$1.675 Million Jury Award: How Disability Training Failures Cost McLane Northeast

Last Updated: July 7, 2025

The courtroom was silent as the jury foreman read the verdict. After just two hours of deliberation following a three-and-a-half day trial, twelve jurors in Syracuse, New York, had reached a unanimous decision that would send shockwaves through corporate America. McLane Northeast, a major distribution company, would pay $1.675 million for a single hiring decision – or rather, for their refusal to even consider a qualified candidate once they discovered the applicant was Deaf. The jury awarded the Deaf applicant $25,000 in back pay, $150,000 in emotional distress damages, and $1.5 million in punitive damages.

This landmark case, decided in February 2024, represents far more than just another employment lawsuit. It's a stark reminder of what happens when companies fail to invest in proper disability awareness training and ignore the fundamental principles of the Americans with Disabilities Act. For healthcare organizations, direct support providers, and any employer managing diverse teams, this verdict should serve as both a warning and a wake-up call about the critical importance of comprehensive disability training programs.

The Call That Changed Everything

Shelly Valentino's story began like countless other job searches. In March 2018, she applied for two entry-level warehouse selector positions at McLane Northeast's facility in Baldwinsville, New York. Her qualifications met all the requirements for the positions, which involved filling customer orders by placing products in totes or boxes. On the call, the candidate used a relay service whereby she typed what she wanted to say to an operator, who verbally relayed her words to McLane and then typed the McLane's words back to her.

Everything changed in that moment. The human resources employee assured Valentino that she would receive a return call or email to discuss the positions further. But that call never came. Instead, McLane Northeast eliminated her from consideration the very next day, ultimately hiring non-disabled candidates for both positions. The jury found, following just two hours of deliberation, that McLane Northeast, a distribution company with a large facility in Baldwinsville, New York, violated the Americans with Disabilities Act (ADA) by first refusing to interview a Deaf candidate in whom the company had interest once the company learned that the candidate was disabled.

The Legal Battle Unfolds

When informal resolution failed, the Equal Employment Opportunity Commission (EEOC) filed suit on Valentino's behalf in December 2020. The agency charged that McLane's actions constituted a clear violation of the ADA, which has prohibited disability discrimination in employment for over three decades. McLane Northeast defended itself vigorously, claiming that Valentino was not qualified for the positions, had not informed them of her disability, and had not requested accommodations.

But the jury saw through these arguments. "I'm heartened that the jury sent a loud and clear message with this verdict that discriminating against Deaf job applicants is a violation of the ADA, and that employers who know they may be violating the law but discriminate anyway will be punished harshly," said Karla Gilbride, EEOC's General Counsel. The swift deliberation and substantial punitive damages award reflected the jury's understanding that McLane's conduct was not just illegal – it was inexcusable in 2024.

The True Cost of Discrimination

While the jury awarded $1.675 million, federal law caps the actual recovery at $300,000 for companies with over 500 employees. However, the real cost to McLane Northeast extends far beyond the monetary damages. The company faces reputational damage, potential loss of business partnerships, decreased employee morale, and the inevitable costs of implementing the training and policy changes they should have had in place years ago.

For healthcare organizations and direct support providers, this case highlights a critical vulnerability. Many facilities employ individuals who work directly with people with disabilities while simultaneously failing to ensure their own hiring practices meet ADA standards. This disconnect represents not just legal risk but a fundamental failure to embody the values of inclusion and accessibility that should define the healthcare and human services sectors.

Building a Culture of Inclusion Through Training

The path forward requires more than policy updates – it demands a fundamental shift in organizational culture. Information about the ADA and accommodations particularly benefits professional and management staff, both in terms of ensuring that their efforts are in compliance with the ADA and that their response to workers with disabilities is appropriate given their role within the organization. This education must begin at the top and cascade throughout every level of the organization.

Effective disability awareness training addresses several critical areas. Staff must understand that disability encompasses a wide range of conditions, many of which are not immediately visible. They need practical guidance on communication methods, including relay services, sign language interpreters, and assistive technologies. Most importantly, they must internalize that reasonable accommodations are not special favors but legal rights that enable qualified individuals to perform essential job functions.

For healthcare and human services organizations, this training takes on additional significance. Employees who understand disability rights and accommodations in their own workplace are better equipped to serve clients with disabilities. This creates a positive cycle where inclusive employment practices enhance service delivery, ultimately benefiting both staff and the communities they serve.

Implementing Effective ADA Training Programs

Creating a truly inclusive workplace requires more than a one-time training session. Organizations must develop comprehensive programs that address disability awareness at multiple touchpoints throughout the employee lifecycle. This begins with educating hiring managers and HR professionals about their obligations under the ADA, including the requirement to provide reasonable accommodations during the application and interview process.

