Seeking accommodation

Hey there, time traveller!
This article was published 01/05/2021 (1758 days ago), so information in it may no longer be current.

Let’s be honest, I know many people are tired of COVID-19 restrictions. And, I admit I am also tired of writing about virus-related employment challenges. Yet, every day there seems to be another issue to address.

One of the key issues during this time has been employee absences. This includes fears about various health risks for employees, daycare issues for working parents and/or school attendance challenges.

Sick leave policies for organizations used to be fairly straightforward. However, the pandemic has forced leaders to confront more difficult challenges requiring a variety of unique employee accommodations.

Until now, accommodating an employee was relatively simple. It often included an environmental assessment resulting in the provision of a desk that moved up and down, rubber mats to help with standing, ergonomic chairs, and/or better lighting. On rare occasions, the workplace accommodated an employee returning to work from an illness or injury through part-time work hours or work from home.

For some organizations, accommodation was likely more a nuisance and a disruption, something that had to be done because of human rights to conform to employment legislation. Amid COVID-19, employee accommodation is no longer just a “one-off” situation, it’s about the entire employee workforce. Not only that but the fact that each individual has truly unique accommodation needs makes the whole issue a bit more challenging.

Once the health orders were implemented, organizations scrambled to get employees working from home. Then the rush of accommodation requests came. Government stepped in as well and declared physician notes were no longer required.

If there was any inkling of health-related risks, employees could stay home with their younger and school age children without penalty and often with financial assistance from government. Those with personal health issues were set up to work from home as best as possible.

The result? The seriousness of accommodation has finally sunk in. Organizations have realized that with creativity and innovation, accommodation isn’t so hard and the cost is worth every penny.

Perhaps the most important lesson is the acknowledgement that employees are indeed very valuable to the success of an organization. Just ask those organizations that required their lower paid, essential workers to arrive at work every day.

During this health crisis, many organizations have scrambled to accommodate employees while keeping their focus on surviving the business crisis. As we move out of the crisis environment, it will become time to create and implement an effective, vibrant long-term accommodation process.

Develop a philosophy

Typically, an accommodation philosophy should focus on inclusion so that an employee is not left out or isolated and that their privacy is protected. While there may be multiple options for accommodation, each should be individualized as best as possible to the person and the situation. No matter what the philosophy statement should resonate with caring and empathy.

Develop and/or revise the policy

A policy should define the key point of contact for employees, outline the different roles and responsibilities among stakeholders, and define the policy elements. This should include direction on issues such as confidentiality and privacy, reasonableness, time frames, application and notification requirements. The policy will outline the various procedures and stress the importance of co-operation. At the same time, it should also provide a set of communication templates for managers so there is consistency in managing employee requests. Finally, the policy needs to refer to the issue of undue hardship on the part of the employer what exactly this means.

Ensure management education

While the human resource manager might be up to speed on the various pieces of legislation that integrates with workplace accommodation, it would be valuable to have both and education and a management “how-to” guidebook on all of the standards and legal requirements related to employee accommodation. Remember to include a commitment statement that outlines the philosophy of the organization with respect to employee well-being and accommodation.

Investigate options

Along with developing a policy, prior to any request for accommodation, it would be wise for organizations to examine each job role and identify potential modifications that could be made should the need arise for a modification and accommodation. This would give managers ready-made options instead of waiting until there was a crisis and/or an accommodation request.

Emphasize shared responsibility

Employees must be educated on how to request accommodation and be prepared to provide the appropriate information and physician authorizations where applicable. No matter whether the request is COVID-19 related or not, accommodation must be seen as a partnership with the goal of working full time where and how possible. Failure of managers to appreciate and empathize with the employee request and a failure to co-operate on the part of the employee will jeopardize the needs of both parties.

Apply check-in tactics

One of the biggest challenges with the variety of employee accommodations today and continuing in the future is the amount of effort managers must spend to ensure they keep touch with their employees. Time needs to be spent to continue building teamwork, ensuring collaboration and an overall positive morale.

Keep in mind that each person’s personality will impact how well they are managing with their accommodation strategies.

Monitor for success

The COVID-19 crisis is a good example of the need for continual review of policies and practices. While the pandemic created panic and required abrupt adjustments, management should routinely review workplace accommodation policies and practices to meet the most basic needs and are flexible enough that they could be quickly adapted to a new situation.

I know that many organizational leaders and employees are exhausted from life under a pandemic umbrella but there have also been many valuable lessons learned throughout this experience. A key lesson that I have seen is the deeper respect now given by managers toward the issue of accommodation. It’s a partnership that focuses on the success of all parties.

Source: An Overview of the Duty to Accommodate Canadian Employees, UKG, by Rudner Law; 2021

Barbara J. Bowes, FCPHR, CCP, M.Ed. is the HR practice leader with Legacy Bowes and is the author of eight books, a radio personality, a speaker, an executive coach and workshop leader. She is also chairwoman of the Manitoba Status of Women. She can be reached at barb@legacybowes.com