Frequently Asked Questions for Hiring Managers

About

The following are questions/concerns expressed by hiring managers about the employment of people with disabilities and the resulting Inclusion Works responses. Some questions have been consolidated or made more general to make the information applicable to a broader audience.

Positions with Specific Qualifications

Q: What if our positions have specific qualifications to complete the essential functions of the job and a candidate with a disability is unable to meet any/some of these qualifications?

A: People with disabilities are only qualified if they meet the same requirements as all other candidates. If the disability impacts their ability to do the essential functions of the job, and they will need an accommodation to perform, then they will go through the interactive process with your company to determine what accommodations are reasonable. Examples of specific qualifications include: driving, accessing areas like manufacturing lines, clean rooms, over conveyors, operating power industrial equipment, working flexible shifts, working in stressful positions, lifting, focusing, maintaining productivity standards, maintaining quality standards, attendance, absenteeism, working in small areas, working in wide open areas, sitting all day, standing all day, wearing specific articles of clothing/uniforms, carrying heavy/awkward equipment, and customer service. In some cases, the interactive process may result in a different, yet acceptable, way of performing a job. Examples of these outcomes include sitting on a stool instead of standing, or standing at a desk instead of sitting.

Accommodating an Employee Who Requests Telework Option

Q: A lot of our jobs are looking for very particular experiences/skills. How can we effectively accommodate someone needing to work offsite or from home as most of our positions cannot offer telework?

A: Finding candidates for positions with very specialized skill sets and experience is, by definition, going to be challenging. This is the case whether or not your company is sourcing from the general or PwD population. Although it is common for people to assume that PwD are more likely to want or need to work from home, it is actually rarely needed as an accommodation. We can think of two situations where this might be appropriate and feasible:

 
1. If the job can be done remotely, the company has the tools to support the option, and opening up positions to work from home will significantly expand the available talent pool, resulting in better retention, engagement and productivity, then this is a viable accommodation. Call centers at various firms have benefited from tapping into this talent pool when it is not required that employees be onsite.
 
2. When there is a candidate that has a very unique skill set who can come to the work site periodically, but due to a disability, cannot come in every day. This will be a very rare occurrence, and will not be suggested unless the circumstances are such that there is a win-win for the company and the candidate. This would require thoughtful conversations and implementing an interactive process to gauge how to ensure such an arrangement would not significantly alter the work.

Managing the Needed Accommodations

Q: We definitely need to understand the “cost” component of accommodations, the interactive process, and the company’s ability to meet the timeliness, budget and acquisition of those accommodations. How will all employees know how to manage needed accommodations?

A: In terms of the costs associated with an accommodation, research shows that most accommodations are low or no cost with the overall average being about $500. In cases where there is a significant cost and the candidate is a client of the state’s Department of Vocational Rehabilitation they will sometimes cover a significant portion of the accommodation expense.

It is useful to think about this like other commonly offered productivity tools such as low glare computer screen covers, ergonomic desk chairs, and flexible work arrangements. In general, the types of tools and resources PwD request are no more expensive or exotic than these types of tools.

With regards to culture shift and communicating the reasonable accommodations, the Inclusion Works team has a variety of resources to support culture change and facilitate communication. We can work with staff at your company to provide customized training for HR business partners and/or any other colleagues that would benefit and/or are requesting training and support with respect to disability inclusion processes and practices.

Advocating for Candidates with An Apparent and/or Disclosed Disability

Q: Sometimes recruiters are faced with hiring managers who have a tendency to hire the way they always have. How can a recruiter advocate for candidates effectively if they are qualified and have an apparent and/or disclosed disability?

A: The best way to help people broaden their perspective is through education. This may require more than one conversation and dissemination of information to help mitigate unconscious bias. The business case for diversity continues to demonstrate the economic benefits of ensuring that hiring managers are creating a team with diverse experiences, skills and education. Many hiring managers may not be aware of their tendency to hire individuals with similar characteristics. By leveraging case studies, reinforcing the business case, and encouraging hiring managers who have successfully included employees with disabilities to be strong/visible advocates, you can influence managers to be more disability inclusive.

Strategies to Influence Disability Inclusiveness In The Interview Process

Q: What are strategies HR can utilize to influence how hiring managers interview candidates in order to be more disability inclusive and avoid discriminatory questions?

A: Education is key to ensuring that hiring managers are aware of interviewing “dos and don’ts.” Hiring managers need to be provided with information regarding appropriate behavioral based questions that are objective and focused on the requirements of the job.

Fairness of Hiring People with Disabilities

Q: Isn’t It Abusive to Hire People with Disabilities?

A: No, there is a large body of research that demonstrates that PwD, like other people, have a much better quality of life when they have the opportunity to engage in meaningful work. It is part of the human condition to want and need to feel valued, challenged, and able to make a positive difference. Being in a collegial work environment and bringing home a paycheck helps most people to have higher self-esteem, experience better health, and appreciate and enjoy other aspects of their lives. People who are recovering from conditions like cancer, depression and diabetes have been shown to have particularly better health outcomes if they continue working. We also see this with older workers who age into disabling conditions.

Poor Performers and How to Terminate

Q: What if we need to fire a person with a disability because they are a poor performer? Will we be sued for discrimination?

