Metamorphic changes in the organization’s growth are inevitable in today’s competitive environment. Most of the modern day business organizations scale up their human resource management with more of empowerment and engagement than employment and deployment. The key to competitive force is to have adequate, capable human capital keeping aside gender, religion, country, race, disability, etc. Traditionally roles within an organization are designed to identify talents within the conventional talent cluster. Organizations redefine their policies, practices, charters to have an inclusive and diversified workforce. IT and IT service organizations focuses more on having a non-discriminating, skilled workforce, which will help them to build a workforce which will help them to compete in a global work environment. The HR community openly acknowledges that it is a business imperative to hire disabled talent as various research studies showcase that it may enable organizations to manage rising attrition, create a loyal workforce and improve morale of the employees. The research has been administered with the objective to design a model to predict the variables contributing to the retention of the differently-abled workforce in Indian IT organizations. The study results helps to conclude that hiring practices, adequate learning opportunities, career growth facilities, unbiased reward mechanisms, the health and safety provisions, and decent accommodation are dependent variables which contributes to the “Job Retention” the dependent variables (Y). The results enunciates that differently-abled workforce does not want them to get differentiated with special care, infrastructure. They cannot be considered as non-conventional source of talents any more but a capable workforce which can help business to grow by their abilities and talents. At the same time, it is evident that organizations refine their policies, practices, role descriptions, Infrastructure to accommodate this special work force. © Serials Publications Pvt. Ltd.