The War on DEI: What It Means for Disability Advocacy in the Federal Workforce

The image shows a close-up of a document titled "Termination of Employment" placed on a wooden desk. To the side, there is a partial view of a keyboard and a yellow-tinted pair of eyeglasses resting on a closed book.

The federal government is currently experiencing a period of significant change in areas such as Diversity, Equity, and Inclusion, return-to-office mandates, and executive orders that directly affect federal policies. As a long-time federal employee, I find myself closely observing these developments and working to adapt—just like many of you. This is undoubtedly a time of uncertainty for federal workers, and understandably so. Recent rollbacks in DEI programming, elimination of related roles, and the enforcement of RTO mandates are reshaping the workplace landscape at a rapid pace.

For me, these changes feel personal. As someone with a disability—navigating chronic pain, a visual impairment, and reliance on assistive technology—this shifting landscape poses significant challenges. The pace of change is unsettling, but it’s important to acknowledge that much remains unknown. While the push for these policy changes is concerning, full implementation will take time. Many of the fears we face today may not materialize immediately.

Despite the uncertainties, one thing remains clear: we all share a responsibility to uphold the humanity of our workplaces. Whether as colleagues or leaders, it’s on us to ensure that everyone—regardless of ability—can succeed in the roles they were hired to fulfill. While DEI initiatives and remote work policies are evolving, some measures remain stable for now.

The current RTO memo includes language that supports remote work as a reasonable accommodation for employees with disabilities. This provision is a step in the right direction. However, the future of Schedule A—a hiring authority designed to bring individuals with disabilities into federal service—is less certain. While Schedule A has its limitations, it has served as a vital pathway into federal employment for many. For now, it remains intact, offering a glimmer of stability amidst the changes.

As federal employees, it’s easy to feel overwhelmed by the uncertainty and rapid shifts happening around us. But it’s important to take a moment to reflect and breathe. We are still in the early days of this administration, and much of what is being proposed will require time to take shape. The federal government’s processes are famously slow-moving, and significant changes often face bureaucratic resistance and legal challenges before they can be fully implemented.

This doesn’t diminish the real fears and concerns many of us are feeling. The anxiety around job security, workplace accessibility, and the future of DEI initiatives is valid and deeply felt. However, it’s also important to recognize that the laws protecting disabled workers have been hard-won and will not be easily undone. Legal safeguards and advocacy efforts remain powerful tools in preserving workplace equity.

As we navigate these turbulent times, let us move forward with care, grace, and resilience.

Navigating the Ableist Undertones of the Return-to-Office Movement

Two men in suits, sit across from each other at a conference table for a meeting.

October, a month dedicated to raising awareness about disability employment, has always been pivotal. But this year, it’s underscored by a concerning trend in the corporate world: the push to return to the office.

A recent article in Fortune by Paige McGlauflin and Joseph Abrams highlighted a startling reality: "90% [of CEOs] plan to reward those who work in person with favorable assignments, raises, and promotions.” This approach, while seemingly a strategic move to revitalize in-office culture, casts a shadow of exclusion over the disability community, particularly when we’ve seen the positive impact remote work has had on disability employment.

Since becoming full-time remote in 2020, I’ve experienced firsthand the energy conservation, reduced chronic pain, and enhanced focus that comes with remote work. It's not just a convenience; it's a necessity for many of us in the disabled community.

The pandemic brought an unexpected boon for us, enabling more disabled individuals to participate in the labor market effectively. But the current push for physical presence in the office, especially when tied to career progression, is not just a step backward; it’s a leap.

Julie Kratz, in her insightful Forbes article, emphasizes the importance of “practicing everyday acts of inclusion, shifting your language, getting respectfully curious, and staying committed to allyship long-term” But where does penalizing remote work fit into this inclusivity?

The disability community is not a monolith. Our needs, capabilities, and contributions are as diverse as we are. We’ve navigated a world that often forgets us, innovating and adapting, but the message sent by rewarding physical presence is clear: our efforts, adaptability, and skills are second to our ability to be present in the office.

It’s time to challenge this narrative. Let’s foster a dialogue that pushes companies to recognize value beyond physical presence, ensuring that disabled employees are not relegated to second-class citizenship in our own jobs.

CEOs are so desperate for a return to office that they’ll give employees who come back raises, promotions

Return to Office Policies Will Hurt The Disabled Workforce

The quote "No employee should be forced to choose between career advancement and their health where an accommodation exists to mitigate roadblocks." in all caps white lettering behind a faded background of a workstation with a chair and laptop.

“Remote work and remote-work options are something that our community has been advocating for for decades, and it’s a little frustrating that for decades corporate America was saying it’s too complicated, we’ll lose productivity, and now suddenly it’s like, sure, let’s do it,” said Charles-Edouard CATHERINE, director of corporate and government relations for the National Organization on Disability.
—Ben Casselman, The New York Times

A global pandemic made telework necessary. Nobody thought twice about it once the non-disabled workforce was threatened. At USPTO, an agency renowned for its telework program, I was initially asked to provide additional medical documentation in support of my request to modify my telework schedule as the pandemic emerged. Only after the pandemic was declared a national emergency was that request deemed superfluous.

Remote work remains a major victory for the disabled community and we are grateful for the attitudinal shift. As the New York Times points out, the increase in telework is a boon for disabled workers. A newly released study led by Adam Ozimek, Chief Economist at the Economic Innovation Group, found more than 35 percent of disabled Americans ages 18 to 64 had jobs in September. That was up from 31 percent just before the pandemic and is a record in the 15 years the government has kept track.

As long COVID continues to impact the workforce, telework represents a vital support system of opportunity. There were 1.05 million more disabled working-age Americans in August 2022 compared to January 2020, according to data compiled by Richard Deitz, an economist at the Federal Reserve Bank of New York, Axios reports.

However, despite the enormous win of telework, societally, we have short memories. The return to office efforts many companies are pushing highlights the all-too-pervasive ableist attitudes of many employers. The recent The Wall Street Journal article “The New Rules For Getting Face Time at the Office” notes that while adjustments are being made to accommodate the hybrid nature of pandemic work, there remains an unfair advantage for in-office workers.

“It’s all about being more salient in the boss’s mind,” Jeffrey Pfeffer professor of organizational behavior at Stanford University Graduate School of Business, told WSJ. “Whether it’s fair, you’re increasing your chances of landing high-profile assignments, raises and promotions, simply because your name pops into the heads of those making decisions.”

This divide ultimately leads to disabled employees feeling like second-class citizens in our own jobs. No employee should be forced to choose between career advancement and their health where an accommodation exists to mitigate roadblocks. Leadership needs to make concerted efforts to engage employees and provide equal opportunity regardless of where the work is being done.