A: This is often an expressed concern but is simply not true. The same performance management process that is used for any other employee should be applied when managing a person with a disability. If a person has been given an opportunity to succeed with support and accommodations and their performance is not meeting the requirements of the job, there is no reason why they cannot be terminated. The underlying concern here is that managers are naturally reluctant and not very good at terminating anyone for poor performance and they imagine it will be even worse if the poor performer has a known disability. Companies experienced in hiring people with disabilities have not had any greater challenge in this regard. Notable exceptions are: if the manager made mistakes such as refusing to provide an accommodation, or permitting/encouraging a work environment that was hostile towards the person with a disability. These actions would negatively impact anyone’s job performance.

How Do We Verify That A Person Has A Disability?

Q: The definition of disability is very broad. How do we verify that a person has a disability? Won’t everyone claim to be disabled to get special treatment?

A: No. The negative consequences associated with stigma around disability far exceed the benefits of getting access to accommodations or other forms of support. An employer may ask someone requesting an accommodation to provide documentation unless it is apparent. Most people only choose to self-identify if they need an accommodation or if the employer clearly values employees with disabilities. There is no perceived advantage; the goal is equal treatment.

Disability and The Impact on Productivity

Q: How will a person’s disability impact their productivity on the job?

A: The answer is situational. Ramp-up time may be longer, but usually there's little or no difference. In fact, companies that hire large numbers of people with disabilities have seen productivity increase by as much as 20%, along with greater employee engagement and customer satisfaction.

Disability and The Impact on Career Development

Q: How will/would disability impact a candidate’s development path and ability to contribute at higher levels?

A: Career growth depends on:

 
1. Whether managers/colleagues believe in their potential,
 
2. Access to tools/training,
 
3. Personal ambition and goals.

Note: These factors apply equally to all employees, not just those with disabilities.

People with Disabilities' Performance

Q: Are people with disabilities able to do the job?

A: At least 10% of your workforce likely has a disability—75% of which are non-apparent. Reluctance to self-identify contributes to misconceptions. Disability should be viewed as one of many human differences. Without attitudinal or environmental barriers, it’s neutral in terms of life and career potential.

Communicating with A Person Regarding Their Disability

Q: How does a hiring manager speak to a person regarding their disability while remaining compliant?

A: Use “People First Language.” Don’t ask about the nature or severity of the disability. You may ask if they can perform essential job functions with or without accommodation, and what support they need to be successful.

Ensuring the Success of Employees With Disabilities

Q: What practices or resources are needed to ensure success for employees with disabilities?

A: Use standard management and leadership practices taught in people management training.

Reasonable Accommodations

Q: How will I know what a reasonable accommodation requires?

A: Like any productivity tool, outcomes aren’t guaranteed, but ROI is strong. You aren’t required to determine accommodations alone. Most employees know what works best. The “interactive process”—a candid conversation—helps identify practical solutions.

Persons with Mental Health Concerns

Q: I don't want someone with depression on my team. Won’t it affect others?

A: Depression is rarely visible. About 20% of employees have experienced it. Disability:IN offers resources like webinars to support education on mental health inclusion.

Facilities Access

Q: Are our facilities ready to hire people with disabilities?

A: Most modern buildings are ADA-compliant. Ergonomic and accessibility tools—like adjustable desks and captioning—benefit all employees, not just those who identify as having a disability.

Behaviors and Attitudes

Q: How can we address coworkers' discomfort or misconceptions about disability?

A: In inclusive companies, coworkers' responses are positive. Disability inclusion boosts engagement and productivity. Use internal resources like speakers, ERGs, and training to build awareness and confidence.

Safety Issues

Q: Will having people with disabilities affect workplace safety?

A: Recordable injuries actually decrease in inclusive workplaces. Emergency plans should include provisions for employees who may need assistance. A buddy system and inclusive drills can help.

Employee Assistance While at Work

Q: What if an employee needs on-the-job assistance?

A: Third-party providers such as interpreters or personal assistants usually provide this support. Disability:IN’s Inclusion Works team can help locate resources.

Confidentiality

Q: Will asking about disability-related needs violate HIPAA?

A: No. Focus on the job and what’s needed to meet performance expectations. Do not ask for medical diagnoses. Talking about accommodations does not violate HIPAA.

Managing Time Off

Q: What if the employee needs time off for disability-related reasons?

A: Manage by objectives. Apply the same standards to all employees. Time off for medical reasons is often similar to FMLA situations. Plan for coverage as you would with any employee absence.

Materials in an Alternative Format

Q: How can we support someone who needs alternative formats?

A: Technology solutions like screen readers and magnifiers are available. The Inclusion Works team or JAN can help you implement them quickly.

Accommodating People Who Are Deaf or Hard of Hearing

Q: How can we support real-time communication for deaf or hard of hearing individuals?

A: Use closed captioning, real-time captioning, and other tools. The Inclusion Works team can help you access these solutions quickly.

Increasing Comfort Level

Q: What if I’m uncomfortable managing people with disabilities?

A: Discomfort is natural when you lack exposure. It’s your responsibility to be inclusive. Leverage your company’s training and resources to build confidence and capability as an inclusive leader.

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