Far too often we think of differences as challenges to be overcome or problems to be solved. Within this toolkit of resources, we will challenge you – as an individual with a disabling condition or a workplace / community supporting those with disabling conditions – to shift your thinking. In this resource you’ll begin to challenge the assumptions you hold about finding and maintaining work within rural/remote communities. This resource will support you as you confront assumptions and bias, challenge commonly held myths, and develop strategies to prepare you for working together to bridge the diversity disconnect.
Assumptions are a very natural way to effectively process a complex world. If we had to seek out evidence and evaluate each situation we encountered, our brains would be overloaded. The time and energy required to make decisions would prevent us from ever taking any action. Assumptions are essentially a shortcut for decision making. In many instances, assumptions serve us well. For example:
These assumptions may be true most of time; however, when we add in contextual layers, it gets a bit tricky. For example:
In many instances, assumptions can feed into incorrect expectations or judgements about a situation or group. Logical fallacies (i.e., flaws in judgement leading to misconceptions) can reinforce those assumptions while at the same time discounting other information that might challenge them. If left unchecked, assumptions can lead to dangerous ideas about others (i.e., biases and stereotypes) and unfair treatment of others based on a particular trait or characteristic (i.e., discrimination).
Individuals with disabling conditions are often subject to many biases – in part due to lack of awareness about their lived experiences. Take a moment here to reflect on something you may think is “harmless.”
Making assumptions can feed into long-standing stereotypes and limiting beliefs about individuals with disabilities. They are fueled by lack of awareness. The next section will combat a few of the commonly heard myths that individuals, workplaces, and communities encounter. It will also offer some more genuine evidence-based realities.
Consider a recent “harmless” assumption you’ve made about a person with a disabling condition. If you are a person with a disabling condition, consider an assumption you’ve been on the receiving end of.
e.g., individuals with disabling conditions need one-on-one, dedicated skills training which is too expensive and time-consuming for small employers to provide
Who was the source?
e.g., an employer
What is the impact?
e.g., feeds into the assumption that those with disabling conditions are incapable
How were they misinformed?
e.g., the skills of an individual with a disabling condition aren’t predetermined by their condition
In this section, we share and confront some commonly held myths surrounding the employment of individuals with disabling conditions from the perspective of individuals, workplaces, and communities.
For individuals, the following myths are prevalent:
I must disclose my disability
The choice to disclose a disability to anyone, including employers, is ultimately yours. The University of Toronto’s Disclosure and Accommodation Guide for the Workplace provides some helpful guidance on situations that would warrant disclosure and how such disclosure could occur. For example, you’ll want to know what strengths and skills you possess, what the job requires, and what accessibility needs you’d have. The guide includes a decision tree to help you determine if (and when) to disclose, as well as sample scripts to guide that process.
Employers won’t hire me
Job search can be challenging, especially in rural and remote communities and for people with disabling conditions. The good news is that employment rates among persons with disabling conditions are rising, albeit slowly. Between 2016 and 2021, the employment rate rose to 62% (StatsCan, 2024).
Finding your fit can take time; however, there are many employers needing skilled employees and more and more employers are seeing hiring persons with disabilities as a source of competitive advantage. You are part of a talent pool, previously undervalued, that is now growing in demand due to skills and talents you can provide regardless of your disability.
Focus on your value proposition (i.e., what makes you unique) and use a strength-based, skills-focused approach. Be sure to highlight foundational and transferrable skills you possess – review Canada’s Skills for Success framework to help you identify relevant skills.
I won’t get the accommodations I need.
Accommodations will be tied to your specific needs. Knowing what you need and being able to effectively communicate those needs will help you (or others in your support system) to advocate for what’s necessary. Accommodations can include any of the following:
For more details, see 32 Examples of Workplace Accommodations.
I won’t be able to perform the tasks
For many individuals with disabling conditions, adequate accommodations will permit a fulsome, meaningful contribution to the workforce by eliminating barriers. For others, a customized employment process may be advantageous.
