The Human Equation

This is a very tough situation. I'm not sure I would tell my superiors about a medical condition, though if it affected my work I may feel the need to at least hint at a medical issue, though I probably wouldn't specify exactly what it is.

Thanks for your comment. This IS a very tough situation and I don't think there are any easy answers. The good news is that there is an unprecedented amount of legal protection for individuals with mental disabilities in the workplace; the bad news is that this doesn't change the fact that many people are still afraid of/misinformed/ignorant about mental illness in the workplace and yet some of our greatest leaders (Abraham Lincoln, just to name one) dealt with them.

Everyone I work with knows about my Bipolar disorder. They are often inclined to treat me like a fragile butterfly wing, which can be irritating. But I decided a long time ago that there are enough things to be ashamed of in this world, and some chemicals in my brain I can't control don't qualify as "shameful". If other people are freaked out about it, that is their problem. So far, so good. My previous boss used my bipolar to needle me about "personal issues" and seemed to enjoy my painful days. Thank god she is gone, and my new boss doesn't care if I am a little eccentric. It needs to be out, or we will all be stigmatized. Be brave, little campers! You wouldn't be ashamed of being diabetic, so don't be ashamed of some other organ in your body misfiring the chemicals.

Perhaps Ms. Johnston needs to spend more time in the Human Resources department and the trenches of business in America.

So let me get this right. I file a stress claim or a bipolar claim and I am now protected under ADA. I can underperform, drive my co-workers crazy, make life difficult for everyone and guess what... I am protected.

Now if you are healthy, cooperative, perform well, work well with others, guess what... you are not protected.

I worked with a bipolar person and she made life miserable for the whole team for years until thankfully she left for another job to the biggest sight of relief of everyone.

My spouse worked for a large HR department and it is common for people to hide under this ADA protection to get preferential treatment.

In my mind the disability is not the problem as long as people do their job but that is not what happens in the field. In the field people end up by getting preferential treatment in terms of work performance, work accommodations, hours, etc... So their performance is lower and their job protection is higher. And others have to work harder to cover for them !

How about that for discrimination.

Compassion for all of humanity is one thing. Passing laws that always result in the Law of Unintended consequence is another.

I agree with the previous post. In my 20+ years of work life what I see more and more is that as a society we are sacrificing the common good for the sake of the individual.

This is not about going back to business the way it was done 25-50 years ago. This is about balance and right now the pendulum has swung too far in the other direction.

Rather than more legal protection we need less legal protection to improve the health of the whole system. Good intentions don't count, that's easy self gratification. Results counts, and that part is never properly accounted for. Responsibility is a 2-way street; employers have responsibilities of course but employees also have responsibilities.

Never, never, never seek help from your company's Employee Assistance Office. They will talk a sympathetic line, but you must remember that the company's primary concern is the company's own self interest, and fiscal bottom line that benefits the company.

Always seek outside help for guidance, preferably your own attorney who will have your interest at heart. Make sure the attorney you choose does not represent the company you work for. Not that you're looking to sue the company for a big settlement, but you need someone who only represents your interests. Let your attorney do the talking when it comes to your employer or you will get burned by the employer. I know people who put their faith in company employee assistance programs, and they were burned badly. Please don't make that mistake. You need to be your own advocate and find help from someone qualified outside your company.

I'd also advise that you work with your own physician and document everything regarding your condition. You are protected under The American's With Disabilities Act, but you will need a qualified representative to help you make sure the company doesn't discriminate against you for your health condition.

Don't complain when jobs are shipped overseas.

The problem is that anyone can be protected under ADA if one knows how to manipulate the system.

