Defining Accommodations

Workplace accommodations are adjustments or modifications that allow a person with a disability to participate in the application/interview process and to carry out their job duties.

Not every employee with a disability will require accommodations. In fact, you probably already employ people with invisible disabilities who haven’t self-disclosed and don’t need any adjustments to do their jobs. But for those that do, 58% of workplace accommodations cost nothing and 37% involve a one-time expense of $500.¹

When Accommodations May Be Needed

Workplace accommodations may be needed at various points during the employee lifecycle and may be temporary or permanent. Here are some examples of times when accommodations may be needed.

• Job Applicants and New Hires

  • During the application process (e.g. requiring support when submitting an online application).

  • During the interview process (e.g. requiring a sign language interpreter or an accessible location).

  • During the onboarding process and beyond (e.g. new hire materials produced in accessible formats; training locations that can accommodate a wheelchair).

• Existing Employees

  • Employees with a temporary disability (e.g. broken leg or recurrence of a chronic illness).

  • Employees with a permanent disability (e.g. autism, reduced eyesight, use of a wheelchair).

How to Ask If Accommodations Are Needed

Applicants, candidates, new hires and existing employees may or may not choose to disclose their accommodation needs. It might be obvious that someone needs an accommodation (e.g. a cane or wheelchair user) but it might not be at all obvious for someone with an invisible disability. The most important thing is to refrain from making any assumptions.

Application Process

Include wording on your in your job postings that states:

• Your organization is committed to diversity, equity and inclusion.
  
  
• Accommodations are available throughout the application process.
  
  
• Also include a list of contact persons and how they can be reached if an applicant needs assistance.
  
  

Interview Process

• The person contacting the applicant (e.g. hiring manager or HR recruiter) should ask, “Do you require any accommodations for the interview?”
  
  
• If the applicant doesn’t know what this means, the hiring manager or recruiter can follow up with, “An example of an accommodation would be a wheelchair-
accessible location.”
  
  

Onboarding

• New hires may not have disclosed during the application or interview process that they require accommodations.
  
  
• Once an offer of employment has been made and accepted, you have another opportunity to ask if a new hire requires any accommodations during or after the training period.
  
  
• Again, the question could be phrased like this: “Do you require any accommodations during the training period?" or "Do you require any accommodations in the branch?”
  
  

Existing Employees

• Disabilities sometimes are acquired or develop during employment and may be 
temporary or permanent.
  
  
• An employee with a newly acquired disability (e.g. due to age, illness or accident) might not know that accommodations are available and might not realize they need one.
  
  
• Managers could start a conversation about accommodations as follows:
  
  

 “I notice that you seem to be struggling with tasks that used to be easier for you. Is there any way we could adjust how you approach your work that might be helpful?" 

“Are there any tools that might make your work easier?”

What Not to Ask 

Never ask someone with a disability what their disability or diagnosis is. Employers have no legal right to enquire about personal medical information. Instead of asking “What is your disability?”, ask “How can we best accommodate you so you can do your job effectively?”

Examples of Accommodations 

Many accommodations are simple and not only support employees with disabilities, but also clients visiting a branch. For example, a teller wicket that allows employees to use their wheelchair will also be beneficial to clients who use a wheelchair or need to sit down. Often, universal design benefits everyone.

• TypeClear and concise written materialsExamplePolicies and written communications for employees are written in plain language free of jargon or overly technical language.
• TypeAccessible options throughout the online application/interview processes ExampleWritten materials are provided in accessible formats such as large print, braille or audio files; a sign language interpreter is available if the applicant requires one during an interview.
• TypeAdapting workplace facilities to be more accessibleExampleAccessible door openers, lower counters in kitchens/break rooms, wider spaces between workstations, inclusive/adjustable lighting. Ensuring that items like safety deposit boxes are within reach and workspaces are accessible (e.g. ATM rooms for re-stocking cash/envelopes and accessing deposits).
• TypeFlexible or modified work schedulesExampleMore flexible work hours and shorter, more frequent breaks.
• TypeRestructuring work or daily tasks ExampleLarge tasks are split up into smaller ones.
• TypeAcquiring or modifying equipment, software or devices needed to do the jobExampleComputer screen magnifiers, voice input or speech recognition aids, standing desks, noise-cancelling headphones.

Accommodation Process 

The accommodation process is a shared area of responsibility between employers and employees.² While employers have a legal duty to accommodate without undue hardship, employees are responsible for participating in this process.

Employer Responsibilities³
 

• Accept an employee’s accommodation request in good faith.
  
  
• Maintain confidentiality and respect the dignity of the person requesting the accommodation.
  
  
• Only request information related to the nature of the limitations mentioned (employers do not need to know about the diagnosis).
  
  
• Cover the cost of any medical information or documentation requested.
  
  
• Obtain the opinion of an expert or further advice, if needed.
  
  
• Consider alternative approaches and potential solutions.
  
  
• Keep a record of all accommodations requests and document what action was taken.
  
  
• Process and implement all accommodations requests in a timely manner.

Employee Responsibilities

• Provide information to the employer on their limitations, which may include information or documentation from a health care provider.
  
  
• Discuss potential solutions with the employer.
  
  
• Collaborate with experts if assistance is needed to manage the accommodation process.

Accommodation Resources 

A branch of a bank or credit union is a bit like a stand-alone small business. But unlike many small businesses, branches often have resources available via head office that can facilitate the accommodation process. 

It might come as a relief to know that if you are a manager, you don’t have to navigate the accommodation process alone! Here are some examples of useful resources:

• Human Resources (HR) — Some HR departments have a disability management consultant who can help. If not, the HR consultant can provide support.
  
  
• Facilities — For adjustments that need to be made to the physical environment, the Facilities team can be very helpful.
  
  
• Information Technology (IT) — The IT department can provide adaptive technology that may be needed.
  
  
• Disability Organizations — In addition to online resources such as Hire for Talent, there are various organizations across Canada that have expertise in workplace accommodations for people with disabilities and that provide free resources and support to employers.
  
  
• ATP (Ask the Person) — Perhaps the most important resource of all is the person with a disability. A person with a disability will often have a good understanding of what they need to help remove day-to-day barriers in the workplace and in other areas of their life. Working closely with someone who has a disability is an important part of the accommodation process.

• Tool #2: Self-Disclosure
• Tool #4: Onboarding and Retention