Federal Public Servants with Disabilities: October 2019 Follow Up Survey on Workplace Accommodations

No longer able to cope / barriers affecting ability to carry out job-related duties

Some employees describe reaching a tipping point, usually after a long period of avoiding making a request. Usually this point was reached when the barriers became too much to handle and/or were affecting their ability to carry out their job-related duties. They often cite a fear of being fired or facing other negative professional consequences due to being unable to perform fully without the required accommodation.

• “My health was declining, and not being accommodated would have resulted in a reduction of my workweek hours.”
• “Working under my regular conditions was unbearable.”
• “Frustration with not being to understand or hear what people were saying in person, in meetings and on the phone.”
• “(I was) unable to perform duties related to position anymore without accommodation.”
• “My disability impacted the speed at which I can process files in an hour. I knew if I did not make the request, I would … not be given another contract, as my ability to make the expected production is impacted by my disability.”

Accommodation was required or recommended by a health professional or specialist

In some cases, the accommodation was either required or recommended by a health care professional or other specialist, often resulting from an ergonomic assessment or as part of an ongoing treatment plan.

• “Doctor strongly recommended I find a job where sitting is not a prerequisite or find a way to adopt a physically acceptable alternative.”
• “My doctor told me to. No point going to a medical professional if you don’t listen to them.”

Change in work environment or situation

Another trigger is a change in the environment that introduces or exacerbates an existing condition. Such changes include office moves or changes to a workspace that necessitate an accommodation, a change in work status or the need to replace equipment.

• “My group and I moved upstairs. Above my new desk was a light. From the moment of our move, my migraines that were up to then under control have returned intensely every day.”
• “We changed offices, and the new space didn’t have the accommodation.”
• “My old ergonomic mouse no longer worked properly, and I needed one still.”

Getting an accommodation to avoid going on sick leave

Some employees describe deciding to request an accommodation as an alternative to going on sick leave. They feel that the status quo would have required them to stop working to recover, and they express a preference for continuing to work rather than going on leave.

• “To enable me to keep working rather than going on disability or stress leave.”
• “Because I wanted to be able to stay in [the] office and not be on sick leave. I knew that I could do my work simply by changing the posture.”

Sudden change in health

For some the catalyst is a single event (such as an accident or surgery) or a rapid acceleration of symptoms and/or barriers that had previously been manageable.

• “Rapid acceleration of symptoms, i.e., though I had previously only had minor pain issues, I woke up one morning unable to lift my head or use a mouse.”
• “Sudden change in health and need to be accommodated upon return to work as a result of injuries.”

Pressure from management

In some instances, employees feel pressure from their managers to perform certain tasks that they find difficult due to their condition or disability. An accommodation may be sought as a way of formalizing a current arrangement or because of medical advice that was not already part of a formal accommodation request.

• “My current boss was not understanding of my limitations with focusing and attention. I felt I had no alternative but to inform them or else they would have reprimanded me. Their demands were unrealistic of me.”
• “Harassment and relentless pressure from the new management to violate my medical note.”
• “Pressure from the supervisor at the time that was significant in relation to performance and training to learn new systems.”

Worried about negative perceptions among peers

Some employees expressed concerns about how the request may change how others view them: as “high maintenance,” a troublemaker, not being a team player or overly dramatic. Such situations are often mentioned in cases of conditions that others may be unaware of (invisible), especially in the case of mental health issues.

• “I was very concerned about how I would be perceived and treated by my colleagues. This is still an issue.”
• “No. 1 concern: to be perceived as weak, needy and unable to fulfill my job duties.”
• “Did not want to be seen as ‘needy’ or ‘high maintenance.’”
• “I didn’t want to come across as difficult.”

Fear of reprisal or damage to career prospects

Some employees mention fear of reprisal from managers, such as harassment and bullying, as well as gaining a reputation that would damage their career prospects or lead to being transferred or fired.

• “Whether there would be retribution for my accommodations, or I’d be seen as unable to do my job.”
• “The repercussions from management. Unfortunately, there is a history of employees being harassed and bullied once management is aware that an employee has medical issues in this office.”

Unsupportive or unresponsive management

Some employees report a lack of support or response from managers about the need for accommodation and the feeling of not being taken seriously. There is a sense that managers need to be convinced that the accommodation is necessary and that managers are not genuinely working in the employee’s interests.

• “Management is unresponsive / disrespectful of the reasons why I asked for remote work.”
• “Not being taken seriously by management. I feel as though if I had a visible injury this would have been different.”

Lack of knowledge and experience with the process

Some employees reference their own lack of knowledge about the accommodation process or that of their manager, including not knowing where or how to start the process or who to contact for assistance or services, and they generally see the process as daunting and complicated.