I told my boss, E., about my bipolar, so that she might understand there are going to be times I might be out a day or 2 due to it. But she's one of those uncaring types and instead tells my other boss, B. (my "immediate supervisor") to "watch it". Ms. E. now monitors when I take certain days off, like Mondays or Fridays, adds extra work when she thinks I'm not doing enough, etc. etc. I am constantly told that Ms. E. is watching and I am always on guard whenever I do take a "sick day", because I figure Ms. E. will try to pull a "fast one" like saying I need to talk to HER directly when I call in sick (so she can determine whether (in her mind) I sound sick or am "sick enough" to stay home), or to keep a record of the days I'm out, or some other thing. Long story short: I don't trust "Ms. E." OR "Ms. B" any further than I could throw them, and telling them I'm bipolar didn't do a bit of good.

I wonder If the stigma is perpetrated by those with untreated Depression/bipolar. Some things hit too close to home for some.

Continue your brave and inspiring thoughts.

I very much appreciate all the comments about this post. I would like to respond to some of them. I have spent a lot of time around HR and appreciate the tough job you have. There seems to still be some confusion how to handle mental illness at work and I've seen the gamut - from "this person is 'crazy' so let's get rid of her" to "we've got to put up with this person forever because if we don't, we'll get sued." Neither of these perspectives is accurate or benefits anyone.

In terms of the pot calling the kettle black, I don't know. It's a fascinating perspective. I can tell you I've occasionally been disheartened by an underlying prejudice I've detected in a treating therapist.

Ms. Johnston,

There is no solution except growing up, self responsibility and compassion. The heart needs wisdom and wisdom needs to include the heart. One of my closest friend has Tourette syndrome but he doesn't use that condition to leverage the system in his favor.

My point is that more laws and regulations just create more unintended consequences. As a result more real needs go unmet. We solve one problem but create new ones at the same time.

Let me give you an example. I used to belong to a group where we fed the homeless every Sunday morning on a public square. At one time we decided to let people with physical disabilities come to the front of the long line so they did not have to stand so long. As a result over the next few weekends the number of people with disabilities tripled. Out of nowhere people with canes and crutches started showing up and going to the front of the line.

Creating a legal system where we mandate rights but forget to include responsibilities is not wise. Not honoring and respecting fellow human beings who suffer is also not wise.

I've been at my job for 10 years. There have been 3 hospital visits in that time. It used to be that HR handles leaves. They changed it recently to where your manager (who is not trained in HR) handles your case. Unfortunately, my sister spoke to my boss one time when I was in disposed. The boss knows how to fish for information, very clever. Ever since, they've been trying to push me out of the company. So it looks like I'll be out of a job sometime this year due to performance (not meeting ridiculous targets). Everybody on the team agrees that the targets are ridiculous. I would say don't tell the manager nothing. Just say "I have a migraine, I'm not coming in today".

I understood the workplace only has to make "reasonable accommodations" to someone w/a disability so that the person w/the disability can DO HIS/HER JOB. I don't think anyone is "protected" to the point that they can under-perform, get a "free ride", or take advantage of their disability to not do their job correctly. A friend has bipolar & her meds caused her to be so sleepy she was falling asleep at work. It was not acceptable for her to put her head down & take a nap at her desk (in view of the customers). I suppose IF there were a quiet & private room or area where this person could take a nap would be "reasonable" IF the workplace had such a location & she was able to complete her job duties. I don't think an employer would be required to build a "napping area" for her so she could leave her desk to sleep when she needed to.

She is on disability now so, obviously, it was determined she is unable to work at this time due to her mental illness.

However, if such an accommodation was not able to be made due to lack of space or the person could not fulfill her job requirements, I do not believe they are "protected." I think many employers will attempt to place the person in a position where he/she can fulfill the job duties, but I don't think an employer is required legally to make a job for this person that matches her level of disability.