Customized employment generally involves a career professional (e.g., a job developer or coach) working with both an employer and an individual. Together, they will identify a collection of job tasks that align to the specific skills and abilities of an individual rather than placing individuals into existing roles/responsibilities. The process is built on a foundational discovery process which then guides job development. A job coach or advocate may be made available to you during the onboarding process with the employer.
There are other candidates more capable than me
Your disabling condition doesn’t determine your capability. There are many types of accommodations that can remove the barriers you face which will enable you to showcase the skills you do have. Being confident in your abilities is key. This can be a challenge for many job seekers, especially those with disabling conditions. Boost your self-confidence by engaging in your community through volunteering and social activities, in formal or informal learning opportunities online or in-person, and in the workplace. Working with an employment specialist can help you get a better sense of, and communicate, your unique values/attributes within the workplace. You can access online career quizzes and skills and knowledge checklists from the Government of Canada, or engage with your friends, family, mentors, and allies in your community to ask them to help you identify what’s unique about you and how you can positively contribute to a workplace.
Challenge your notion of “disability” by considering what strengths your lived experiences, perspectives, and gifts afford you. Some even consider their disability a “superpower” (watch Betsy Walling Furler’s TED Talk Differences Are Superpowers: Beyond the “Dis” in Disability or read Non-Verbal Learning Disability Super Powers).
My work won’t make a difference
For many with disabling conditions, proper accommodations will enable you to fully participate in the workplace (e.g., automated reminders or visual prompts can be used to remind you about a specific process you need to follow). Matching your available capacity to an adequate level of challenge is key.
The rise in micro-task platforms like Task Rabbit and Up Work, have really highlighted that there is no such thing as a “small” task within an organization or community. Every task is essential.
Customized employment is the process where job tasks are shared between multiple individuals based on their strengths, carved out of an existing job to meet an individual’s needs, or re-assigned from an existing position so that someone else can focus on more central tasks. Each of these instances provides a re-allocation of tasks to better meet business needs (as well as individuals’ needs). In many instances a Job Coach can be available within the workplace to support your transition and learning process to ensure you are making a difference.
You can’t always tell I need support; I’m going to be seen as a liar, lazy, or entitled.
It can be confusing for those who have limited experience with invisible disabilities or conditions that are sporadic/temporary (e.g., chronic pain, mental illness). Keep in mind that it’s your choice to disclose; however, part of disclosure may include educating others about your needs. Changing attitudes often start with simple conversations that educate those around you and encourage understanding of conditions that aren’t obvious (Woodward, 2015). It’s up to you how much you want to share and with whom (ALIS).
Although some may hold the false idea that those with invisible disabilities are liars, lazy, or entitled, this might be more a signal that they are envious of your accommodations. According to Feder (2022) “that is only more proof that disability accommodations are actually necessary for our society and should be usable for all.”
Pick one of the “myths” shared here or another that you’ve heard. Consider the following:
For workplaces, common myths include:
We don’t have to accommodate an invisible disability
Many disabling conditions aren’t obvious (e.g., chronic illnesses, mental health issues), but that doesn’t mean they aren’t protected by the Accessible Canada Act.
According to (2023), 88% of employees with invisible disabilities choose not to disclose their conditions to avoid stigma and discrimination. They suggested that this can lead to people feeling excluded, receiving fewer benefits, and accessing less training and advancement opportunities. As a result, workplaces risk fostering a toxic workplace environment where people suffer in silence and feel unsupported/misunderstood. This ultimately creates an unpleasant and unproductive workplace. Instead, an empathetic approach can create a space where individuals feel safe to disclose and ask for what they need. In return, workplaces should be prepared to meet those needs and encourage/value diversity.
Mental illness isn’t a disability
Mental illness, like any other, may constitute a disability. According to the Mental Health Commission of Canada, one-third of disability claims are related to mental illness – as are 70% of disability costs within the workplace.
There has been much attention in recent years paid to psychological health and safety in the workplace, including mental health first aid programs and cultural safety training.
