The ADA changed the experience of living with a disability for most people, yet some vast disparities still exist—and employment is a nearly universal one. In recognition of National Disability Employment Awareness Month, we’re here to discuss the ongoing challenges that people with disabilities face in the job market and workplace, and what employers and disability advocates can do to help remedy them.
First, some key statistics: a 2021 survey demonstrated that just 31% of people with disabilities were currently employed, even amid the remote work surge of the pandemic—compared with roughly 73% of people without disabilities of working age. In addition, people with disabilities make, on average, just 68 cents for every dollar earned by people without disabilities; women with disabilities fare even worse, earning just 72 cents for every dollar made by a man with a disability. Finally, the poverty rate for people with disabilities is roughly twice that of people without disabilities, at 27% vs. 12%. It’s clear that, independent of other identities or characteristics, having a disability is correlated in general with poor economic and employment outcomes. With an estimated one in nine working-age adults living with disabilities, addressing employment disparities is essential to improving equity in our society and fully harnessing the power and talents of our workforce.
As we consider these data, we know the problem (as usual) is perception, not actual ability. Whether someone has an apparent or invisible disability, they can still be impacted by misperceptions around what they are capable of, how productive they can be, or how difficult it will be to incorporate adaptive tools or other accommodations. Due to this stigma, as many as 88% of people with invisible disabilities choose not to disclose their disability status in the workplace. In addition to concerns that they will be perceived as less valuable than other employees, people with disabilities in the workplace also experience “special treatment stigma,” where they are ostracized or even viewed as causing hardship to other employees as a result of requiring certain workplace accommodations. No matter what the specific circumstances may be, experiencing or anticipating ableism adds a level of complexity to employment that workers without disabilities don’t face—and has very real consequences for career progression, work-life balance, and compensation.
So how do we make workplaces more inclusive and equitable for the benefit of everyone? While the ADA provides vital workplace protections, changing our culture and dispelling falsehoods are the next steps that benefit both people with disabilities and employers. Ableism in the workplace can keep employers from harnessing the talents of candidates with disabilities and can also cause workers with disabilities to adopt unsustainable practices to try to counteract negative stereotypes, or worse, in an effort to “prove their worth.” This fear of being stigmatized or underestimated may even lead people with disabilities to avoid seeking employment altogether, or to accept jobs that pay less or underutilize them. Consequently, people with disabilities must feel that they are entering workplace cultures that value them as people, have an accurate understanding of their skills and competencies, and have a plan for welcoming and integrating them in a manner that promotes success.
Creating these inclusive cultures involves, first and foremost, educating people about disability, ableism, and inherent bias so they are able to view their workplaces more critically. Then, reviewing current policies and practices to identify those that may negatively impact employees with disabilities or prevent candidates with disabilities from applying or being hired in the first place. Examples include incorporating flexible work or leave policies for all employees. Finally, workplaces can ensure that accommodations are readily available so people with disabilities are set up for success as they begin their employment.
Employers can accomplish all of these important actions in partnership with organizations like the Centers for Independent Living, which provide training and consulting resources to make workplaces more accessible and inclusive. Employers and job seekers can also find state-level resources or nonprofits that provide support specific to certain disability populations or needs. From job placement and support of employees with disabilities to workplace accommodations, a wealth of resources exist to help employers ensure that employees with disabilities have the same opportunities as anyone else to utilize their skills and achieve their goals.
Tackling pay disparities is another critical aspect of making workplaces more equitable. At its most basic level, the wages an employer is willing to pay communicate the job’s worth to the company, so offering lower wages to people with disabilities sends the message that they are not valued or valuable. Employees who are qualified and achieve performance goals should receive the same pay regardless of disability status, and, per the ADA, employers cannot pay people with disabilities less because they require accommodations. In addition, recent legislation is taking aim at a clause in the Fair Labor Standards Act that permits employers to pay people with disabilities less than the federal minimum wage of $7.25 per hour—a “subminimum wage” calculated based on their performance or skill level. This clause was originally introduced in the 1930s to ensure people with disabilities were paid in accordance with their performance and not underpaid due to their disability. However, in the decades since, several studies have determined that poor management is often the cause of reduced productivity among program participants, that employers still pay incorrect or even exploitative wages, and that, in addition to being ineffective compared to other models, the programs often perpetuate stereotypes and misperceptions about what people with disabilities are capable of.
Policies and legislation may be the most effective ways to combat pay disparities, but they can also take a long time to implement. Consequently, employers can ensure they are paying fair and livable wages to employees with disabilities by evaluating individual performance and ensuring that there are not large differences in pay for any employees performing the same work or with the same job titles. Resources like the CILs or whatcanyoudocampaign.org can help employers harness the talents of people with disabilities while providing an equitable and fulfilling employment experience.
As is the case in our greater communities, people with disabilities are bringing critical talents and perspectives to our workplaces, and they must all have the same opportunity as others to seek meaningful, sustainable employment. MiSILC and the CILs are proud to work alongside employers to help create more inclusive and accessible workplaces where all employees can achieve their full potential. To learn more about training opportunities and services for employers, connect with your local CIL at https://dnmichigan.org/cils/.