The principal test in selecting a particular type of accommodation is that of effectiveness, i.e., whether the accommodation will enable the person with a disability to perform the essential functions of the job. Training programs must help managers understand this interactive process, moving beyond compliance checkboxes to genuine problem-solving that enables all employees to succeed. This includes recognizing accommodation requests even when they don't use specific legal terminology and understanding that accommodations often benefit the entire workforce, not just individuals with disabilities.

Regular refresher training ensures that disability awareness remains front-of-mind as staff turnover occurs and regulations evolve. Organizations should also incorporate disability scenarios into general management training, customer service programs, and team-building exercises. When disability inclusion becomes woven into the fabric of organizational culture rather than treated as a separate compliance issue, true change occurs.

The Role of Leadership in Preventing Discrimination

The McLane Northeast verdict underscores that disability discrimination often stems from leadership failures rather than individual prejudice. When executives and senior managers fail to prioritize inclusion, establish clear policies, or invest in adequate training, they create environments where discrimination can flourish. Conversely, leaders who champion disability inclusion set the tone for their entire organization.

Effective leadership in this area requires both symbolic and substantive actions. Leaders must publicly commit to disability inclusion, allocate sufficient resources for training and accommodations, and hold managers accountable for inclusive practices. They should also actively recruit and promote qualified individuals with disabilities, demonstrating that inclusion extends beyond compliance to genuine opportunity. When employees see leaders taking disability rights seriously, they understand that discrimination will not be tolerated at any level.

Lessons for Healthcare and Human Services

For organizations in healthcare and human services, the McLane Northeast case carries particular weight. These sectors often serve individuals with disabilities while simultaneously struggling with workforce shortages. Excluding qualified candidates based on disability not only violates the law but also deprives organizations of talented professionals who bring valuable perspectives and skills. In an industry facing critical staffing challenges, discrimination represents both a moral failure and a strategic mistake.

Moreover, healthcare and human services organizations have a unique opportunity to model inclusive practices. When direct support professionals, nurses, social workers, and other staff see their employers actively recruiting and supporting colleagues with disabilities, it reinforces the dignity and capability of the clients they serve. This alignment between internal practices and external mission strengthens organizational culture and improves service delivery.

The financial implications extend beyond potential lawsuits. Organizations known for inclusive practices attract better talent, reduce turnover, and often qualify for tax incentives and grants. They also avoid the hidden costs of discrimination: low morale, poor reputation, and missed opportunities for innovation that diverse teams provide. In contrast, organizations that fail to address disability inclusion face escalating risks as enforcement increases and public expectations evolve.

Moving Forward: A Roadmap for Change

The path from the McLane Northeast verdict to meaningful change requires deliberate action. Organizations must first conduct honest assessments of their current practices, identifying gaps in policy, training, and culture. This assessment should involve employees with disabilities, who can provide invaluable insights into barriers and solutions. From there, organizations can develop comprehensive plans that address immediate compliance needs while building long-term inclusive cultures.

Training represents a critical component but not the complete solution. Organizations must also review and update policies, establish clear accommodation procedures, and create accountability mechanisms. They should partner with disability advocacy organizations, leverage resources from the Job Accommodation Network, and consider hiring disability inclusion consultants. Most importantly, they must commit to ongoing improvement rather than one-time fixes.

"The jury clearly understood that what McLane did here was wrong — Deaf applicants, and all applicants with disabilities, deserve a fair chance to get jobs to enable them to support themselves and their families," said EEOC trial attorney Caitlin Brown. This simple truth should guide every organization's approach to disability inclusion. When we remove barriers and provide equal opportunities, we not only comply with the law but also unlock human potential that strengthens our organizations and communities.

"The $1.675 million verdict against McLane Northeast sends a clear message: disability discrimination is not just wrong – it's expensive. Organizations that invest in comprehensive disability awareness training today protect themselves from devastating lawsuits tomorrow while building stronger, more inclusive workplaces for everyone."

The Bottom Line: Training as Risk Management

As McLane Northeast contemplates its appeal and the disability community celebrates this victory, employers across America face a critical decision. They can continue operating with outdated assumptions and inadequate training, risking similar verdicts and reputational damage. Or they can proactively invest in comprehensive disability awareness programs that transform their workplaces into models of inclusion and innovation.

The choice seems obvious, yet many organizations continue to treat disability training as a low priority. They view it as a compliance burden rather than a strategic investment. The McLane Northeast verdict demonstrates the folly of this approach. In an era of increased enforcement, heightened awareness, and evolving workforce demographics, disability inclusion has become a business imperative that no organization can afford to ignore.

For those ready to act, the resources and expertise exist to create meaningful change. From online training platforms to in-person workshops, from policy templates to accommodation databases, organizations have unprecedented access to tools that can prevent discrimination and promote inclusion. The question is not whether to invest in disability awareness training, but how quickly organizations can implement comprehensive programs that protect both their employees and their bottom line. Because as McLane Northeast learned, the cost of discrimination far exceeds the investment in prevention.