The Staff Association membership is incredibly diverse. We encompass a wide range of roles, backgrounds, lived experiences, and so much more. Our mission at the UWSA is to cultivate a progressive work environment where staff feel safe, empowered to grow, and able to thrive, but we need different things to make this a reality. We're hoping this series featuring members’ own experiences and words will help us all understand each other a bit better.
We heard from staff with a wide range of chronic illnesses, physical disabilities, neurotypes, and mental health struggles for our second post in this series. We know from the 2024 UW Equity Census data that 17% of UWSA members report having one or more disabilities. Among those members, the top three categories of disability were mental health, neurodivergence, and “ongoing medical condition.”
There are no one-size-fits-all solutions or accommodations, and no one is obligated to tell you about their physical or mental health or explain how their brain works. This means that we all need to listen, offer support, and be flexible with each other without requiring proof or making assumptions about anyone’s health status. We can make a real difference in our colleagues’ lives by giving each other the benefit of the doubt and supporting each other to do our best work, together, without judgement.
Here are nine things to keep in mind to help create a more inclusive and supportive work environment for everyone, based entirely on the words and wisdom shared by disabled, chronically ill, and neurodivergent UW staff members.
You're not alone! There are so many of us with neurodivergence and disabilities on campus. Even if you can't visibly see us, you're surrounded by colleagues and students who face similar challenges.
*A note about language: Some members of the disability community prefer ‘person-first’ language—people with disabilities—to emphasize that they are more than their disability. Yet others prefer the term ‘disabled’ to emphasize that they are disabled by our current society/systems and their disability is not something they ‘have’ or are. Similarly, some neurodivergent people and people with chronic illness and/or mental health diagnoses consider themselves disabled, while others do not. We respect all of these perspectives and preferences and are varying the language we use here to reflect the different approaches within the community.
1. Disabilities are fluid, and often invisible.
Just because you can't see someone's pain or condition doesn't mean it isn't real—and just because a colleague can do something one day doesn’t mean they can do it the next. Health conditions and capacity can fluctuate from day to day or month to month. Be patient and supportive when colleagues need additional help to perform their best.
Cancer is often a long-term chronic illness. Even if we're not currently having chemo, radiation or surgery, we may not be ‘done.’ We may still have frequent appointments and suffer long-term symptoms or side effects, such as shortness of breath, swelling of the legs or brain fog. Emotional effects can also be significant.
2. Every disability experience is different.
The only way to know what a particular colleague needs is to listen to them and follow their lead. When someone tells you what they’re experiencing or what they need in order to do their job well, believe them, trust them, and offer support and flexibility accordingly.
To feel truly supported in the workplace, I need to know I won’t be judged for needing time off when my body simply won’t allow me to get out of bed. Even if I appear well, I am likely still battling the ongoing symptoms of chronic illness. I deeply appreciate compassion, flexibility, and encouragement which are all key to allowing me to thrive. When I return to work, a simple "I’m glad you're feeling better" goes a long way.
3. Talking about one’s disability is a risk.
Opening up about health conditions is a significant personal investment and can be risky. Respect that by letting your colleagues take the lead on how much they share with you, and by taking feedback on accessibility or requests for accommodations seriously when someone does talk about it.
"We're sharing a part of ourselves with you - our lived experience and our time. Sometimes that can be risky because we don't know if our suggestions will be accepted, or if we will be dismissed or met with opposition and defensiveness."
I want to be able to express my needs without having to explain that they are for a disability.
If I am taking a lot of sick days, I don't necessarily want to be asked about it, even if the person has good intentions.
4. Mental health needs to be taken seriously.
Some staff noted that their mental health struggles and accommodation requests haven’t been taken as seriously as when they’ve had physical health issues, and that needs to end. Mental illness is just as real as physical illness. Plus, they often go hand in hand: physical disabilities can affect mental health, leading to decreased motivation and productivity.
Offer a listening ear and encourage a supportive environment where mental health is taken seriously—and speak up when you hear unfair comments or misinformation.
"I have been called ‘lazy,’ ‘faking it to stay home.’ This is far from the truth. Feeling isolated, in pain at home by yourself takes a toll on a person's mental health which causes more issues. More understanding and compassion could go a long way."
5. Stigma and challenges can be compounded by intersecting identities and other factors.
Recognize the added challenges faced by people of color, for example, who often have to work harder to prove their ‘worth’ and mask their struggles. Be mindful of the additional emotional and physical toll this can take. And, as we noted in our last post, contract staff have less vacation time, far fewer sick days, and more pressure to perform well.
"Unfortunately this amount of effort and masking leads to me being burnt out and ill. My colleagues have been a great source of support but I always feel the need to appear to be grateful.”