What I did was cut my work hours & eliminate the portion of my job (dealing w/the public) when I was going through a really bad depression. I am lucky that I am not the major breadwinner in the family. I did not reveal my "condition" to my boss. I have been at this company for 20 yrs. & am a valued employee so he was anxious to keep me happy. I now can do a lot of my work at home & can go into the office on my own schedule so I don't have to pretend to be Miss Cheerful when I am struggling. I simply told my boss I had some "health issues" that prevented me from working as many hours as I had previously & that I needed to have flexible hours to receive "treatment"--which could be physical therapy or close monitoring of severe diabetes as far as he is concerned.

I did have a couple "close calls." I, unfortunately, went into a severe depression about 3 1/2 yrs. ago & I overdosed on my bipolar medication & ended up in the ER (husband found me unconscious). Well, guess who worked in the ER as a nurse? A lady I work with! She works part-time at the same company I do. I know w/HIPPA she should not reveal anything, but I surely did feel "funny" when I returned to work a week later & walked by her & she asked me, "How ARE you?" I knew that she knew I had bipolar but that she should not reveal it to anyone. I simply said, "Fine."

Then when I was trying a new medication I had a sudden wave of dizziness & exhaustion hit me to such a point that the people around me could SEE it. I was sitting down, but suddenly I just knew I was going to fall out of my chair & end up snoring on the floor. The people who were around me asked me if I was OK as they could see an obvious change in me suddenly. I said that I was having a reaction to a new medication & felt unwell & had to go home. I fell asleep while driving home & the only thing that saved me was I heard my tires crunch on the gravel on the shoulder of the road & that woke me up. I couldn't even make it to a couch or bed when I got home. I was so dizzy & tired, I collapsed on the front hall floor as soon as I opened the door. Needless to say, didn't stay on that medication!

Another time I was prescribed Geodon (when it was a new medication) & I live in a small town so the pharmacy I went to happened to have the pharmacist be a customer at my job. So she told me she would call when the Geodon came in. Again, I'm hoping HIPPA really works as we know a lot of people in common. However, when I was at work & she passed me one day soon after she announced (loudly), "Oh, your Geodon is in!" I thought that was a breach of my confidentiality.

My husband works for a large corporation & he is a manager & had a fellow who worked for him who was excellent at his job & had bipolar. The fellow told my husband that he had irregular sleeping & energy levels due to the disorder & asked if he could not be tied to a regular schedule as long as he did his job well (some mornings come in at 4:00 & other days not until noon or work at home some days). My husband asked me first if it was OK to reveal to this fellow about my having bipolar (it was) so my husband told him he did understand the necessity to know your own symptoms, triggers, & to do everything to increase the likelihood of retaining stability & a good quality of life.

My husband did not reveal this conversation to anyone at work but when asked did say he did approve a "flexible" work schedule for this fellow (other people have asked for & been allowed this kind of flexibility for other reasons such as family obligations or medical treatments, etc.).

I don't know if this fellow told HR or anyone else. He had been at the company for at least 10 yrs. & was a valued employee.

Unfortunately, something happened to trigger a major mania in this guy & in his private life he started spending money like crazy & got deeply in debt & THEN attempted to embezzle money from the company w/false expense reports & even charging things on the company credit card he had been issued! He obviously was not thinking rationally as he is a brilliant fellow & charging things that are obviously not work-related to the company credit card is irrational behavior.

The company did not prosecute him, but did make the condition that he pay back the money he stole. He no longer works there. He wasn't "fired", but I think the company offered him the opportunity to "quit." They did give him a severance package & insurance coverage for a good long while (I was surprised really at how generous they were). I THINK he is on disability now.

But another employee stole from the company in a similar manner (large corporation so maybe people think their "fuzzy math" won't be caught) & he did not have a mental disorder as far as I know. He just plain was living beyond his means. He also was given a severance package & insurance coverage similar to the other fellow on the condition he repay what he stole & was not prosecuted.

I guess the company thinks the time involved in a criminal case & maybe the bad press (this is my own conjecture) is why they don't prosecute.

