Last year, Newsweek published a set of directions regarding How to Disclose a Disability to Your Manager and Co-Workers. This is a reasonably frequent conversation in the realm of workplace injury and challenges. In recent years, there have been many instances in which employers and coworkers have been similarly challenged to have conversations about exposure to the virus, absence from work, and accommodation.
The Newsweek article has substantive advice for such conversation, in five numbered categories (all direct quotes). Describe What Your
- Disability Is and What It Is Not
- Describe How Your Disability Presents Itself
- Describe How You Take Accountability for Your Disability
- Describe What You Need From Your Manager to Be Successful
- Leave Time for Questions
Viewed in a list form, there is a clear underlying theme to the headings. The key is communication. The advice is centered on communicating what drives any challenges or obstacles, and discussion of how those can be, or are being, addressed.
This is seen as an increasingly important undertaking as the volume of "persons with a disability" is increasing. There is recognition that disability and the workplace can be a difficult combination that involves both the actuality of challenges and a person's self-perceptions about both those challenges and the interactions and involvements with coworkers, management, and more.
There is a conclusion that some strive to hide or disguise disabilities. The authors suggest that this is a temptation for "invisible disabilities" that a worker can conceal or strive to, as a defense mechanism. The hiding of the condition allows the worker to feel community with coworkers, avoid feelings of isolation or separation, and "fit in" in the workplace.
The article warns that such concealment impedes communication which can lead to misunderstanding and misinterpretation. Issues that are (undisclosed) disability-related will perhaps surface in a variety of ways. With no knowledge of the disability, coworkers, and supervisors may perceive work output, pace, or process as the product of personality, perseverance, or performance. Without communication and interaction, there is the potential that work will be perceived as deficient, without any context of why.
The author advocates "proactive discussion" to forestall doubts and misperceptions. The recommendation is to both describe the disability and its potential impacts or effects. In that communication lies the potential for the workplace to both recognize the presence and impact of the disability.
When the Americans with Disabilities Act was passed in the late 20th century, it required a re-think of the workplace by management. The idea of a "reasonable accommodation" rapidly became integral to the workplace. The idea is reasonably simple in that workplaces may be flexible in dealing with individual challenges or issues.
The law can conflict with the countervailing concept of privacy. An employee's medical history is private and in some workplace settings may be covered by the Health Insurance Portability and Accountability Act (HIPPA). Even if an employer is not among the “covered entities” that are precluded from disclosure under HIPPA, disclosure may nonetheless raise implications related to discrimination, accommodation, and beyond.
The employer thus faces difficult challenges in both accommodating disability, and protecting the privacy of the worker. To what extent is disclosure necessary (for the safety of the public, employee, and coworkers) or merely advisable. In what settings will disclosure be inappropriate or even illegal?
The crux of the approach advocated in the article is proactive communication that is driven by the worker who has a disability. The author is focused on the employee bringing that information to the workplace and driving an open conversation(s) regarding the existence, presentation, and accommodation of the disability.
Whether that disability is temporary or permanent, workers' compensation or not, that communication may be critical to the well-being of the employee and the effective accommodation by management. The focus on both naming the disability and its potential or probable effects is open and facilitating. There is a spirit in such disclosure of both acceptance and accommodation. The article concludes that such an employer/employee dialogue will allow collaboration both in working with the disability and effectively communicating with coworkers regarding outcomes and perspectives.
This is, of course, a challenge for workers. Those hiding a disability are likely to do so consciously. Their decision to discuss such a condition will be met with different reactions from various employers. The impacts and effects may meet differing understanding and acceptance in various work environments. Particular accommodations may or may not meet an employee's desires or preferences. Therefore, the suggested five points for discussion are sound aspirations and worthy suggestions. However, implementation may be challenging.
Employees may remain reticent to discuss disability, and reluctant to acknowledge shortcomings in work performance. It is suggested that management must remain both attentive and proactive. If performance is an issue with any employee, management may find it appropriate to privately inquire as to causes and perceptions. Such inquiry may facilitate discussion, disclosure, and interaction with the employee as regards both accommodation and further communication.
