Visible–and Invisible–Disability Lurks in Many Cubicles; Why We Must Normalize Disability

by Susan Welch, Hewitt Research —

For some of us, a variety of conditions—concealed or not—make work a difficult proposition.

To get a true grasp on disability in America, look around you. In my case, for example, three of my adult friends have more than 70% hearing loss in one ear. Two have dyslexia; one has been with diagnosed ADHD. A handful struggle with obesity. One has an autoimmune disorder. None of these people have openly discussed the resulting workplace challenges with their employers.

Chances are you know people in similar circumstances. Possibly you are in such circumstances.

Disabilities, beyond “traditional” ones, abound. And yet, disability remains the diversity issue we fear most, as described in The Inclusion Paradox.

Unfortunately, fear will be an increasingly unproductive response to addressing disability in the workplace.

Roughly 13% of adults between the ages of 21 and 64 have a disability—and the number climbs to 41% of adults age 65 and over, according to the 2009 Disability Compendium. This includes individuals with sensory disabilities, physical disabilities, and mental disabilities. But these numbers are a starting point at best.

Aging alone increases the risk of disability (the numbers above show disability rates tripling for those 65 and older). The “equipment” gets older, and vision and hearing start to fade, as does mobility. As America turns gray, age-related disabilities increase. Illnesses such as strokes, heart attacks, or cancer contribute to disabilities. More insidious, Alzheimer’s and dementia are on the rise—and no workplace is immune to discovering aging staffers who increasingly forget and misplace things, as they slowly lose their edge. One in eight people over age 65 have Alzheimer’s, and some 200,000 people younger than 65 currently have the disease, per this report. One in five women and 14% of men who reach the age 55 are at risk for developing Alzheimer’s. How does one sensitively—and within legal bounds—address a coworker or employee suspected of having Alzheimer’s? What accommodations can be given, and for how long? How can employers help those workers keep their dignity and remain working for as long as is practical?

But the elderly do not hold exclusive domain over disabilities. Obesity is another red flag. One third of Americans are obese, per the American Medical Association. Consequently, they could more easily develop diabetes, arthritis, or other disabling conditions. Sensitivity is needed, and, as with Alzheimer’s, dignity must be preserved. Employers walk a difficult tightrope.

Not confined to the elderly or obese, arthritis is another disabler—in fact, it is the number one cause of disability in the United States. People with rheumatoid arthritis, for example, are more likely to use sick days, have a greater rate of work-related physical limitations, and have a higher unemployment rate due to their disability, according to this Health Central report. And that’s just one of the many forms of arthritis. In offering workplace advice to arthritis sufferers, About.com stresses the need for an employer-employee relationship that is “strong, communicative, respectful, and honest.” Without these conditions, arthritic employees may feel threatened and exposed when asking for workplace accommodations.

Younger, seemingly healthy workers bring along issues as well, although theirs are sometimes more hidden. Learning disabilities, for example, are on the rise. The same is true for autism and ADHD. Hearing loss in young adults is a growing concern.

Straightforward disabilities are difficult enough for employers. When facing declining mental stability or obesity, to name a few possibilities, the bar is raised. Pointing fingers, quietly cringing, or even simply trying to look the other way are counterproductive tactics. Seeking to understand is the best first step an employer can take.

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