individuals with intellectual disabilities may have difficulties with cognitive functioning and adapted behaviors.

Job applicants with intellectual disabilities may need things explained to them a little more than other candidates. At the beginning of the interview, describe in detail the essential duties and responsibilities of a job. Ask applicants if they need accommodations before the interview occurs. During the interview, allow applicants time to respond to questions without trying to rush the applicant or asking any follow-up questions. Always treat employees who have intellectual disabilities with dignity and respect. Don’t use “baby talk,” avoid using patronizing language or comments, and never make assumptions about their ability to complete tasks.

Auditory Disabilities

Auditory disabilities may range from partial to complete loss of hearing.

Accommodations for people who are deaf or hard of hearing may include sign language interpreters, real-time captioning, and assistive technology. Discuss with the applicant to ensure the accommodations are in place before the interview. If the interview is over video conferencing, ensure the platform can accommodate captioning and interpreters. Select a quiet, well-lit location to make it easier to communicate with the applicant. Once the applicant is hired, use visual communication as much as possible. When speaking to them, maintain eye contact and make sure they can see your face. Use written communication such as text or email to clarify necessary information. Teaching staff members basic sign language may help the communication process. If you’re uncertain, it’s best to use people-first language. However, many individuals who are deaf or hard of hearing may prefer identity-first language. When in doubt, simply ask.

Visual Disabilities

Visual disabilities may include individuals with partial to complete vision loss.

Candidates who are blind or have low vision may need accommodations like applications and documents in accessible formats like Braille and large print. Before the interview, share job descriptions and interview questions in accessible formats. Choose an interview location that is easy for candidates to navigate and does not have physical obstacles that could get in their way. Pick a video conferencing platform compatible with screen readers if the interview is virtual. When meeting with the candidate, verbally introduce everyone participating in the interview. Only assist the candidate if they ask for help. When starting a conversation with an employee who is blind, introduce yourself by name and inform them when you are leaving the conversation. When moving or handing something to an employee, tell them exactly what actions you are doing before you do them.

Psychological Disabilities

Psychological disabilities refer to mental health conditions that can affect the way people think, their behaviors, and emotions.

Interviewers should be sensitive when interacting with candidates with psychological disabilities. Clearly explain the essential functions of the job for which they are applying. Remind candidates that accommodations are available during the interview process and after they are hired. Never ask questions about a candidate’s diagnosis or treatment. If a candidate chooses to share details about their disability, thank them for sharing and ask what support they may need to perform the job. Foster a work environment that is a safe space where employees feel comfortable sharing their needs with their supervisors. Ask employees if they need accommodations like flexible schedules, reduced workloads, and remote work options. Encourage all employers to have a work-life balance and discourage overwork that may lead to mental health challenges. Provide helpful resources like employee assistance programs and counseling services.   

Seizure Disorders

Seizure disorder is a neurological condition where an individual has recurrent unprovoked seizures.

When interviewing candidates with seizure disorders, pick a quiet, low-stress environment that does not have flashing lights or loud noises that may cause seizures. Avoid making any assumptions about a person’s ability to perform a job. Allow the candidate to have breaks during the interview if they appear tired. Know how to assist employees if they have a seizure at work. Make adjustments to their work environments if necessary and offer flexible work hours.

Speech Disorders

Speech Disorders are conditions that affect a person’s ability to produce sounds that create words, making communication difficult. They can range from mild to severe.

Interviewing individuals with speech disorders requires patience and understanding from the interviewer. Be open to using different forms of communication, like writing, typing, or using assistive technology devices. Provide interview questions to candidates ahead of time so they can prepare answers. Allow the candidates time to answer questions fully without interrupting them. Remind the candidates that there is no rush and to take their time when answering questions. When communicating with employees who have speech disorders, ask them what their preferred method of communication is. If you do not understand something an employee is saying, politely ask them to repeat themselves. It may be helpful to repeat what they said for clarification. Never guess what the other person is trying to say or attempt to finish their sentences.

In Conclusion

While this is not an exhaustive list, it covers some of the best practices to help you start hiring individuals with disabilities. Over 70 million people, or 1 in 4, have disabilities in the U.S. Many are looking for job opportunities and are eager to share their diverse talents with you. Get to know your employees and their specific conditions and be mindful of their individual needs. Instead of focusing solely on the numbers and results, focus on the person; the results will most definitely follow.

The more individuals with disabilities are allowed to be fully included in the workplace, the easier it will be to break down long-held employment stereotypes. Employers need to learn about their employees with disabilities to identify their strengths and abilities. When employers develop strong relationships with employees, they will understand the accommodations they need to succeed. Treat employees with disabilities the same way you would treat every other employee in your organization. True inclusion begins when everyone has the opportunity to equally participate in all work activities.