Should an employee's disability prompt special treatment? Ask Johnny

Johnny C. Taylor Jr. tackles your workplace questions each week for USA TODAY. Taylor is president and CEO of SHRM, the world's largest trade association of human resources professionals, and author of “Reset: A Leader’s Guide to Work in an Age of Upheaval.”

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Question: I recently disclosed a disability at work, and since then, my manager treats me differently. I didn't ask for special treatment, and now I feel uncomfortable. What’s the best way to handle this? – Alisia    

Answer: Let’s start with the facts. The Americans with Disabilities Act, or ADA, prohibits discrimination based on disability. Once an employee discloses a disability, the expectation is straightforward: fair, consistent, professional treatment. No favors. No penalties. Just equality. Full stop.

Now, disclosure itself is a personal decision, and it looks different for everyone. Disabilities aren’t uniform. Some are visible. Many aren’t. In fact, SHRM research shows nearly half of U.S. employees with a nonapparent disability have not disclosed that fact to their employer. That needs to be taken seriously ‒ not because disclosure should trigger special handling, but because it signals a trust gap that organizations must close through better leadership, clearer expectations, and stronger management training.

Here’s where things often go sideways. Some managers hear “disability” and immediately shift into protection mode ‒ changing assignments, softening expectations, or acting differently than before. That’s not inclusion. And it’s not what the law requires. Disclosing a disability does not mean asking for special treatment. It means discussing reasonable accommodations ‒ if the employee requests one.

It’s also worth remembering that every employee ‒ even those without a disability ‒ brings personal circumstances and challenges to work that never show up on a résumé. That’s why leading with empathy matters ‒ you never know what someone is facing.

In a tight labor market, employers can’t afford confusion here. Inclusion isn’t about sympathy or lowered standards. It’s about treating capable people like professionals and holding everyone to clear, consistent expectations.

So what should you do if your manager is treating you differently?

Start by addressing it directly and professionally. Be specific about what’s changed. For example: “Since I disclosed my disability, I’ve noticed some changes in how my work is being handled. I want to be clear, I’m not asking for different expectations than anyone else on the team. Can we align on what success looks like going forward?” That keeps the focus where it belongs: performance, clarity, and accountability.

If you didn’t request an accommodation, say so. Sometimes managers overcorrect, and what feels like “different treatment” is rooted in misunderstanding. Good intentions don’t erase impact ‒ but clarity can help reset expectations.

If the behavior continues and begins to interfere with your ability to do your job, escalate through normal organizational channels. That’s not adversarial ‒ it’s how healthy workplaces function. HR exists to help managers and employees align expectations and ensure policies are applied consistently.

Bottom line: Disclosure should not change how you’re judged, developed, or managed. You were hired because you can do the job. The goal ‒ for you and your employer ‒ is the same as it is for everyone else: clear expectations, fair treatment, and strong performance. That’s what a professional workplace looks like.

The views and opinions expressed in this column are the author's and do not necessarily reflect those of USA TODAY.