WORKPLACE SENSITIVITY AROUND DISABILITIES: WHEN TO RAISE THEM AND HOW?

Reading time: 5 min

Disabilities in the workplace can be a sensitive topic, but they matter a lot! First, let’s acknowledge that many disabled people across the world struggle to even find employment, in spite of regulatory changes and attempts to provide suitable jobs.

For example, in China, it’s thought that there are almost 10 million disabled individuals of working age, approximately half of whom would be fit to work, but there are very few jobs available to them. Even in places where more disabled individuals are employed, huge problems still surround job suitability, discrimination, and lack of understanding. Employers everywhere are attempting to find ways that they can better support and integrate a disabled workforce; this is a huge problem that merits careful consideration.

In the UK, there are about 5.53 million working-age disabled people who are employed. In the EU, around 51% of working-age disabled people are employed. While these stats are a good start and demonstrate progress in terms of employment opportunities, they also raise some challenging questions. Employers frequently have to grapple with the correct way to approach disabled individuals and their disabilities.

Being able to work is important for people with disabilities, just as it is for able-bodied folks. It creates a sense of independence and gives them a chance to contribute to society in meaningful ways. However, it’s important to note that many disabilities are invisible, and even those that are visible might not be fully understood just by looking at the person.

That leaves us with a significant question - how do we handle disabilities sensitively in the workplace? When is it right to ask about them and when should you avoid doing so?

Well, perhaps the most important factor in this is where you fall in the organization’s hierarchy! Let’s look at the different areas.

Peers/subordinates

First of all, let’s explore how you should handle it if you think one of your peers or superiors is disabled. At what point does it become okay to ask about their disability?

The general rule is that you should let the other person broach the subject first. You might be incorrect about their disability or they might simply not want to talk about it at work. It’s not your place to bring the subject up unless they do so themselves. Never ask someone about their disability without them acknowledging it first unless you know them extremely well.

Even when they have brought it up once, you shouldn’t assume this is a carte blanche to start talking about it anytime you feel like it, or to discuss it with other coworkers. Take your cues from the disabled person in question. If they rarely mention the disability and seem uneasy about discussing it, it’s not for you to do so. If they’re relaxed and at ease, you might be on safe ground to ask them one or two short questions about it.

The next step is to find out if they mind. Even if the individual is comfortable discussing their disability, they might not want to play a game of Q&A. You should therefore be upfront and say something like, “I was wondering if you would mind me asking some questions about [disability]. Please feel free to say ‘no’ if you’d rather I didn’t, though.”

This lets them know that you’re interested and eager to learn, and acknowledges that they don’t owe you their time or energy as an educator. Many people will be happy to answer a few questions, but if the person declines or seems uncomfortable, move on to another topic instead.

If they are happy to answer some questions, keep the session short and relatively impersonal. Let them guide you and pay attention to their body language and cues so you can move on to something else if they seem unwilling to talk more. Your goal should be to understand how you can be supportive and helpful, making their life easier if it’s within your power.

Superiors

So, if you’re further up in the organization’s hierarchy, does the calculation change? The short answer is, not much. You should still allow the disabled individual to raise the topic in most cases. Raising it yourself is likely to be overbearing and come across as prying into their private information. Remember, the power imbalance may make them feel they have to reveal things they would rather not discuss.

However, that equation gets more uncomfortable if you have the power to make their life easier and you don’t think they realize that they can ask for your help on certain things. At that point, it might be tempting to say “Hey, I realize that you struggle with X and we can provide Y to help.”

There may be instances in which this is useful, but it still needs to be approached very delicately. The best solution is usually to focus on the work-related elements of the piece. Name the thing that you believe they’re struggling with, rather than trying to apply a label to it, or guess what challenges they might be facing.

For example, you might say, “I notice you seem to find it distracting when the phone rings. Is there something the organization can do to help reduce the distraction? Maybe we could source you some headphones or move your desk.”

This is much better than, “I notice you find it distracting when the phone rings. Maybe you have ADHD. Do you need some support with that?”

The first sentence names the work problem and looks for a solution, rather than trying to diagnose the employee or focus on their disability. Even if you know what the disability is, staying focused on the part that matters - the issue they’re struggling with - is the best approach. It stops the individual from feeling defined by their disability and helps the conversation become solutions-based.

How much can you ask?

If you get to know an employee on a personal basis, you might start to feel comfortable asking them more detailed questions about their disability, but only if they show they’re interested in talking about it. Otherwise, the best policy is not to ask more than you need to know!

Again, the way to achieve this is to focus on the work-related aspects. If you’re worried about them accessing a part of the building or performing a task that might be challenging, ask if they need help and what kind of help they might want. Glance back at the preferred script above, and you’ll see that the emphasis is on asking them what they need.

As that script shows, it’s okay to suggest solutions if they might not realize what resources are available, but put the ball in their court where possible. Disabled people generally know what they need and able-bodied people should let them assess for themselves what would be helpful. This is a good way to demonstrate respect for their autonomy, and to get to the core of their needs efficiently!

Time to get hands-on!

Organizations can improve workplace sensitivity around disabilities by conducting an Accessibility Walkthrough Challenge, where employees experience workplace interactions from the perspective of individuals with different disabilities. Participants are assigned specific disability perspectives, such as mobility challenges, neurodivergence, hearing or vision impairments, or invisible disabilities. They then navigate a typical work scenario, such as attending meetings, using digital tools, or engaging in office interactions. As they go through the exercise, they identify barriers that could hinder productivity, comfort, or inclusion, helping them understand real-world challenges faced by colleagues with disabilities.

Following the walkthrough, teams reflect on when and how to raise accessibility concerns in the workplace. Discussions focus on identifying the right moments to address these issues (e.g., onboarding, performance reviews, or as they arise) and how organizations can foster open, stigma-free conversations about disability. The exercise builds empathy, awareness, and actionable strategies to ensure an inclusive environment that supports employees without making them feel singled out.