Jai Hooker

Employers are starting to see the impact of burnout in their leave and time-off programs. To manage absences, including requests for intermittent leaves, employers are encouraged to respond with flexibility and empathy through programs and policies, culture, and more.

How can employers assess environmental issues that affect managers’ health and design a culture where managers are expected to take time off? Could encouraging leaders to model a new way of working that protects physical as well as mental health be the first step?

You have a long-term employee who is a high-performer with impeccable attendance. On June 6, he was in a car accident and sustained serious injuries. He provided a doctor’s letter with a request for six weeks of leave with a return-to-work date of July 18.

On July 16, the employee provides another doctor’s note requesting an additional six-week extension due to his medical condition. This pattern continues for more than 10 months. He exhausts federal Family and Medical Leave Act (FMLA) and state-mandated leave, and still has not returned to work.

Employers often underestimate the risk of noncompliance with the Americans with Disabilities Act (ADA). Yet the most substantial verdicts are awarded in cases with ADA violations.

Under the ADA, employees can recover damages for emotional distress caused by an employer’s failure to comply with the law. It is not unusual for these awards to be hundreds of thousands of dollars. Additionally, juries can award punitive damages if they believe an employer acted with reckless disregard of an employee’s rights.

Workplace accommodations can be as unique as the employees who need them. And resources to help employees stay at work and support employers in staying compliant with the Americans with Disabilities Act (ADA) may be closer than you think. The key is to review the basics and ensure widespread understanding.

A recent report shows that 21.3% of people with a disability were employed in 2022 and when you dig deeper, the report includes positive news for people with disabilities who are of working age. For employers, ensuring this employee cohort has equal access to employment opportunities is required under the Americans with Disabilities Act (ADA), which protects employees against discrimination at every stage of employment — from recruitment and training to pay.

Many employers were forced to shift jobs to work-at-home models at the onset of the pandemic.1 Not surprisingly, one of the results of this change was fewer job accommodation requests. In fact, some employers saw a 32% decrease in accommodation incident rates from 2019 to 2020, and it stayed relatively flat through 2021.

The Americans with Disabilities Act (ADA)1 requires employers with 15 or more employees to provide reasonable accommodation(s) to employees with disabilities. The Equal Employment Opportunity Commission (EEOC) recommends engaging in an informal or interactive process2 to understand employee needs and identify a reasonable accommodation. Each employee has unique requests, needs, and experiences, which is why workplace accommodations never have a one-size-fits-all solution. A well-defined and broadly communicated internal process supports workplace accommodations and helps employees advocate for themselves.