The Story We Never Hear
Imagine a small medical practice with twelve employees. The practice manager interviews a candidate for a billing role. She is highly qualified and experienced in recovering unpaid claims. She also happens to use a wheelchair. Instead of focusing on her track record of success, the conversation shifts toward questions about mobility and assumptions about limitations. She did not get the job.
Six months later, another clinic hired her. They provided a flexible desk setup and made small adjustments to the office layout. Within her first ninety days of employment, she recovered tens of thousands of dollars in unpaid balances. Cash flow stabilized, patient satisfaction improved, and prescribers spent more time caring for patients.
This is not a story about disability. It is a story about overlooked talent. One practice lost an opportunity while another gained a competitive advantage.
The Landscape Today
Employment data highlights both progress and persistent inequities. In 2023, only 22.5 percent of people with disabilities in the United States were employed compared to 65.8 percent of those without disabilities. That is a gap of more than 43 percentage points. In 2024, the employment-to-population ratio was 22.7 percent for people with disabilities and 65.5 percent for those without.
The labor force participation rate, which measures those working or actively seeking work, was 24.2 percent for people with disabilities compared to 68.1 percent for those without. These numbers come directly from the Bureau of Labor Statistics. They confirm that large numbers of talented individuals remain excluded from opportunity.
The economic case for inclusion is also clear. Most accommodations cost less than $500 on average. Many cost nothing at all, such as flexible scheduling, modified training formats, or small adjustments to job responsibilities. Companies that lead in disability inclusion outperform peers in revenue growth and shareholder returns, according to Accenture’s Getting to Equal study.
Disability inclusion is not an act of charity. It is one of the strongest, innovative, and smartest business strategies of our time.
An Emerging Breakthrough in Vision
Medical and technological advances are reshaping what is possible. Researchers at Stanford University and in Australia are testing small implants that can restore partial sight to people who are blind. The devices, sometimes described as bionic eyes or retinal implants, work with glasses and computer systems to help people read large letters, detect shapes, and navigate safely. Participants in clinical trials have reported greater independence, from identifying doorways to avoiding obstacles in daily life.
These innovations remind us that boundaries once thought permanent are shifting. Disability inclusion is not only a moral and business imperative. It is aligned with the cutting edge of science, medicine, and technology.
As science pushes these frontiers, leaders must recognize that workplaces remain stuck in outdated perceptions. The challenge is not only medical or technological. It is organizational and cultural.
Breaking the Myths
For decades, myths about disability and work have shaped hiring, promotion, and culture. These myths are not only inaccurate but costly. They prevent leaders from seeing the real value people bring. To build inclusive workplaces, we must challenge these assumptions directly.
- Myth: Accommodations cost too much.
- Truth:More than half of accommodations cost nothing, and the average cost is under $500. Compare that to the cost of turnover, which can be 150 percent of an employee’s salary. Accommodations save money; they do not drain it.
- Myth: Employees with disabilities will not perform as well.
- Truth:Research shows performance, attendance, and retention are equal or stronger among employees with disabilities. Leaders also report that resilience and creativity add unique value to teams.
- Myth: We already practice inclusion.
- Truth:If the employment gap is more than 40 percentage points, then the work is not finished. Inclusion is not a slogan; it is measurable progress.
- Myth: Disability is uncommon.
- Truth:One in four adults in the United States lives with a disability. Most are invisible, such as mental health conditions or chronic illnesses. Disability is not an exception. It is part of the human experience.
By confronting these myths with facts, leaders can reframe their thinking. This shift is the first step in moving from barriers to opportunities. The myths lose their power when we present both quantitative data and lived experience.
Compliance and Leadership Responsibility
Every employer must understand the legal boundaries of disability inclusion. Compliance is not only a legal obligation but also the foundation of trust and fairness in the workplace.
- During the Interview Process:Under the Americans with Disabilities Act, employers cannot ask job candidates if they have a disability or about the nature or severity of a disability. The focus must remain on whether the candidate can perform the essential functions of the job with or without reasonable accommodations. Instead of asking about a condition, leaders should ask, “These are the essential job functions. Can you perform them with or without accommodation?”
- When an Employee Discloses a Disability:If an employee shares that they have a disability, leaders must begin the interactive process. This means engaging in respectful dialogue to identify what accommodations are needed and what is reasonable. Confidentiality and privacy must be maintained, and documentation should be thorough. The emphasis must remain on essential job functions and business needs.
- Reasonable Accommodation Practices:Examples of accommodations include modified schedules, screen reader technology, ergonomic equipment, or quiet spaces. Each situation is unique, and the law requires a good-faith effort to find reasonable solutions without creating undue hardship for the organization.
