Get access to the exclusive HR Resources you need to succeed in 2018.
Sign up for free email newsletters and get more SHRM content delivered to your inbox.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 14 cities across the U.S. this fall.
Gain the skills you need to rise to the next level in your career. Jon us at SHRM's Leadership Development Forum, October 2-3 in Boston.
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
The benefits employers receive from making workplace accommodations for workers with disabilities outweigh any associated costs, according to employers who have contacted the
Job Accommodation Network (JAN) for assistance.
According to JAN’s research, which began in January 2004 and includes telephone responses from 1,785 U.S.-based employers who have used JAN’s services:
In cases where accommodations were not provided, employers said this was because they lacked information about the kinds of medical documentation they could request, had difficulty determining the essential functions of a position or could not agree with the employee on accommodation options, including leave time and reassignment.
Dialogue and Creativity Help
Yet where there is good dialogue between employers and employees, and where managers understand how individuals will complete work tasks, accommodations will be effective, Anne Hirsh, co-director of JAN, told attendees Nov. 3, 2011, at the Career Opportunities for Students with Disabilities annual national conference in Morristown, N.J.
Hirsh noted examples of effective accommodations JAN helped to secure:
Purchasing or modifying equipment or products. One employer was persuaded to purchase a portable voice amplifier that cost $150 to accommodate a professor with vocal cord nodules who had difficulty speaking loudly enough to be heard in the classroom or during faculty meetings. This accommodation suited the professor’s teaching style, because he prefers to move around while he lectures and did not want to stand at a podium with a microphone.
Hirsh said JAN frequently hears from teachers about this kind of issue, particularly when a school system’s response is, “Sorry, I’m not required to purchase you a personal use item—that’s like me buying your eyeglasses or a hearing aid.” Yet a union representative convinced the employer that an amplifier wasn’t a personal use item because the professor doesn’t use his voice in the classroom the same way he does when he’s not at work. In the end, the employer reported that the accommodation improved the employee’s job performance “and made it easier for others to work for him,” Hirsh said.
Making the worksite accessible. When a purchasing clerk at a manufacturing plant had to have one of his legs amputated as a result of diabetes and found it difficult to walk from the parking lot to his workstation, his employer gave him a reserved spot close to the worksite.
Hirsh said parking issues rank among the 10 most contentious accommodation-related discussions JAN encounters. Many callers ask whether such an accommodation is required if an employer doesn’t provide parking for employees in general, for example. “There are some districts where you may need to consider it,” Hirsh said, adding, “It would be rare.”
Hirsh noted that representatives from physical plant, security and technology are not usually included in overall company discussions about accommodation policies but should be in order to make it easier for employers to anticipate and address individual requests.
Job restructuring, modifying schedule and allowing leave time. Hirsh said that an accommodation doesn’t have to have a direct connection to the essential functions of the job but can be “related to other aspects of employment,” such as a flexible schedule. This was an ideal solution for a blind state employee who was often late because of public transportation delays, she explained.
Modifying policies. A federal agency employee with attention-deficit hyperactivity disorder worked at home under the agency’s telework program until a new supervisor decided to discontinue the program. This meant that the employee had difficulty staying on task. The employer and employee compromised by allowing the employee to work from home two days a week.
Hirsh said “one of the biggest red flags” JAN hears about is the elimination of an accommodation because of a supervisory change. Sometimes that’s because an accommodation was implemented informally, she explained. The solution, she said, is to “make sure there is communication and monitoring” of the organization’s accommodation policy and practice.
Providing readers and interpreters. An applicant for a city government dog warden position, who had dyslexia and therefore couldn’t pass a required written test, was provided a reader for testing purposes. Hirsh said one of the biggest hurdles for people with learning disabilities is that they fail to get the documentation they need. “We often hear from employers who say, ‘We were willing [to consider an accommodation], but we just couldn’t get any documentation,’ ” Hirsh said.
Reassignment. Hirsh said one of her favorite success stories is that of a retired Army medic with post-traumatic stress disorder who thought she had found her “dream job” as a nurse. She contacted JAN for advice when she had difficulty managing stress caused by the sound of the helicopter at the hospital where she worked. She subsequently spoke with her employer and was reassigned to a vacant position in a unit located far from the helipad.
Employers—and individuals—can contact JAN for free assistance by calling (800) 526-7234 or by visiting
Pamela Babcock is a freelance writer based in the New York City area.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 10,000 companies