What Companies Are Getting Right About Supporting Employees with Disabilities
- Xhesi Kutrolli
- 3 days ago
- 2 min read
More organizations are realizing that disability inclusion isn’t just a compliance checkbox. It’s a strategy that strengthens teams, boosts retention, and empowers employees to bring their full selves to work.
Drawing from our recent 2025 Disability at Work survey, JAN’s Employer Guide, and recent articles on companies leading in this space, clear themes are emerging about what’s working—and where gaps remain.
Quick Wins That Make a Big Impact
One insight from our 2025 Disability at Work survey: a fast, simple “yes” can change everything.
“I got the tools I needed within a week—software, schedule flexibility, and understanding.”
Small? Hardly. According to the Job Accommodation Network, most accommodations cost nothing, and the rest average about $500. For companies, that’s minimal—but the message is powerful: We hear you. We’re here to help you succeed.
Another survey respondent shared:
“My supervisor didn’t just accommodate me—they checked in, listened, and made sure I felt comfortable.”
That kind of relationship-based support turns inclusion from a policy into a lived experience.
Where Companies Still Struggle
Even in strong workplaces, cracks appear. Some employees reported delays or silence when it comes to accommodations requests:
“My request was denied. No explanation.”
Others feared disclosure altogether:
“I was afraid to disclose—I didn’t want it to affect my job.”
These stories remind us: inclusion isn’t just about tools and tech—it’s about trust. Policies mean little if employees don’t feel safe using them.
Why Manager Education Matters When Supporting Employees with Disabilities
A recurring theme: lack of understanding, especially around invisible or neurodivergent disabilities.
“Even if I disclose, I have to educate my manager. It doesn’t work in my favor.”
This is where ongoing training really matters. Companies that do disability inclusion well make sure education is not optional or one-and-done. WorkShield highlights examples like Salesforce and EY, where ERG leaders work directly with employees and managers to bridge knowledge gaps, host workshops, and keep disability inclusion part of the everyday culture, not just something discussed once a year.
What Leading Companies Do Well
Looking at organizations recognized for strong disability inclusion—Microsoft, IBM, JPMorgan Chase—three practices stand out when supporting employees with disabilities:
Clear, Confidential Processes
Employees know how to request accommodations and what happens next.
Active, Supported ERGs
Employee Resource Groups provide community, influence, and cultural impact.
Visible Leadership
Senior leaders show up—through public statements, training participation, and policy follow-through—building trust from the top.
These aren’t “extras.” They’re essentials for creating workplaces where employees feel safe, supported, and respected.
The Bigger Vision
One survey comment says it all:
“We need leadership that stands up for us—not just policies that sit on paper.”
Representation matters too. Employees want to see people with disabilities in leadership roles:
“Seeing someone like me in leadership would mean everything.”
Inclusion isn’t the job of HR alone—or managers alone—or ERGs alone. It’s everyone: leadership, managers, HR, and coworkers working together to build workplaces where disability is understood, supported, and valued year-round.
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