I have been with my company for over 3yrs. Until a month ago I had the diagnosis of PTSD and was on meds for it. As long as I stayed on the meds never had bad depression but I was always hyper and full of high emotions. I finally changed my rx dr..turns out my PTSD is Bipolar 1 and my meds cause mania. I have a proven track record as far as quality, flexibilty, and attendance with my company. I am a single parent getting no outside support. If my check doesn't cover something I do without.Just in case the change of meds causes any problems, I went to my supervisor and explained what was going on. Turns out she has personal experience with Bipolar. The only thing she ask of me is to let her know as soon as I know when something is wrong. Ironically the employee assistance program at my job also supported me fully paying for the 1st 5 mental health appointments in full. I have been blessed. Not all bosses are bad and not all companies are evil.

Thanks for sharing your perspective. It sounds like you've earned the trust and respect you deserve from your supervisor and that s/he has an enlightened attitude toward mental illness. kudos to both of you.

so i have an employee, a 23 year-old that I've known since she was 16 or 17. we hired her last year after she graduated from college. she is smart and a great worker, and very helpful... i had reservations in hiring her because she's often sick, but i thought we could deal with it as it arises. we are very close with her and her mother, like a family away from our homes. let's just say in my business, people grow close, and friendships often form between clients and co-workers... long story.
anyway, this girl, i'll call her K, goes to grad school part time, and we've always been flexible with her schedule. she misses work often, always some excuse, bronchitis, asthma, couldn't breathe, migrane, funeral, flu, swine-flu scare, always something. it seemed to be increasing, and she missed about 1/2 of january. as an employer, big attendance problem.
as a friend, something just doesn't jibe, i mean, who gets sick this often?
well, we found an on-line journal of hers that she was blogging on from work this week, in which she reveals she's bi-polar. aha. now it all makes sense.
SO HERE'S MY QUESTION: myself, my husband (her other boss) and the co-worker who found her blog and told us, now know. she doesn't know we know.
now the compassions starts - i love this girl, like a little sister. her mother watches my 2 year old when i have to work at night. K is an incredible girl, as i said, and works very hard and beyond expectations when she's at work. i want to address the attendance issue, and ask her (or her mother) if there is something they can suggest, because we really need someone full time to do her job. (answer phones). can she let us know when she's feeling low, so we can call in a temp for the day. so far we wing it. when she calls in sick, we go receptionist-less. (she's more important than just a receptionist, we often say the "pivotal person" in the company, as the cheery face who meets clients)

also, what the ...?? i thought we were family. we have so much love and respect for her, we'd do anything to try to help and accomodate...i wish she would have told us up front. it would have made us more understanding, more compassionate and, from a business standpoint, we could have trained a sub!

and finally, her blog is full of lies - saying bad things about us (her bosses) that are far from reality, or saying things that never happened.
please help?? should i go on pretending we don't know? should i tell her she left her blog up, so we know? drop hints? i don't want to scare/confront/confuse her. i want her to know we're there for her, as employees and as friends.

but i also don't have an hr or a lawyer (and in her blog she talks about suing us - when we didn't even know she was bipolar)

i'm reading a lot to understand the disorder, but it would be so much easier if we could talk with her, and come up with some sort of plan.