• “Who to ask! There are a number of offices both within and outside of my department who have the word ‘accommodations’ in their name. It is not clear who can offer what services.”
• “There was no established process that was understood by all on how to make the request.”
• “General incompetence and knowledge on how to handle it on the part of management. There is no person to turn to as an employee as to how or with whom do you make a request. There is a form for everything except requesting accommodations!”

Navigating the process and delays

A common challenge is navigating a time-consuming process that includes going to appointments with doctors or specialists, filling in paperwork, and the need to repeatedly explain their condition. Many specifically reference long wait times to obtain an accommodation.

• “The difficulty of the process itself, having to explain my needs and justifying them.”
• “The delays in addressing the requests. My previous request took over 6 months to address.”
• “Just the wait time and folks not understanding where to seek approval for my requests.”
• “Yes, a lot of extra medical appointments, medical evidence.”

Concerns about privacy and confidentiality

Another concern is that private information provided to managers, supervisors and others involved in the accommodation process would then be shared with others.

• “I was concerned about others finding out since I am a private person and our office is a pretty hostile environment (i.e., a lot of gossip).”
• “I was also concerned with the lack of privacy of my medical condition with the change in workspace (people would ask questions), and I was concerned that my manager may disclose information about me.”
• “Concern that my request and private matters would be discussed, not only amongst a group larger than required, but also in front of administrative staff.”

Cost of the accommodation to employer

Some employees mention concerns that the cost of their accommodation would be high and whether there would be budget available to implement it.

• “Our management team were just hamstrung by departmental policy on how much individual cubes could cost.”
• “The concern I had was whether there was enough in the budget to accommodate these requests and the time it would take to get them implemented.”

More supportive and open attitude from managers

Managers displaying more empathy when requests are made, supporting employees more by working with them instead of against them, and being generally more open and accepting about disabilities. Such support includes assurances that they will not face retribution as the result of a request.

• “Genuine management support and understanding as well as care for me as a person trying to survive the odds of moving to stage 4 cancer.”
• “A manager who is more accepting of disabilities.”
• “Having people in position in the Accommodations department who actually care about the employees and are interested in finding solutions, instead of believing that their mandate is to categorically deny any and all accommodations in order to discourage others.”
• “If I knew it wasn’t going to somehow be held against me at a later point, whether officially or unofficially. Accommodation requests are negatively perceived, whether or not superiors admit or acknowledge it.”

Clearer and simpler process for making requests

Clear communication about how the process works and the steps that must be taken, along with a less convoluted and time-consuming process. Some suggest a single standardized form to fill out to begin the process and a website or information line with clear information and instructions.

• “Clear instructions as to how the process unfolds.”
• “Clear, communicated process for requesting workplace accommodation.”
• “If there had been clearer information available about the process and steps to request the accommodation, it may not have seemed so daunting.”
• “A more expeditious, clear-cut, less convoluted process that gets the employee back to work and being productive. Management needs to stop thinking they are doctors and second-guessing what is presented to them.”

More training for managers about accommodation requests

Some employees feel that their manager is not experienced or knowledgeable enough about the process and/or do not know enough about workplace accommodation. They describe problems at the early stages of the request process as being easily avoidable if their manager had been more familiar with the process.

• “If my superiors had actually received any training with workplace accommodation. They had zero knowledge.”
• “Management not understanding their role, how they can support and just plain not understanding me.”
• “Maybe if the middle managers had more training it would not have been so difficult getting it past my manager.”

Including impartial and specialized people in the process

Including a knowledgeable, impartial and arms-length person (possibly substituting them for their direct manager) in the process. This is suggested for multiple reasons: managers are not knowledgeable enough about the accommodation process, protection of personal health information, concerns that managers and Labour Relations work only in management’s interest, and avoidance of potential harassment.

• “A Duty to Accommodate Coordinator who assisted employees during this time and not just someone who worked for management.”
• “Not involving Labour Relations if I am not ‘trouble.’”
• “Sending the request to a generic mailbox and not having to discuss my physical health with my supervisors.”
• “Having accommodations requests filtered through someone other than my direct supervisors, who then used those requests as a reason to withhold work, bully, belittle and threaten me.”

Stress, fear and/or anxiety

These emotions were often mentioned together and were associated with specific things: that making the accommodation request would result in negative repercussions, that the accommodation would be denied, that other people would form negative opinions about them, or that they would not be allowed to do certain tasks or would be transferred. Many also describe the process itself as being stressful.

