Janie Warner
Vice President, National HR Advisory Practice Leader
Since the passage of the Civil Rights Act of 1964, workplaces have been tasked with ensuring that access to employment is free from discrimination based on various individual characteristics. Additional laws, including the Americans with Disabilities Act (ADA) and its amendments, have expanded this focus. Today, applicants and employees may expect that discriminatory practices are limited; however, this is not always the case.
One area where discrimination may still occur is known as “ableism.” According to Healthline.com, ableism is defined as “any prejudice, bias, or discrimination directed towards people living with disabilities.” Ableism can be ingrained in workplaces, sometimes unconsciously. For HR professionals, addressing ableism is important to fostering an inclusive environment and supporting compliance with legal standards.
This article outlines some key policies, practices, and solutions to help address this form of discrimination in today’s workplace.
Why policy matters
Regular policy reviews can help reduce ableism. Outdated or unclear policies may unintentionally reinforce barriers to inclusion. By updating workplace policies, HR can contribute to a more supportive environment. Here are several areas HR professionals may want to focus on:
Hiring practices
Are your job descriptions inclusive? Could they unintentionally exclude candidates with disabilities? For example, do you use terms like “able-bodied” or list physical requirements that are not essential to the job?
Accommodations
Does your workplace have clear and consistently applied accommodation policies? Is there a standard process for employees to request accommodations and for the organization to assess those requests? Do employees feel comfortable making requests, or do managers appear reluctant to engage?
Performance evaluations
Do your performance metrics consider the needs and accommodations of employees with disabilities? Are all employees held to the same standards, or are accommodations made for those who require additional time or support due to disability?
Accessibility
Are your workspaces, technology, and communication methods accessible to all employees? Have you considered accessibility from the perspective of someone with a disability?
Leave policies
Do your leave policies accommodate the needs of employees with disabilities, including those with chronic physical or mental health conditions? Or might employees feel discouraged from taking necessary time off?
Examples of ableism in policies
Here are some examples of ableism in workplace policies and suggestions for addressing them:
Job descriptions with unnecessary physical requirements
Many job descriptions include physical requirements that may not be essential, such as “must be able to lift 50 pounds.” These can discourage qualified candidates with disabilities from applying.
Suggested approach: Tailor job descriptions to the actual needs of the role. If physical abilities are not critical, avoid listing them or note that accommodations will be provided.
Lack of clear guidelines for accommodations
Without clear guidelines, employees may face delays or denials when requesting accommodations.
Suggested approach: Establish a transparent, accessible process for accommodation requests, and ensure managers receive training on handling these requests promptly. Training on the “interactive process” and proper documentation is especially important.
Inflexible remote work policies
Rigid remote work policies may negatively affect employees with disabilities, particularly those with mobility challenges or chronic illnesses.
Suggested approach: Consider offering flexible work arrangements, such as remote work or modified schedules. Also, review break policies to accommodate needs like additional bathroom breaks, eating, or medication.
The role of training and education
Training is an important component in addressing ableism. Both HR teams and the broader workforce benefit from education on creating inclusive environments for people with disabilities. Suggested topics include sensitivity training, inclusivity, and diversity, equity, and inclusion (DEI) initiatives. Communicating the organization’s commitment to inclusion supports efforts to reduce ableism.
Action plan for addressing ableism
HR leadership can take active steps beyond policy review to promote inclusion. Consider the following approach:
1. Audit existing policies.
Review current policies to identify potential areas of ableism. Consult employees with disabilities for feedback. If no policies exist, consider developing them.
2. Provide continuous training.
Offer ongoing training on disability inclusion and rights to all staff, especially managers. Use workshops, e-learning, or guest speakers. Make training a required and regular part of workforce education.
3. Establish accountability.
Incorporate disability inclusion goals into performance reviews and track progress. Consult DEI professionals as needed. Hold regular meetings to discuss challenges and solutions. Encourage managers to share how they address accommodation requests.
4. Encourage open dialogue.
Create safe forums for employees to share experiences and suggestions related to disability inclusion. Solicit anonymous feedback on accommodation experiences and ask, “What can we improve?”
5. Monitor, evaluate, and adjust.
Regularly assess workplace culture and policies to address emerging challenges. Employee needs and expectations evolve, so ongoing attention is important to support inclusion.
Final thoughts
Addressing ableism in the workplace requires ongoing attention and effort. HR professionals play a key role in fostering environments where all employees can contribute and succeed. By reviewing policies, providing education, and promoting accountability, HR leaders can support more inclusive workplaces.