so i have an employee, a 23 year-old that I've known since she was 16 or 17. we hired her last year after she graduated from college. she is smart and a great worker, and very helpful... i had reservations in hiring her because she's often sick, but i thought we could deal with it as it arises. we are very close with her and her mother, like a family away from our homes. let's just say in my business, people grow close, and friendships often form between clients and co-workers... long story.
anyway, this girl, i'll call her K, goes to grad school part time, and we've always been flexible with her schedule. she misses work often, always some excuse, bronchitis, asthma, couldn't breathe, migrane, funeral, flu, swine-flu scare, always something. it seemed to be increasing, and she missed about 1/2 of january. as an employer, big attendance problem.
as a friend, something just doesn't jibe, i mean, who gets sick this often?
well, we found an on-line journal of hers that she was blogging on from work this week, in which she reveals she's bi-polar. aha. now it all makes sense.
SO HERE'S MY QUESTION: myself, my husband (her other boss) and the co-worker who found her blog and told us, now know. she doesn't know we know.
now the compassions starts - i love this girl, like a little sister. her mother watches my 2 year old when i have to work at night. K is an incredible girl, as i said, and works very hard and beyond expectations when she's at work. i want to address the attendance issue, and ask her (or her mother) if there is something they can suggest, because we really need someone full time to do her job. (answer phones). can she let us know when she's feeling low, so we can call in a temp for the day. so far we wing it. when she calls in sick, we go receptionist-less. (she's more important than just a receptionist, we often say the "pivotal person" in the company, as the cheery face who meets clients)

also, what the ...?? i thought we were family. we have so much love and respect for her, we'd do anything to try to help and accomodate...i wish she would have told us up front. it would have made us more understanding, more compassionate and, from a business standpoint, we could have trained a sub!

and finally, her blog is full of lies - saying bad things about us (her bosses) that are far from reality, or saying things that never happened.
please help?? should i go on pretending we don't know? should i tell her she left her blog up, so we know? drop hints? i don't want to scare/confront/confuse her. i want her to know we're there for her, as employees and as friends.

but i also don't have an hr or a lawyer (and in her blog she talks about suing us - when we didn't even know she was bipolar)

i'm reading a lot to understand the disorder, but it would be so much easier if we could talk with her, and come up with some sort of plan.

Thank you for this message. It is one of your best, and I find it very helpful — good advice.

It appears that the vast majority of responses have fallen into "Don't Tell" column. Only one person has replied that revealing their mental illness to their employer resulted in a positive situation. Test the waters through casual conversation to find out what the supervisors, managers, owners, etc. think about people with mental illness before revealing yourself. You may find some of them might have a family member or friend with a mental illness. Of course, you might also find some of them are uninformed or biased against individuals struggling with mental illness. Until you know for sure, I'd err on the side of keeping your bi-polar condition to yourself.

i am spiraling with the stress of starting a new job/career change. i am currently on probation for my inability to do the job to the level of their expectations. i went to the HR department and talked to them about how i just can't seem to do it - i can't focus, have too much coming at me from all directions, and have been making errors on a regular basis.

HR said that they would be happy to 'make reasonable accommodations.' i said it would really help me out if they would move one of my accounts to someone else. that is not reasonable, apparently. what they did come back with as reasonable is an hour away from the office for lunch.

wow for generous.

i am wondering if anyone else has had 'reasonable accommodations' implemented at their workplace and what the accommodations were.

any insight is most welcome. thanks!

Trying to cut & paste from a web site after using Google; this article came up from www.csun.edu (& then a lot of dashes & hyphens & letters so not sure I can get the link address in here correctly OR that the cut & paste will work!). Please forgive me if it doesn't!

First off, A BIG ISSUE IS UNDUE HARDSHIP FOR THE COMPANY so it is hard to determine a uniform list of reasonable accommodations. A small company may not be able to do even simple accommodations (such as flex time due to not having enough employees to make the arrangement work). I believe a company has to have at least 50 employees before the ADA(A) "reasonable accommodations" even is an issue. Small companies are exempt.

FROM WEB SITE: The following is a list of factors to help determine if the requested accommodation would pose an undue hardship on the organization.

1. The nature and net cost of the accommodation.
2. The overall financial resources of the facility, the number of persons employed, and the effect on expenses and resources.
3. The overall financial resources of the employer, the size of the business, number of employees and the number, type, and location of facilities.
4. The type of operations of the employer.
5. The impact of the accommodation on the operation of the facility, including the impact on the ability of other employees to perform their duties and on the ability to conduct business.