• “Extreme distress and anxiety at the thought of taking a risk and being dismissed, or taking a risk and either being rejected, or at nothing changing for the better. Questioning whether or not it was worth the risk to make myself vulnerable once again in order to attempt to reduce barriers.”
• “Anxiety about presenting the request. Fear of the possible denial of the request, and the resulting impact of a denial of the request.”
• “I was worried that it would take a long time to have the assessment done and worried about judgment from colleagues.”

Frustration

This is mentioned by some employees because they find the process cumbersome when they feel that it should be straightforward, because they are not able to contribute without the accommodation, and because they feel that decision-makers are not taking their concern seriously.

• “Fear of retribution and frustration that I worked in a situation where my management could not be trusted and there was nothing I could do.”
• “I was exhausted and defeated before I began the official process as I was fighting an uphill battle, was given incorrect [information], which I discovered on my own, my management team was 100% inexperienced in accommodations. I was bullied and betrayed.”
• “I was frustrated that such an easy solution was being dismissed as impossible to action.”
• “My main thought was getting to the point of ‘why bother,’ I won’t get what I need.”

Devalued or unimportant

Some employees report feeling devalued by the process, that no one cares about their condition or situation, or that they are not important enough to receive accommodation.

• “In 30 years of employment I had never felt so valueless. But it came down to asking for accommodation or leaving the public service.”
• “Main thought: No one understands / cares how badly this affects me.”
• “I felt like I am not important, and they don’t understand what a reaction does to one’s body and how each time I have a reaction it is becoming more severe.”
• “I would never be able to function independently and live a fulfilling life, as I was being treated as subhuman, treated with no dignity and respect.”
• “I kept wondering why I wasn’t normal. I felt like a burden to my director and manager.”

Embarrassment, guilt and doubt

These emotions come from the feeling of being a burden to their team or that they are letting down their team or manager, concerns that they haven’t exhausted all other options, and stigma resulting from their condition or disability.

• “Guilt for affecting my co-workers, feelings of being a burden.”
• “I don’t want to be a burden on my team or management, but I’m in pain and have to deal with this somehow.”
• “Strong sense that I was letting my group down and not pulling my weight.”
• “Do I really need to ask for help, is it that bad? Why can’t I make this work as it is right now? What else can I try on my own first?”

Clarify requirements for certification

Some employees report that there is a lack of clarity about the information that medical professionals are being requested to provide, often resulting in the need to make multiple trips in order to provide the correct evidence. Some suggested more precise information requests or forms for doctors to complete or an online system that could help avoid this problem.

• “The document should have been simpler and related to my specific needs. My doctor stated that he was confused by it all and did not want to create a situation.”
• “More information about what the medical certificate needed to say. Doctors are reluctant to share more information than necessary due to patient confidentiality but wish to only provide the exact information required. I was stuck in the middle trying to explain a process that I didn’t really understand.”
• “Perhaps the medical certificate request process could be improved by simplifying the response process. For example, perhaps there could be online forms with drop-down menus to make it more straightforward / faster to complete the medical certificate request process. Employees could have a saved accommodation profile that could be updated or revised as needed rather than gathering information multiple times.”

Managers need to stop ignoring or doubting medical advice

Numerous examples were provided of managers doubting or rejecting the advice of medical professionals and specialists when it is provided. Affected employees suggest that managers not attempt to override the medical advice provided by experts.

• “Some things asked were not within the scope of policy. One manager even wrote to my doctor stating (they) didn’t believe my doctor.”
• “Medical notes were not acceptable. My physician specifically indicated modifications that I require. However, work still required a further assessment of limitations.”
• “Allow the medical profession to make the diagnosis and determine what accommodations are appropriate. Stop overriding the medical decision.”
• “The questioning of medical doctors’ comments by management was an ongoing issue.”

Certificates should not always be required

Some employees feel that medical certificates should not be required in the case of ergonomic accommodations or permanent or chronic conditions. Some also state that, in most cases, a certificate should not be necessary at all, and employees should be trusted to express their own needs.

• “When an ergonomic assessment identifies a need, please do not require a medical certificate in addition to that. If that will be the case, then just have a medical professional come into the workspace to make the assessment in person and prevent the added step / lost production time.”
• “Since my visual impairment is permanent, my records should remain on file and I should not have to continue to provide these documents each time I make a request.”
• “I don’t think a medical certificate should be required to accommodate a person in the workplace. It undermines a person’s ability to manage his / her own disability. I have been disabled my whole life. I am more than competent to express my needs in the workplace, and I would appreciate being given the opportunity to do so.”

Certificates are expensive and time-consuming

The cost of paying for certificates and other medical evidence is commonly raised, along with how time-consuming it is to attend multiple appointments. It is often necessary for employees to take time off work (or use sick days) to go to the appointments.

