HR leaders may be overlooking talent with intellectual and developmental disabilities - HR Brew

Experts say unconscious bias and a lack of understanding about how to accommodate intellectually or developmentally disabled employees is partly to blame.

Anthony Martinez says planting flowers is his favourite part of his job. Martinez works at New Hope farms outside Albany, New York. He started at the farm nearly seven years ago with only a background in landscaping. “It was an awesome experience to me because I never actually walked around a farm before,” Martinez said. “It just got me hooked.” Now, he has a career: leading farm tours, educating visitors and other staff, attending continuing education events, and still planting flowers.

Martinez is one of an estimated 2.1 million adults with intellectual disabilities in the United States. However, the majority of those adults are not part of the workforce and face persistent barriers to employment.

Advocates say that employers are overlooking a valuable talent pool. Several disability advocates and workers have shared insight on how HR leaders can better recruit intellectually and developmentally disabled (IDD) talent.

A Large Talent Market

There are nearly 10 million open jobs in the United States, yet people with IDD remain disproportionately unemployed or underemployed. A 2013 study found that just 44% of working-age people with IDD are in the labour force, and 28% have never had a job. When they are employed, it is often in sheltered work settings or for subminimum wages.

Efforts are underway to change this. The Department of Labor has introduced measures to encourage hiring of individuals with IDD, including initiatives such as competitive integrated employment, which ensures that workers are paid the same as their non-disabled peers. While many states still allow subminimum wages, proposed legislation aims to eliminate this practice entirely.

Barriers to Employment

Misconceptions remain a major obstacle. Some employers assume that individuals with IDD will have higher absenteeism or struggle with training. This is not supported by evidence.

Bias also plays a significant role. Many employers feel they are taking on risk when hiring someone with IDD, often due to a lack of understanding about the processes, systems, and the tangible benefits of hiring individuals with disabilities.

There is also the perception that workplace accommodations will be costly or difficult. However, there are state-supported programmes that assist with accommodations. In some cases, departments focused on rehabilitation and workforce inclusion can help employers navigate support options available to them.

Recruitment and Development

Improved systems are making it easier to recruit workers with IDD. More training programmes and community partnerships now exist to help prepare individuals for the workplace and support employers during the hiring process.

Recommended accommodations include modified work hours, visual task reminders, and job coaching. Job coaching is particularly effective—having a coach or mentor on-site helps individuals understand expectations, adapt to the role, and succeed in their tasks.

Experts highlight that these employees often have lower turnover rates and a strong work ethic compared to their non-disabled peers.

It is essential that HR leaders take a purposeful and structured approach. This means not only having inclusive hiring practices but also ensuring support from leadership, management, and across the business. Hiring people with IDD should be part of a wider, strategic workforce initiative.

The potential is significant. There is a vast, underutilised pool of talent that can help solve many of the challenges companies face today.