H. Examples of Disabilities, Possible Access Issues, & Accommodations
Disability Possible Access Possible Solutions
Blind & vision Impaired (include not only those who are totally blind, but also those with limited vision
Path of travel
Displays of information
Controls with written directions
Elevators operating buttons
Completion of written forms

"Talking" computers, calculators
Labeling in Braille
Respond to questions orally
Air radio announcements
Avoid clutter in passageways
Use writing, drawing, optical aids (e.g. magnifiers)
Deaf & Hearing Impaired (including not only those persons who are totally deaf, but also those with limited hearing) Information obtained through:
1. Telephones
2. Warning devices(e.g., fire alarms, public address systems)
3. Equipment operating noises
Use of amplification devices
Installations of TDD
Publication of written announcements
Allow mail-in-procedures to be used
Policy accommodating lip readers
Use visual cues for signage
Psychological
Disabilities
Difficulty understanding:
1. Signs
2. Controls
3. Operating instructions
4. Directions

Willingness of someone to assist and/or answer questions and provide directions
Difficulty with Upper Body Movement (including not only those persons who have limited use of arms, shoulder; persons who use wheelchairs or crutches; people of short stature; those who cannot perform certain hand movements, or have difficulty controlling movement) Difficulty operating (or locating or reaching) certain hardware:
1. Hand controls on doors
2. Toilet room fixtures
3. Water fountains
4. Telephones
5. Vending machines
6. Light fixtures
Relocating a program or service to accessible area
Use of adaptive equipment or modification of present hardware
Mobility Impairments (including those persons having difficulties, stamina limitations, as well as those who use wheelchairs and crutches
No grasp bars. handrails, other supports
No designated parking spaces for disabled people
Distance from parking, public transportation stops
Route of travel
1. Curbs, walks, unleveled surfaces
2. Carpeting, Textured title supports
Entrances and doors
Restrooms, phones, water fountains
Location of controls, general hardware

Replace existing hardware, equipment
Make necessary structural changes to eliminate barriers;
1. Install ramps
2. Widen doorways

Me again: These examples don't really address issues such as excessive daytime sleepiness; cognitive issues (memory problems or understanding long verbal or written instructions or needing tasks demonstrated many times before the employee can remember the correct sequence or the inability to "think on your feet" when put on the spot due to anxiety or slowed cognitive functioning); impaired "social functioning" such as "people skills" that might be limited for those w/autism or borderline or as a side effect of certain medications that cause a "flattening" of affect; "triggers" that are individual to each person w/a mental disorder that can cause of flare-up of negative symptoms (for example, sudden loud noises for someone w/PTSD; or music playing in the background that can make someone w/ADHD have a difficult time focusing on work or when the desks of the employees are placed so closely together that one can hear the other employees' every instance of "noise producing" behaviors such as phone conversations or crinkling of paper or popping of gum that also makes focus difficult for many people w/mental health issues...).

Another "trigger" can be "jokes" or comments about mental illnesses such as calling someone "schizo", "bipolar" "retarded", "psycho", etc. Even if these comments are not directed to the person who has a mental disorder (& that fact is usually unknown to the other employees unless the person reveals it himself as the supervisor who has been advised that accommodations are needed & why is required by law to keep this info. confidential unless a "release" form is specifically signed by the person asking for accommodations), these comments can make someone w/a mental illness feel even more stigmatized & afraid of her condition being revealed or discovered & I think can even be interpreted as a "hostile work environment" as it is distracting & makes full focus on one's work difficult w/thoughts of increased sensitivity to the conversations of your co-workers, wondering if "they know."

I think short seminars or classes at the work place addressing issues such as mental disorders would be extremely helpful in educating the work place so that stigmatizing comments or "jokes" are not tolerated. These kinds of educational seminars are often presented at work for issues that can cause difficulties if not handles properly (educating about the rights of gay employees is another example of where seminars can prevent problems from occurring by educating the employees about the policies of the company & the law concerning different issues).

