Employers preview

The Rule: Employers can ask about a candidate’s abilities, but not their disabilities. You can ask if they can perform the essential functions of the job (with or without accommodation), but you cannot ask about their medical history, diagnosis, or how they became disabled.

The Rule: Only if it reasonably impacts a specific job duty. For example, if a candidate uses a wheelchair and the job requires retrieving objects from high shelves, you can ask them to describe or demonstrate how they would perform that specific task. You still cannot ask about their underlying medical condition.

The Rule: No. You cannot require a medical exam or ask disability-related questions before making a conditional job offer. Once an offer is made, you can require an exam only if you require it for all incoming employees in that same job category.

The Reality: Much less than people think. Data from the Job Accommodation Network (JAN) consistently shows that over half of all workplace accommodations cost $0 to implement (e.g., flexible scheduling, shifting minor tasks, or letting someone sit instead of stand). For those that do have a cost, the average expenditure is typically around $500.

The Reality: It’s any modification to the job, environment, or hiring process that allows a qualified individual to do the work. Examples include screen-reading software, ergonomic furniture, modified work schedules, or quiet workspaces.

The Reality: Legally, yes, if it causes “undue hardship” (significant difficulty or expense relative to the company’s size and budget). However, because many accommodations are low-cost, proving undue hardship can be difficult for mid-to-large-sized businesses.

The Reality: Absolutely not. Employers are never required to lower quality or production standards, nor are they required to eliminate essential job functions. The employee must still be qualified and capable of doing the core job.

The Reality: Yes. Employees with disabilities are held to the exact same performance and conduct standards as everyone else. If an employee is underperforming—and you have already engaged in good faith to provide agreed-upon accommodations—you can follow your standard disciplinary or termination protocols.

The Reality: No. Insurance rates are based on the risk profile of the industry and the employer’s overall claims history, not the demographic or health makeup of individual hires.

The Reality: Nothing. An employee’s medical information and accommodation details are strictly confidential. If a team member asks why someone has a modified schedule or special equipment, the standard manager response should simply focus on company policy: “We accommodate the professional and personal needs of our employees whenever possible to help them succeed.

Employers frequently look for guidance from organizations like the Job Accommodation Network (JAN)opens a new window, the Employer Assistance and Resource Network on Disability Inclusion (EARN)opens a new window, or local vocational rehabilitation agencies, which often provide free consulting and talent pipelines.