These practices are not simply about compliance. They show respect, protect confidentiality, and unlock performance. Leaders who understand and follow these guidelines reduce risk while also creating trust that drives retention and loyalty.
Voices that Matter
Robert M. Hensel once said:
“My disability has opened my eyes to see my true abilities.”
This perspective reframes disability as a source of strength and insight.
I hold this conviction:
“Talent is never disabled it is unstoppable.”
These are not motivational slogans. They are guiding principles for how organizations should view people, potential, and performance.
The Opportunity Is Economic, Social, and Human
Inclusion creates measurable economic impact. Employers who embrace disability inclusion tap into new markets, improve customer satisfaction, and strengthen loyalty among all employees.
- In medical and mental health practices, staff with disabilities often deepen patient trust and empathy.
- In public relations firms, lived experience helps craft authentic narratives.
- In technology companies, accessibility drives innovation that benefits every user.
- In government agencies, disability inclusion enhances accountability and represents the communities being served.
The opportunity is not confined to compliance. It is about positioning your organization for growth, resilience, and long-term relevance. Organizations that embrace disability inclusion are not only more equitable but also more competitive and future-ready.
Guidance for Leaders and Organizations
Inclusion is not achieved through statements alone. It requires intentional action across strategy, operations, and culture. Leaders who want to attract, retain, and advance talent with disabilities must be deliberate in their approach.
Strategic Actions
- Establish measurable goals for disability inclusion and track them annually.
- Assign accountability to senior leadership and to Human Resources (HR).
- Incorporate disability inclusion into workforce planning and diversity reporting.
- Allocate budget specifically for accommodations and accessible technology.
Strategic actions show that inclusion is not an afterthought. They elevate it to the boardroom and demonstrate to employees and stakeholders that leadership is serious about progress.
Operational Actions
- Review job descriptions to focus only on essential functions.
- Train hiring managers on inclusive interviewing and compliance with the law.
- Audit websites, digital platforms, and communication channels for accessibility.
- Build partnerships with vocational rehabilitation programs and universities to source talent.
Operational actions bring inclusion to life every day. They ensure systems, processes, and practices are fair and effective. When operations align with strategy, inclusion becomes consistent and sustainable.
Cultural Actions
- Provide safe spaces for employees to share needs without fear of stigma.
- Support employee resource groups and mentoring opportunities.
- Recognize National Disability Employment Awareness Month through events and education and have an ongoing strategy through the calendar year.
- Highlight how disability inclusion benefits everyone by improving workplace flexibility and creativity.
Cultural actions change hearts and minds. They create belonging and validate experiences. When culture shifts, inclusion is no longer an initiative. It becomes how the organization operates.
Resources to Explore
- Job Accommodation Network (askjan.org)
- Employer Assistance and Resource Network (askearn.org)
- ADA National Network (adata.org)
- National Organization on Disability (nod.org)
- State vocational rehabilitation programs
These organizations offer practical tools, technical assistance, and case studies that reduce the guesswork for leaders. By leveraging them, organizations can save time, ensure compliance, and accelerate progress toward measurable inclusion.
From Struggle to Hope
The statistics show barriers, but they do not define the future. Across industries, leaders are proving that inclusion works. They are not waiting for perfect policies. They are acting with vision, courage, and purpose.
National Disability Employment Awareness Month is not simply a celebration. It is a call to reflect on how far we have come and how much further we must go. It is also a reminder that most of us will live with a disability at some point in our lives. Inclusion is not about “them.” It is about all of us.
The Call Forward
National Disability Employment Awareness Month reminds us that awareness is not enough. Leaders must act now to build workplaces that recognize ability, not limitation. The best way to begin is with a phased approach.
Immediate Actions
- Review job postings and remove unnecessary requirements.
- Ensure interviews focus only on essential job functions.
- Audit digital tools and websites for accessibility.
Immediate actions send a strong signal. They are visible, practical, and demonstrate that leadership values inclusion today, not someday.
Midterm Actions
- Train managers and supervisors in disability awareness and inclusive leadership.
- Create a budget line for accommodations.
- Establish feedback systems so employees with disabilities can safely share their needs.
Midterm actions integrate inclusion into systems and budgets. They ensure inclusion is not a one-time activity but an ongoing priority supported by resources.
Long-Term Actions
- Embed disability inclusion into mission statements, values, and performance measures.
- Hold senior leaders accountable for measurable progress.
- Partner with community and national organizations to strengthen networks of support.
Long-term actions make inclusion sustainable. They protect against short-term enthusiasm fading away and position the organization as a leader in innovation, equity, and growth.