Flexible time schedules is another important feature that may come up when discussing "reasonable accommodations"--not only for the start & end time of the work day, but "time off" for medical appts., evaluations, or having to stay home when adjusting to a new medication that is causing negative side effects that may disappear in a few weeks--but for now make driving dangerous due to excessive tiredness or nausea, etc. End of my comments!

XII. Reasonable Accommodations
A. Reasonable Accommodation Obligation

ADA requires reasonable accommodation in at least three aspects of employment (Note that the following is a partial list of examples and is not intended to be considered complete):

1. To ensure equal opportunity in the application process.

Providing applications in large print, computer disk or other alternative formats.
Relocate any tests to an accessible area if needed.
Allow someone to assist the applicant to complete the necessary forms.
Allow the application to be taken home.

2. To enable a qualified individual with a disability to perform the essential functions of a job.

Change work hours or schedules: i.e. allowing a diabetic employee to take regular meal breaks during a shift.
Modifications of job tasks: i.e. allowing a blind office worker to substitute transcription and duplicating duties for proofreading and filing.
Division of tasks among employees: i.e. allowing a bookkeeper who is deaf to trade phone duties with another employee in exchange for filing duties.
Provide large-button touch-tone telephone for someone who has low vision or poor hand coordination.

3. To enable an employee with a disability to enjoy benefits and privileges of employment.

Pathway to work: remove shrubbery and signs that obstruct walkways.
Provide accessible break rooms, lunch rooms, and training rooms.
At the workstation, lowering shelves or raising the desk.
Replace small knobs and switches with larger, easier-to-grasp handles.
Install Braille or large, raise lettered directional signs and elevator controls.
Reserve extra-wide parking spaces near building entrances.

B. Reasonable Accommodations Not Required

If an employer is unaware of the need.

If providing the accommodation would cause undue hardship.

Employers are free to choose accommodations and can provide those less expensive or easier to obtain.

C. Average Cost for Employers to Accommodate Persons with Disabilities

31% No Cost
19% $501 - $1000
19% $1 - $50
11% $1001 - 5000
19% $51 - $500
1 % More than $5000

D. How do I determine what a Reasonable Accommodation should be?

Most situations are going to be different and therefore will require some creative thought and input from the individuals involved (employee, supervisor, human resource staff, etc.).

Resources exist to assist in modifying, adapting, and providing accessibility to your office or plant for both the newly hired or newly disabled employee. Some of these are provided at no cost.

The President's Committee on Employment of People with Disabilities' Job Accommodations Network (JAN) offers toll-free consultation. They can be reached at: (800)JAN 7234 (Voice/TDD - except West Virginia); (800) 526-4698 (Voice/TDD - West Virginia only); (800) 526-2262 (Voice/TDD - Canada); (800)ADA-WORK (Voice/TDD - ADA Information).

Additional resources are available at the state and local level. State Vocational Rehabilitation agencies are often a good source. Also, check with your State Governor's Committee or Local Mayor's Committee on employment of people with disabilities for local resources.

E. Guiding Principles for Providing Reasonable Accommodations

Reasonable accommodations should be provided in a manner that does not stigmatize or disempower the individual.

The employer should start with a mind set that recognizes the individual's strengths and potential contributions to the organization, respects the person as an individual, and exhibits a willingness to engage in joint problem solving.

The individual should be involved in all decision making about his or her position, including developing the job description and identifying reasonable accommodations, which should be updated periodically to meet the individual�s changing needs.

All reasonable accommodations should be voluntary.

An environment should be provided in which disabilities and reasonable accommodations are accepted, disclosure is not punished, and an individual�s desire for confidentiality is respected.

F. The Reasonable Accommodation Process

Scenario: A sack handler position requires an employee to pick up a 50-pound sacks and carry them from the loading dock to the storage room. A sack handler impaired by a back injury requests a reasonable accommodation.

Steps: Analyze the particular job in question and determine its purpose and essential functions.