Accommodations are expensive and represent “undue hardship” for small-to-medium enterprises (SMEs), especially those in rural/remote communities
Most accommodations are relatively inexpensive, even in rural and remote communities. According to Accessible Employers’ Workplace Accommodation Guide, “various sources in Canada note that 50-80 percent of suggested accommodations cost the employer less than $500.” This might include things like shifting work schedules (e.g., offering split shifts), making adjustments to work tasks/materials/equipment (e.g., increasing font size of documents, using hands-free devices, offering screen readers), and modifying the work space (e.g., ensuring major pathways are clear, providing quiet spaces, relocating workstations near equipment). You may find many of these accommodations benefit other employees in your workforce and/or customers as well.
The Canadian Human Rights Commission affirms that reasonable accommodations are your duty and provides guidance on what might fall under this umbrella. Undue hardship refers to accommodations that would cost too much or create health/safety risks, and you’ll need to provide evidence of this if you choose not to accommodate.
There aren’t any qualified candidates with disabilities in our region
The podcast, People with Disabilities Are an Untapped Talent Pool, shares the story of a coffee shop that employs mainly individuals with intellectual and developmental disabilities. The founders assert such hiring practices are good for business. Individuals with disabling conditions can bring unique skills and perspectives to the job; improve workplace culture, performance, and productivity; and expand your market by drawing in new customers.
They continue that it’s not that there aren’t qualified workers in your area, it’s that a workplace’s normal recruiting practices may fail to reach individuals with disabilities. Dodge (2021) provides some tips for making your recruitment process more inclusive, including:
The accommodations that those with disabilities want are an unfair advantage
The Job Accommodation Network shares many examples of push back from employers on the perception of fairness as it relates to accommodation:
The duty to accommodate is actually a requirement to remove discriminatory barriers, not to provide an unfair advantage.
Workplaces should ensure performance measures are tied to job descriptions. With appropriate accommodations, every employee will have the ability to achieve at the highest level.
Workers with disabling conditions won’t show up to work and when they do, they’re unproductive and more prone to accidents
There are a number of interconnected assumptions about the work ethic of individuals with disabling conditions at play here. DiscoverAbility Network’s infographic challenges many of these misconceptions. For example, it shares how employees with disabilities have a 40% lower safety incident rate and 78% lower overall costs associated with accidents. It also shares how there is evidence of lower absenteeism rates and higher employee retention rates.
The evidence supports individuals with disabling conditions as a largely able and willing untapped resource that actually can have positive benefits for your corporate culture and customer base overall. In actuality, you can see improved profitability, competitive advantage, inclusive work culture, and ability awareness (Lindsay, Cagliostro, Albarico, Mortaji, & Karon, 2018).
We can’t critique or criticize staff with disabling conditions
If any employee, regardless of whether or not they are a person with a disabling condition, is not meeting a workplace standard, you can absolutely engage in a performance management process. You must, however, first ensure that you’ve done all you can to accommodate the individual’s unique needs, removing unnecessary barriers.
The UK’s Advisory, Conciliation and Arbitration Service has some good tips and strategies for supporting performance of individuals with disabling conditions. They suggest regular performance reviews and communication with your staff will help to ensure that they know how they are performing and what expectations exist. In addition, keeping a record of what’s been discussed and being open to hearing about different ways to approach the job tasks are important. Be sure you are aware of your requirements as an employer in Canada and in your industry.
Despite our best efforts, we are just going to offend individuals with disabling conditions
It’s best to consider an individual with a disability as you would any individual –each person is unique and their experience with “disability” is just as unique. Strive to avoid ableist approaches that infantilize and stigmatize.
Disability, both as a word and as an experience, is neither a bad thing nor something to hide way in fear. Of course, it is entirely up to the comfort of the individual how they identify, whether to disclose, and/or if they desire to talk about it. Strive to foster a work environment that is open to clear and direct communication and welcoming to those with disabilities. The University of New Hampshire shared several misconceptions that can help your workplace shift to a more individualized, culturally informed approach.
Pick one of the “myths” shared here or another that you’ve heard. Consider the following:
For the communities, common myths include:
Individuals with disabilities can’t judge their own skills
Uncovering relevant skills, interests, and ambitions from any individual takes time, whether or not that person has a disabling condition. Trust, respect, and authenticity are foundational to creating a strong working relationship where an individual feels safe and understood. Discounting an individual’s ability to communicate themselves before you’ve even worked with them negates their autonomy to have choice and control over the employment process.