When leaders commit at every stage, they shift from compliance to culture, from awareness to action, and from barriers to unstoppable talent™.
Conclusion
Disability inclusion is not a favor. It is not optional. It is the future of work and a catalyst for innovation.
This month, as we recognize National Disability Employment Awareness Month, we are reminded that awareness is not the finish line. It is the starting line for decisive leadership. The organizations that act boldly now will be the ones that shape the workforce of the future.
The question for every leader is simple: Will you see limitations or will you see unstoppable talent™?
The answer you give will shape not only your organization but the world we all share.
Unstoppable Talent™.
References
Accenture. (2018). Getting to equal: The disability inclusion advantage. Accenture. https://www.accenture.com/us-en/insights/consulting/disability-inclusion-research
Bureau of Labor Statistics. (2024, February 22). Persons with a disability: Labor force characteristics — 2023. U.S. Department of Labor. https://www.bls.gov/news.release/archives/disabl_02222024.pdf
Bureau of Labor Statistics. (2024, June 26). Labor force participation rate 24.2 percent for people with a disability in 2023. The Economics Daily. U.S. Department of Labor. https://www.bls.gov/opub/ted/2024/labor-force-participation-rate-24-2-percent-for-people-with-a-disability-in-2023.htm
Bureau of Labor Statistics. (2025). Persons with a disability: Labor force characteristics — 2024. U.S. Department of Labor. https://www.bls.gov/news.release/disabl.htm
Job Accommodation Network. (2023). Workplace accommodations: Low cost, high impact. U.S. Department of Labor, Office of Disability Employment Policy. https://askjan.org/topics/costs.cfm
Stanford Medicine. (2024). Annual report: The bionic eye — Restoring sight through retinal implants. Stanford University, Department of Ophthalmology. https://med.stanford.edu/ophthalmology/news-and-media/annual-reports/annualreport2024/bionic-eye.html
The Bionics Institute. (2023). Second-generation bionic eye clinical trial delivers promising results. The Bionics Institute. https://www.bionicsinstitute.org/latest-news-newsletter/bionic-eye-clinical-trial/
U.S. Department of Labor, Office of Disability Employment Policy. (2024). National Disability Employment Awareness Month (NDEAM). https://www.dol.gov/agencies/odep/initiatives/ndeam
About Deborah Stallings, MA, SHRM-SCP
Deborah Stallings is a visionary leader, speaker, educator, and human resources strategist who transforms workplaces through inclusive leadership, bold truth-telling, and purpose-driven solutions. She helps CEOs and executives stop worrying about HR, handle matters before they hurt, and build resilient, high-performing teams.
Her journey began in public housing in Chicago and on her grandparents’ farm in Mississippi, where she learned resilience by helping care for her paralyzed mother and younger brother. These early experiences forged Deborah’s lifelong commitment to faith, hard work, continuous learning, and servant leadership, principles that now anchor her success in business and life.
As Founder and CEO of HR Anew, Deborah has spent more than 26 years empowering business executives and nonprofit leaders to turn HR chaos into clarity. Known for delivering hard truths without hard edges, she equips clients to act with insight, not ego, offering respectful guidance that preserves relationships and drives results.
When you work with Deborah, you gain more than a strategic HR expert. You gain a team of experts and specialists who share her values of wisdom, excellence, servant leadership, continuous learning, and a commitment to winning outcomes for all. Together, they deliver solutions that reduce risk, save time and money, and cultivate engaged leaders and thriving teams.
Credentials and Affiliations
- 30+ years in Equal Employment Opportunity, Human Resources, Recruitment, and Training
- 20+ years as a Christian educator
- Master’s in Management and Leadership; Bachelor’s in Business Administration; Notre Dame of Maryland University
- SHRM–Senior Certified Professional (SHRM–SCP)
- WBENC–Nationally Certified Woman-Owned Small Business (WOSB)
- Aspiring author and advocate for workplace transformation
Deborah is passionate about equipping small businesses, nonprofits, and faith-based organizations to thrive in a rapidly evolving world. Her innovative HR and leadership strategies have helped countless organizations grow through aligned values, inclusive cultures, and exceptional talent development.
About HR Anew
HR Anew is a premier human resources advisory and educational firm committed to transforming workplaces through strategic EEO and HR solutions, inclusion initiatives, leadership development, and workforce innovation. With a mission to empower organizations to build strong, engaged, high-performing teams, HR Anew provides tailored solutions aligning with organizational goals and driving measurable impact. Whether it is recruitment strategy, compliance, or employee engagement, HR Anew partners with organizations to deliver excellence, speed, and sustainable growth.