1. Methods of Accommodation

A. Consult with the employee with a disability to:

1. Determine the precise job-related limitation imposed by the individual's disability;
2. Determine how those limitations could be overcome with a reasonable accommodation;
3. Get the employee's recommendation on accommodation needed.

B. In consultation with the employee:

1. Identify and investigate potential accommodations;
2. Determine feasibility; and
3. Assess the effectiveness each would have in enabling the individual to perform the essential functions of the position.

C. Give primary consideration to the preference of the individual:

1. Select and implement the accommodation that would be most effective.
2. Monitor its progress.

2. Reasonable Accommodation Options

1. Making existing facilities readily accessible.
2. Acquiring new equipment.
3. Modifying existing equipment.
4. Job restructuring.
5. Changing the work schedule.
6. Reassigning a newly disabled employee to a vacant position because they can no longer perform their old job.
7. Changing tests and training materials.
8. Changing company policies.
9. Hiring a reader or interpreter.
10. Permitting the use of accrued paid leave or providing additional unpaid leave for necessary treatment.
11. Making employer-provided transportation accessible to individuals with disabilities, in cases where it is already being provided to all other employees.
12. Providing reserved parking spaces.
13. Sometimes offering personal assistance (i.e. offered from an outside agency free of charge or minimal assistance by another employee).

G. Undue Hardship

The following is a list of factors to help determine if the requested accommodation would pose an undue hardship on the organization.

1. The nature and net cost of the accommodation.
2. The overall financial resources of the facility, the number of persons employed, and the effect on expenses and resources.
3. The overall financial resources of the employer, the size of the business, number of employees and the number, type, and location of facilities.
4. The type of operations of the employer.
5. The impact of the accommodation on the operation of the facility, including the impact on the ability of other employees to perform their duties and on the ability to conduct business.

H. Examples of Disabilities, Possible Access Issues, & Accommodations
Disability Possible Access Possible Solutions
Blind & vision Impaired (include not only those who are totally blind, but also those with limited vision
Path of travel
Displays of information
Controls with written directions
Elevators operating buttons
Completion of written forms

"Talking" computers, calculators
Labeling in Braille
Respond to questions orally
Air radio announcements
Avoid clutter in passageways
Use writing, drawing, optical aids (e.g. magnifiers)
Deaf & Hearing Impaired (including not only those persons who are totally deaf, but also those with limited hearing) Information obtained through:
1. Telephones
2. Warning devices(e.g., fire alarms, public address systems)
3. Equipment operating noises
Use of amplification devices
Installations of TDD
Publication of written announcements
Allow mail-in-procedures to be used
Policy accommodating lip readers
Use visual cues for signage
Psychological
Disabilities
Difficulty understanding:
1. Signs
2. Controls
3. Operating instructions
4. Directions

Willingness of someone to assist and/or answer questions and provide directions
Difficulty with Upper Body Movement (including not only those persons who have limited use of arms, shoulder; persons who use wheelchairs or crutches; people of short stature; those who cannot perform certain hand movements, or have difficulty controlling movement) Difficulty operating (or locating or reaching) certain hardware:
1. Hand controls on doors
2. Toilet room fixtures
3. Water fountains
4. Telephones
5. Vending machines
6. Light fixtures
Relocating a program or service to accessible area
Use of adaptive equipment or modification of present hardware
Mobility Impairments (including those persons having difficulties, stamina limitations, as well as those who use wheelchairs and crutches
No grasp bars. handrails, other supports
No designated parking spaces for disabled people
Distance from parking, public transportation stops
Route of travel
1. Curbs, walks, unleveled surfaces
2. Carpeting, Textured title supports
Entrances and doors
Restrooms, phones, water fountains
Location of controls, general hardware

Replace existing hardware, equipment
Make necessary structural changes to eliminate barriers;
1. Install ramps
2. Widen doorways