Understanding disability terminology in the workplace

Disability encompasses a wide range of conditions affecting how people move, process information, perceive the world and interact with their environment. The CDC defines it as any condition of the body or mind that makes certain activities more difficult or limits participation.

When discussing disability in workplace contexts, language matters. People within the disability community often use identity-first language (“I am disabled”). In employer communications, person-first language (“people with disabilities”) is generally the appropriate default.

Either way, disability is a neutral descriptor — not a liability and not a euphemism. Treat it as straightforwardly as you would any other aspect of workforce composition.

What disability-inclusive employment looks like

Disability-inclusive employers go beyond legal minimums. They build hiring and retention practices that allow people with disabilities to compete fairly, perform fully and advance equitably. That means rethinking job descriptions, interview processes and workplace culture — not as special accommodations, but as standard operational improvements.

The business case

Research consistently shows that employers who actively hire people with disabilities see measurable returns:

• Reduced turnover — disability-inclusive workplaces report higher retention rates
• Expanded talent pipeline — access to a skilled, motivated and frequently overlooked candidate pool
• Broader consumer reach — disability representation tracks with the purchasing population
• Stronger problem-solving — teams with varied lived experiences approach challenges differently
• Financial incentives — tax credits and federal contractor advantages may apply

The employers who have moved past outdated assumptions about productivity or reliability find the opportunity is straightforward: the right skilled candidates, stronger teams and better outcomes.

Neurodiversity in the workplace

Neurodivergence refers to the full range of how people process information, including ADHD, autism spectrum disorder, dyslexia, dyscalculia, epilepsy and related conditions. Estimates suggest 15–20% of the global population is neurodivergent.

Neurodivergence falls under disability law in most jurisdictions, whether or not an individual identifies as disabled. Comply with applicable law. In conversation, follow the person’s lead on language.

Because neurodivergence is often non-apparent, it’s frequently overlooked in hiring and talent gets screened out for communication or presentation style rather than actual capability. Practical steps to address this include using best practices for hiring neurodivergent candidates, such as offering multiple communication formats and asking team members directly what they need to do their best work.

You can also implement ways to support neurodiversity at work, such as building flexibility into how work gets done rather than how it gets performed.

Tips for writing disability-inclusive job descriptions

Job descriptions are often the first barrier and the easiest to fix.

Include an accommodations statement

Tell candidates upfront that accommodations are available and how to request them. List common examples, but also provide direct contact options (both phone and email) so candidates can communicate their specific needs. This signals readiness before the first conversation happens.

The Job Accommodation Network (JAN) offers additional guidance on standard accommodations language.

Audit what the role actually requires

Standard template language, such as “must be able to lift 15 lbs” or “excellent communication skills,” is often copied without scrutiny. Does the role actually require it?

A position that only involves laptop work doesn’t need a lifting requirement. A role requiring strong written communication may not require verbal fluency. Listing requirements that don’t apply to the actual job excludes candidates and weakens your description.

Hire for skills, not credentials

For some candidates, disability has created barriers in traditional educational or career paths — not because of capability, but because of access. Skills assessments and practical evaluations allow candidates to demonstrate what they can do, rather than documenting how they got there. This surfaces talent that credential-first screening misses.

Use plain language

Acronyms, jargon and insider references act as gatekeepers, often unintentionally. Use direct, clear language to describe what the role requires. Terminology can be taught, the underlying skills are what you’re hiring for.

Keep descriptions focused

Dense, lengthy job descriptions cause some candidates to self-screen out — not because they’re unqualified, but because the format itself is inaccessible. Aim for clarity and concision over comprehensiveness.

Accessible interview processes

Interview design is where many qualified candidates with disabilities are lost — not because of ability, but because of format.

A standard phone screen, for example, excludes candidates who are deaf or hard of hearing, have speech differences or are non-verbal — even when the job itself has no phone requirement. Build in alternatives as a default, not an exception.

Practical adjustments:

• Replace phone screens with video interviews that include a chat/text option
• Send interview questions in advance. This benefits deep thinkers, candidates with anxiety and anyone who processes information differently, with no downside for other candidates
• Offer flexibility in how candidates demonstrate their qualifications (e.g., written responses, work samples, practical assessments)

The goal is to give every candidate a genuine opportunity to show what they bring to the role.

Internal programs that sustain progress

Hiring is the starting point. Retention and advancement require internal infrastructure.

Employee Resource Groups

Employee Resource Groups (ERGs) for employees with disabilities and their allies create community, surface operational barriers early and provide the organization with a direct feedback channel. They benefit both the employees involved and the business’s ability to adapt.

Mentorship programs

People with disabilities face barriers not just in getting hired but in advancing. Structured mentorship, both as mentors and mentees, builds the professional networks and organizational visibility that drive retention and career growth.

A note on self-disclosure

Whether or not an employee discloses a disability is a personal decision. Employers don’t need disclosure to build inclusive practices — and in fact, employees are more likely to disclose once trust has been established through consistent, demonstrated inclusion.

Focus on building a culture where support is the default. That serves everyone, regardless of what they choose to share.