Although family members, friends, educators, elders, and others within an individual’s social circle may provide information or a new perspective, begin by communicating directly with the individual. Focus on building foundational, transferable skills, such as those highlighted in the Skills for Success model. Explore what those skills mean to the individual and provide opportunities for development within your community.
Infrastructure issues impact everyone, equally.
Residents of rural and remote communities do encounter common issues with infrastructure (e.g., Internet connectivity, transportation). Those with disabling conditions, however, need to be more planful and flexible. Assuming that everyone is impacted equally discounts the reality of those living with disabling conditions.
Ensuring that community resources and supports are accessible to those with disabling conditions is paramount. In a rural and remote setting that might mean travelling to individuals through outreach services versus requiring them to come to you.
Individuals with disabilities don’t want to work; they are happy to stay on assistance.
Many individuals with disabilities do indeed want to work. The World Economic Forum (2019) shared how government assistance can provide a springboard for upward social mobility, rather than creating dependency. Further, just as those without disabling conditions, many individuals with disabilities value their independence and autonomy. Keep in mind that “disability does not mean dependency.” Many neurodiverse individuals, for example, live very independent lives and have contributed to society in several fields. Richard Branson, founder of the Virgin group, has dyslexia, which has informed his business practices. Even a simple incorporation of a flexible or remote/hybrid schedule so that individuals with disabling conditions can accommodate medical appointments or driving lessons can make an immense difference in supporting independence and growth.
Intensity of a disabling condition may impact an individual’s ability to be employed. Of the nearly 8 million individuals with disabilities, nearly 60% were classified as having a mild to moderate disability and those with mild disabilities were more than twice as likely to be employed than those with severe disabilities ( 2024). The good news is that employment rates for individuals with disability conditions are increasing, albeit slowly (i.e., increasing from 59%-62% between 2016 and 2021).
Individuals with mental health challenges are unemployable.
Work is an important aspect of supporting mental health and well-being. Career development can support self-efficacy, optimism, and social identity, as well reduce career anxiety and cognitive dissonance (Redekopp & Huston, 2020). Through appropriate supports, tracking, and engagement of allies and stakeholders, individuals with mental health challenges can indeed be employable, and even flourish.
Self-employment isn’t a good option for individuals with disabilities
The World Economic Forum has been championing entrepreneurship and self-employment for many individuals with disabilities across rural and remote communities in developing regions. Some of these entrepreneurial roles are creative jobs; others are more traditional. Each shared story demonstrates how individuals with disabilities are capable of developing and managing their own businesses effectively.
There is no one to help
In rural and remote communities, it might feel like you’re on your own; however, there are many organizations, programs, and services supporting the employment of persons with disabling conditions. The Opportunities Fund for Persons with Disabilities (Government of Canada) provides links to active national and regional projects you can search through.
Here are a few organizations to check into:
Don’t overlook the importance of expanding your own network locally to build connections. Such connections amongst service providers, community agencies, and other key contacts (e.g., family, friends, neighbors, mentors, coaches, educators, elders, and other role models), are essential to coordinate efforts to support those with disabling conditions in finding and maintaining employment.
Pick one of the “myths” shared here or another that you’ve heard. Consider the following:
Now that you’ve practiced replacing myths with a more realistic perspective grounded in an understanding of the realities for individuals with disabling conditions within rural and remote communities, you can begin to implement strategies to ensure you avoid making assumptions.
For individuals, some strategies include:
For workplaces, some strategies include:
For communities, some strategies include:
As you review the suggestions for individuals, workplaces, and communities, consider how you can work collaboratively to avoid making biased assumptions. In the next resource, you’ll be able to start crafting your vision for the future.
Without a sense of where you want to end up, it’s difficult to get there.
A vision for the future doesn’t have to be restricted to paid employment – it can pull from the broader definition of career that includes work, life, and learning domains. In this resource, learn the essential elements to creating a motivating and inspiring vision.