6. Accommodations are essential.
Accommodations are necessary for staff with disabilities to do their jobs. They’re not special treatment or an unfair advantage; rather, they’re removing a barrier or balancing out a disadvantage. Support your colleagues in requesting and implementing accommodations that help them work effectively and sustainably—and help others understand if you hear complaints.
"I work hard all the time and when I am unable to work due to illness I am still working hard. I am working hard at getting better so that I can return to a job that I love and to great colleagues like you."
"There are also times where I don't know what is best for my work, and I have to try things out to figure it out. This means there's a potential for failure as I learn. Please have patience when someone is trying something new.
7. Flexible work arrangements can go a long way.
Disabled and chronically ill staff often sacrifice personal well-being to perform at work. Flexible work arrangements can significantly help by reducing the strain caused by getting to campus and being around people all day—and by allowing staff to take breaks when needed. Work-life balance is important for everyone and some colleagues needed added options to find a sustainable way to work.
"Masking includes managing people's perceptions and constantly second-guessing my own needs and requests for accommodation." – A late-diagnosed, masking neurodivergent woman with 'hidden' disabilities.
"I am so appreciative of the ability to work from home, I honestly don't know if I would be able to go into the office every day."
"I like attending in person, I like in person meetings, I like my door open, but some days I want none of that. I am fortunate that I can mostly have the flexibility to navigate my role [based on] how I am able to function"
8. Seemingly small, specific things can make staff feel supported—or excluded.
Three examples: The different communication needs of neurodivergent colleagues might seem like preferences to you but could be crucial for them. Not having gluten-free options at an event with food for everyone else means that coworkers with celiac disease aren’t having the same experience. Providing clear information can be what makes a difficult situation possible to navigate.
We can’t all anticipate every accessibility need, but we can avoid assumptions, be open to input, and respond accordingly.
"Expecting me to eat only fruit at a meal or to take an item from a plate that [also has] gluten-containing food is unfair. I understand it may not always be possible to accommodate me, but if so, I would appreciate knowing in advance."
9. It’s everyone’s responsibility to learn about mental health literacy, neurodivergence, and accessibility.
There’s a lot of training available to help you recognize differences, anticipate accessibility needs, and be a better ally. Attend workshops, follow advocates on social media, read books, listen to podcasts—whatever works for you. Learn about the resources available on campus so you can refer colleagues to them when needed. Staff with disabilities are constantly working hard to get what they need or to perform in the way that’s expected of them—do what you can to at least meet them halfway.
One member shared: “There is support for employees. Not sure who to reach out to for help? Connect with Occupational Health for accommodations, the EDI-R office for resources, EFAP services and resources, and the Employee Disability Community Network (through Campus Support & Accessibility) for a supportive community.”
There’s a new Accessibility Ally Network at UW: Join the Microsoft Teams channel to find out about monthly information sessions.
For example, one autistic employee shared: “When I ask questions, it means I'm interested and engaging with your ideas, not criticizing them!”
Resources
Learning
- Accessibility Ally Network
- Mental Health Literacy training
- Creating a Supportive Workplace for Neurodivergent Employees
- LinkedIn Learning has lots of content on accessibility
- Revisit your mandatory AODA training for a quick refresh
Waterloo offices and supports
- Employee Health and Accommodations: The University’s centralized hub for managing employee accommodations and promoting employee health and well-being.
- Employee & family assistance program: Short-term counselling services, and other work-life services for expert advice, information, and coaching.
- The Office of Equity, Diversity, Inclusion and Anti-Racism (EDI-R) has a range of resources, including this guide to your rights under the Ontario Human Rights Code and Accessibility for Ontarians with Disabilities Act (AODA).
Social media
Some accounts to follow, recommended by a fellow staff member:
- Meryl Evans posts about her experiences as a Deaf woman, and tips for making things accessible for the Deaf and hard of hearing community
- Holly Tuke talks about blindness and visual disabilities
- Robbie Crow is a disability inclusion specialist sharing practical hints, tips and advice for organizations
- Alexa Heinrich specializes in social media accessibility
- Sheri Byrne-Haber, Tiffany Yu, Debra Ruh, Ann Gagne, and Amy Kavanagh post broadly about disability inclusion, ableism, and accessibility
Up next
Our next posts in this series will explore the experiences of staff who are caregivers, and staff who identify as Black.
This post was created from staff members’ own words, partially summarized by Microsoft Copilot. We uploaded 30 staff comments on February 11 and asked Copilot to “identify themes and lessons that staff can put into place to support disabled and chronically ill coworkers.” We then reworked and revised the Copilot results. Any quotations are direct from staff submissions with only minor edits for length or clarity.