How To Disclose To Your Workplace That You Have A Disability

Alice Hargreaves shares how to disclose and what to share.

Talking about disability at work can feel daunting. Whether you've recently received a diagnosis, have lived with a condition for years, or are only just beginning to identify as disabled, deciding whether to disclose at work can bring up a lot of questions.

Will people understand? Will I be treated differently? Am I even "disabled enough" to ask for support?

The good news is that there is no right or wrong way to approach disclosure. Some people choose to be completely open about their disability, while others prefer to share very little. The most important thing is that the decision feels right for you and helps you access any support you need to thrive at work.

When disclosing a disability at work might be useful

Under the Equality Act 2010, you are not legally required to disclose a disability to your employer (with the exception of the Armed Forces). While disclosure can be helpful for accessing support and reasonable adjustments, you should never feel pressured to share more than you are comfortable with. But sometimes disclosing at work can be really helpful.

Disclosure can open up conversations with your line manager and colleagues to ensure you feel included and have equitable access to opportunities in the workplace.

This might include accessing reasonable adjustments which can help you perform at your best whilst keeping yourself safe at work. Depending on the size of your employer, they might set up an Occupational Health assessment where informed suggestions of what might best support you are made. However, if you’d like to spend some time reading up on this, I always recommend this guidance on reasonable adjustments from ACAS.

There’s also funding available to put in place adjustments that might come with additional costs, which can be particularly useful if you work in a smaller organisation, via a government scheme called Access to Work.

It's also worth remembering that disclosure isn't only about adjustments. For some disabled people, it can help explain changes in working patterns, energy levels, communication styles, or attendance. For others, it can simply remove the pressure of hiding an important part of who they are.

Knowing what disability even means

For a lot of disabled folks, myself included, identifying as disabled might not quite sit. For years, I identified as chronically ill, which actually meant I didn’t think the support I needed at work was something I could ask for.

Under the Equality Act 2010, you are disabled if you have “a physical or mental impairment that has a substantial and long-term negative effect on your ability to do normal daily activities”. In reality, this means that if you struggle with daily tasks such as doing the housework, commuting to work, or even working a full eight-hour day, then the UK government recognises you as disabled. This can include anything from a physical disability to poor mental health, neurodivergence, chronic health conditions like Asthma or Ehlers-Danlos Syndrome, to hormonal and metabolic disorders such as PMOS and Endometriosis.

One of the first, and best things we can do when it comes to disclosing at work is knowing what you are actually disclosing in the first place. Once you've identified what disability means for you, the next step is deciding how much of that information you would like to share with others.

Establishing your level of comfort

One of the biggest misconceptions about workplace disclosure is that it has to be all or nothing. In reality, disclosure exists on a spectrum, and you are in control of how much information you share.

Before having a conversation with your manager, HR team, or colleagues, it can be useful to think about what information is actually relevant to share and what you would prefer to keep private. Remember: the goal is often not to explain every detail of your health condition, but to communicate any support needs you may have.

For example, some people feel comfortable sharing a specific diagnosis: "I am asthmatic and take several medications which make me clinically vulnerable. During the winter months, working from home helps me stay well and reduces my risk of illness."

Others may prefer to share only the information that directly relates to their needs: "I am clinically vulnerable, so working from home during periods of high illness risk helps me work safely and effectively."

Both approaches are valid.

You may also decide that broader language feels more comfortable. Many people choose to use terms such as:

I am disabled
I have a hidden disability
I am chronically ill
I am neurodivergent

without sharing a specific diagnosis.

I’d recommend spending time establishing where your level of comfort sits. Sometimes it’s worth writing things down, or verbally reflecting on:

What do I want my employer to understand about my experience?
What information is necessary for me to access support?
What details feel too personal or unnecessary to share?
Am I comfortable discussing my diagnosis, or would I rather focus on the impact it has on my work?
Who do I feel comfortable disclosing to (for example, my manager, HR, or close colleagues)? What adjustments or changes would help me work at my best?

Planning these answers in advance can make disclosure conversations feel less overwhelming and help you communicate your needs more confidently.

Most importantly, remember that disclosure is not a one-time event. You might choose to share very little initially and disclose more later as trust develops, or as your needs change. The right level of disclosure is the level that allows you to access the support you need while still feeling comfortable and in control.

Thinking about who needs to know

Another helpful question to consider is who actually needs the information you're sharing.

For example, you may decide to have a detailed conversation with your line manager about your disability and support needs, whilst only sharing limited information with colleagues. Some people are comfortable talking openly with their entire team, whilst others prefer their diagnosis to remain confidential between themselves, HR, and their manager.

Remember that disclosure doesn't have to look the same in every relationship. Different people may need different levels of information in order to support you effectively.

Planning the conversation

Many disabled people find that disclosure feels easier when they've had time to prepare what they want to say beforehand. You don't need a perfect script, but having a few key points in mind can help reduce anxiety and ensure you communicate what matters most.

You might want to think about:

What challenges you're currently experiencing at work
Any adjustments that could help
What you'd like your manager or employer to do next
Any questions you might be asked and how you'd like to respond

Some people prefer to disclose in writing via email before having a face-to-face conversation. Others find a direct conversation easier. Neither approach is better than the other; it's about finding what works best for you.

Final thoughts

Disclosing a disability at work can feel like a significant step, but it's important to remember that disclosure is a tool, not an obligation. It exists to help you access support, remove barriers, and create a working environment where you can succeed.

You do not need to have all the answers before starting the conversation. You do not need to share every detail of your health. And you do not need to justify your need for support by proving that you are "disabled enough".

Instead, focus on what will help you do your best work whilst protecting your wellbeing. Whether you choose to disclose a lot, a little, or not at all, the decision should be yours.

The goal isn't disclosure for disclosure's sake. The goal is creating a workplace experience that works for you.

Alice Hargreaves (she/her) is a disabled entrepreneur and founder of SIC, a social enterprise that works to close the disability employment gap. Drawing on her own lived experiences as a disabled person, SIC supports disabled people at every stage of their careers via the SIC Learning Hub whilst working with businesses to embed access and inclusion best practices. Since founding SIC, Alice has worked with local and national government as an advisor and consultant, has been welcomed to 10 Downing Street, and has been named one of the top 100 Social Entrepreneurs in the UK. Clients of SIC include the University of Strathclyde, the Science Museum Group, Lab42 Games, The Charities Aid Foundation, and NatWest.

Career, Work and Identity