DEIA Series
 

The DEIA Initiative You May Have Missed

Diversity, equity and inclusion may have been a focus, but some are re-examining how they can support employees with disabilities.

By Erin Brereton
July 2026
 

The legal industry has achieved some notable diversity and inclusion milestones in recent years; more than half of today’s law firm associates, for instance, are women, according to National Association for Law Placement (NALP) data — yet lawyers with disabilities face significant career challenges.

Their median earnings are $25,000 less than other attorneys’ — possibly due to lawyers with disabilities pursuing public interest, small firm or solo legal work, according to the American Bar Association, as well as systemic hiring, accessibility and workplace obstacles.

Law students with disabilities are significantly less likely than their peers to enter law firm roles after graduation, says NALP Executive Director Nikia Gray.

Some attorneys may hesitate to disclose their status, Gray says. “There is an opportunity for firms to consider their hiring processes and workplace cultures with an eye [toward] prioritizing disability inclusion — such as adopting flexible recruitment methods, offering clear pathways for accommodations and removing any digital or physical barriers to participation.”

Promoting Inclusive Recruiting and Hiring

Disabilities can affect elements such as mobility or mental focus and may not be immediately apparent to other people.

While NALP research found that the percentage of law school graduates who indicated they have a disability has grown in recent years, the organization says disability status is likely underreported in the industry.

Legal professionals might hesitate to disclose the information because they feel people will presume it could make meeting the rigors of their job difficult, according to Mary Ellen Kleiman, senior vice president of legal affairs and general counsel for Disability:IN, a nonprofit that helps businesses build inclusive workplaces.

“There’s still work that needs to be done within the legal community to create a safe space for people to feel like they can do that in a way that's not interpreted as a strike against them,” Kleiman says. “One thing that’s really helpful is having an executive champion for disability inclusion within a firm. That can have a profound impact on elevating disability inclusion and facilitating a culture of trust.”

Law firms can also try to reach a greater number of job candidates with disabilities through recruiting approaches such as sharing job postings on affinity bar group listservs — but the phrasing is key, says Marissa Ditkowsky, executive director of Crip the Law, a professional association that advocates for disabled lawyers, legal secretaries and other industry members.

“We’ve seen firms who include, in the essential functions of the job, things like crawling or standing,” Ditkowsky says. “Giving a presentation, there’s no reason somebody in a wheelchair would need to stand. Those types of things weed out disabled folks. They look at the job posting and say, ‘Maybe that’s not for me.’”

Instead of a standard equal employment opportunity tagline, firms may want to use specific terminology, says Chris Davis, a trial lawyer, shareholder and director at Crowe Dunlevy, and ABA Commission on Disability Rights commissioner, who uses a wheelchair.

“There’s still work that needs to be done within the legal community to create a safe space for people to feel like they can do that in a way that's not interpreted as a strike against them,” Kleiman says.

“The word disabled can mean so many things,” Davis says. “It actually is more helpful to emphasize, ‘Hearing-impaired, mobility-impaired encouraged to apply.’ If I were a 25-year-old coming out of law school, that would say to me, ‘They’re looking at me.’”

A job portal that encompasses digital accessibility standards can facilitate candidates who are blind or have low vision and need to use a screen reader being able to submit materials.

“They may be perfectly capable of doing that job,” Kleiman says. “Either have an accessible platform or an alternative way for them to be part of the [application] process.”

Changing Law Firm Culture

Lawyers with disabilities experience both subtle and overt forms of workplace discrimination, according to ABA data. Almost 30% have encountered unintentional bias.

Research, ABA says, has shown contact that meaningfully engages individuals from different social groups — such as learning about others’ experiences, which can reduce stereotyping — helps to mitigate implicit bias.

A disability-oriented affinity group, for example, could send regular communication about issues, invite other firm members to participate in events and encourage employees who have loved ones with a disability to join the group.

“There’s a global day for persons with disabilities [that] some firms do a lot of programming around,” Kleiman says. “One does accessibility-focused engagement and makes an effort to keep that message going throughout the year. Don’t look at disability inclusion as a one-off; make it an integrated part of the organization and work to identify how it can be tied to key business priorities.”

Relatively small operational tweaks, such as clarifying preferred communication styles, can enhance employees with disabilities’ working conditions.

Lawyers, legal assistants and paralegals might talk through how to reach someone who needs to block off a chunk of time to work without interruptions, says Sierra Grandy, an attorney and speaker who provides law firm neurodiversity training and co-chairs the Minnesota Disability Bar Association’s Education Committee.

Firm members often have to complete a daunting amount of paperwork to request formal accommodations; even employees who already have an ADHD or other diagnosis, Grandy says, may need to get a doctor to complete multiple forms and supply accommodation recommendations they can submit to HR.

“Their doctor is not trained in [figuring] out what workplace accommodations are appropriate,” she says. “[The] suggestions may or may not be beneficial. You have to go through [so] many hoops; that ends up being a barrier to asking for accommodations.”

A standardized enterprise-wide system, Kleiman says, will allow all employees to take the reins and leverage tech tools’ efficiency-boosting effects.

“Everyone gets the same [form]; this person just fills it out one way, and this person fills it out another,” she says. “People will feel like they're getting support, without any request for what some people perceive as special treatment.”

Offering an Effective Setting

Law firms’ physical work environment can also affect employees’ productivity and job satisfaction.

Firms may want to provide private or quiet workspaces, Kleiman says, to assist neurodivergent firm members who find an open office layout distracting — or allow employees to work remotely.

Early in Davis’ career, he was asked to participate in management-level committees and shared insight about upcoming events planned for outside of the office.

“For instance, the social committee rented out [a space] for Saturday evening, and it’s going to involve transportation to take families from one pick-up spot to the destination,” he says. “Is that bus wheelchair accessible? If we’re going to go to the Metropolitan Museum of Art, [is] there a visual interpreter? What might we need to ensure it’s an enjoyable experience?”

Although initiatives involving race and gender may, she says, present challenges in the current environment, law firms can potentially double down on their disability-related efforts — and make big advancements.

When Davis’ firm moved to a new building two years ago, his colleagues conferred with him about the common kitchen area.

“They asked me about the drawers — can I reach the silverware?” he says. “We had a conversation and they came up with some solutions so the kitchen was completely accessible to me.”

If a firm doesn’t intend to relocate or renovate anytime soon, Grady says a walk around the office can help leadership determine whether the space is easy to navigate.

“How heavy are doors?” she says. “If there isn’t a button to open [the door], can you open it with just your elbow? Could somebody in a wheelchair get around here?”

A growing number of legal community members are looking for ways to be more inclusive, according to Kleiman.

Although initiatives involving race and gender may, she says, present challenges in the current environment, law firms can potentially double down on their disability-related efforts — and make big advancements.

“The legal framework for disability inclusion is untouched and remains in place,” Kleiman says. “Steps can be taken that work for everyone's advantage. Ensuring easy access in and out of the office is important for those with a physical disability — but also works for the person coming late at night to deliver the team dinner or attorneys carrying big litigation bags to court.”

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