Written by Andy Traub, President and Founder Traub & Associates Consulting LLC
Self-ID vs. Voluntary Self-Disclosure in the Workplace: Understanding the Differences
Creating a welcoming and supportive workplace helps companies attract and keep diverse talent. A big part of this is understanding the difference between Self-Identification (Self-ID) and Self-Disclosure, especially for employees with disabilities. While these terms might sound similar, they mean different things and affect both employers and employees in unique ways. In this blog, we’ll explain what these terms mean, why they matter, and how employers can use them to build a more inclusive environment.
What is Self-ID?
Self-Identification (Self-ID) is when employees choose to share that they belong to a specific group, such as having a disability, being a veteran, or identifying with a certain ethnicity. This information is usually given anonymously, often during hiring or through surveys. Companies use this information to track diversity, meet legal requirements, and plan their strategies.
For example, in the U.S., companies that work with the federal government must collect Self-ID data to follow Section 503 of the Rehabilitation Act. This law asks companies to take steps to include people with disabilities in their workforce. Companies use this data to see if they are meeting their diversity goals and to find areas where they can do better. According to government rules, Self-ID should be simple, optional, and kept confidential, so employees feel safe when sharing this information.
What is Self-Disclosure?
Self-Disclosure is different. It happens when an employee decides to share personal details about their disability with their employer. This often happens because the employee needs to ask for certain adjustments, like special equipment, flexible work hours, or changes to their workspace.
The big difference is that Self-Disclosure isn’t anonymous. It starts a personal conversation between the employee and the employer. Self-Disclosure is more about trust. It needs a workplace culture where employees feel safe to talk about their needs without fear of being judged or treated unfairly. However that culture cannot be dictated or required- it must be built one conversation and one relationship at a time.
Why It’s Important to Know the Difference
Understanding the difference between Self-ID and Self-Disclosure is key to creating a workplace where everyone feels included:
Purpose and Context:
• Self-ID is an administrative task. It helps companies collect data for tracking and legal compliance. This gives companies a broad look at their diversity and helps them find big trends or issues.
• Self-Disclosure is a personal and relational action. It focuses on the individual’s needs, allowing companies to make specific changes on a case-by-case basis. It’s about understanding and empathy.
Confidentiality:
• Self-ID is typically anonymous. The information is kept private and secure. This helps protect employees’ privacy while meeting legal and internal goals.
• Self-Disclosure involves sharing more personal details, which must be handled carefully under privacy laws, like the Americans with Disabilities Act (ADA). Employers need to ensure this information is only shared when necessary.
Motivation:
• Employees might choose to Self-ID to support company diversity efforts. But they may hesitate to Self-Disclose unless they need help. Employers must build a culture of trust where employees feel safe sharing their needs without fear of judgment or backlash.
Best Practices for Employers
Handling Self-ID and Self-Disclosure requires care and thought. Here are some tips for employers:
1. Build a Culture of Trust
To encourage both Self-ID and Voluntary Self-Disclosure, focus on building trust. Employees need to feel their information will be used to support them, not harm them. Trust can’t be forced; it has to be earned. This starts with leaders openly supporting inclusion and regularly talking about its importance. Ironically based upon survey data-disclosure most often happens between employee and direct management and NOT HR! Therefore, it is vitally important to educate and empower frontline managers in how to handle disclosure conversations.
Example: Companies that do this well train managers to listen with empathy when employees ask for help. They also explain clearly how Self-ID data will be used. Training should cover topics like disability awareness, respectful language, the company’s accommodation process and the benefits of a diverse workforce. These steps help build a culture of trust.
2. Be Clear About Confidentiality
Both Self-ID and Self-Disclosure involve sensitive information. Employees need to know their privacy will be respected. Make it clear who will have access to this information, how it will be used, and what steps are taken to protect it.
Example: Successful companies make sure privacy rules are included in all training. They also ensure these rules are followed across all departments. NOTE: When planning a Self-ID campaign- avoid launching the campaign in and around open enrollment for health benefits. This will confuse the employees and add a level of skepticism to the true confidentiality of the data. Instead of building the culture of inclusion this misstep has proven to erode quickly whatever trust culture was present before the Self-ID campaign.
3. Separate Self-ID from Requests for Help
Employees need to understand that Self-ID is not the same as asking for adjustments. Employers should explain that Self-ID is for gathering data, while Self-Disclosure often is started by a conversation for individual support. This helps avoid confusion and makes it easier for employees to ask for what they need.
4. Regularly Review Policies
Inclusion is an ongoing effort. Regularly check and update your policies to ensure they follow best practices in diversity and inclusion. This includes rethinking Self-ID and Self-Disclosure processes based on feedback from employees and industry standards.
Example: Companies can do self-assessments to compare their practices with industry standards. This helps them improve and stay on track with their inclusion goals.
5. Offer Training
Training for managers and HR professionals is essential. They need to know the laws, like the ADA, and learn best practices for handling sensitive information and responding to requests for help. Training should also teach them how to build trust with their teams and their role in the interactive process when it comes to accommodations or job adjustments.
Example: Traub & Associates offers training programs that teach managers and employees how to support a diverse workforce. These programs include real-world examples, case studies, and strategies that can be adapted to fit each company’s needs. Traub & Associates also offers climate and culture surveys and tactics to ensure the climate and culture is truly inclusive or help to identify gaps or barriers to achieving a culture of trust.
Conclusion
Self-ID and Self-Disclosure are both important for building an inclusive and supportive workplace. They serve different purposes, but each needs to be handled with care to build trust and encourage employees to share. Companies can do this by creating an open culture, protecting privacy, and offering helpful training programs.
In today’s job market, businesses that focus on inclusion can access a wider talent pool. They also build a work culture that promotes teamwork, creativity, and success. As we work toward better disability inclusion, it’s important to understand the differences between Self-ID and Voluntary Self-Disclosure. This way, every employee can feel seen, supported, and valued.