• “It costs money out of pocket to pay for medical documents, as it is not covered under Canada’s Medicare program; [there is also a] lack of reimbursement from [the] employer.”
• “Being given time off work to go to the medical appointment. Not having to pay for the note that is being asked for.”
• “More time – lack of doctors means exceptional wait times for an appointment.”

Process was too lengthy

A common suggestion for improving the formal assessment phase was to have the evaluations done more quickly. The delay in this step of the accommodation process increases the length of time to get an approval and further extends the length of the overall process.

• “Increase timeliness of delivery. Too slow!”
• “In my case, it took 2 years to get the result of the official evaluation; I find it too long. It creates unnecessary stress.”
• “Completed in a timely manner, not 6 months or years after the request. The employer needs to realize that when accommodations are requested, there is a reason. The person who needs them is impacted daily until they are implemented, and this can cause their condition to worsen, as was the case with my experience.”

A streamlined process using trained specialists

It is also commonly suggested that the assessment process be handled by dedicated, impartial and specialized staff. This is due to respondents’ perception of the lack of knowledge and experience among managers, privacy protection concerns, the slow process for approval of accommodation requests, and lack of consistency in such approvals across departments of the public service. Further, Labour Relations is sometimes seen by employees as acting only in management’s interest.

• “Having unbiased and fair supervisors and directors who show understanding, and compassionate supervisors and directors.”
• “The process needs to be streamlined with experienced and/or well-trained staff in place, and it needs to be more consistent. Each section / department / building seems to have their own way of dealing with things.”
• “Take the process out of the regional management’s hands right from the moment the person asks for a duty to accommodate. The process should not be done by a direct manager with no true medical knowledge that allows them to reject what a doctor has stated in a medical report.”

Information requirements should be appropriate to the situation

Concerns were raised that the assessments were not calibrated to align with the circumstances of the accommodation request. Examples include the fitness-to-work assessment, which includes very little about mental health, and employees with permanent conditions who are asked to undergo repeated assessments, even though their condition or disability has not changed or the employee may have had a similar accommodation previously.

• “The questions need to be more specific to the condition. Having the doctor complete a form with three pages of questions that only relate to a physical disability when only the one page relating to a mental / psychological disability was relevant wastes the [employee’s], the doctor’s] and the manager’s time in analyses and response. The questions should be specific to the broad category of disability identified.”
• “The fit to work form only works for physical health. If you broke your arm, yes, you can say that you can’t type or lift things, etc.”
• “I feel that when a doctor has indicated that your condition is deemed permanent by a medical doctor then it should be noted on your file as such and further requests for a new doctor’s note not be made.”

Follow medical advice

Cases are highlighted where managers disagreed with, or otherwise questioned, the results of the assessment or where managers requested the assessment because they disagreed with earlier medical certificates, assessments or other evidence that had been provided.

• “Managers should not be able to demand a reassessment just because they disagree with findings by a qualified specialist in a previous assessment.”
• “My employer ignored all of the medical information provided to them.”
• “Immediate supervisors who receive workplace accommodation requests have no experience or training in occupational therapy or general health. They feel empowered to be able to deny or approve and will take their time doing so. If they consult a labour relations advisor or someone in disability management, they too may have no experience [or] training in occupational therapy or general health.”

Ensure that evaluators are bilingual

Some employees are concerned that they are unable to receive an assessment in their official language of choice.

• “The firm we were dealing with did not have a Francophone employee to do the assessment, so I had to agree to do my assessment in English or else I would have had to do the research myself to find someone French. It was very disappointing in terms of official languages, and there was a long delay between the evaluation and the implementation of the recommendations.” (Translation from French)
• “It is extremely important to ensure that evaluators are bilingual in the sense that the person will be able to do the evaluation in the other language and would be able to write their report in the other language.” (Translation from French)

Provide more information and assistance

Common suggestions include providing more information about how the request process works, and access to knowledgeable and experienced people to help with aspects of the assessment phase, such as requesting information and preparing forms. This person could also act as an advocate for employees who often find themselves in a vulnerable position.

• “Having someone knowledgeable to help me to fill out the form and to review it before I hand it in would help. Having an accommodations advocate would be helpful.”
• “Employees should be able to find out how an accommodation works. I still would have no advice to give someone….”
• “There should be more information given to managers and supervisors on the subject. There should be a Disability Management Team to assist the employee in his gradual return to work or any other situation where the employee may need advice.”
• “Having someone within the organization who was knowledgeable about the process and employee rights, who could and would advocate for me when I was at my most vulnerable would have been immensely helpful.”
• “Having someone to talk to in the HR field (not LR) about options. My union rep was not very helpful.”

More understanding from managers

A common suggestion is for managers to be more understanding about accommodation requests to combat employees’ feeling that their request is nothing but a burden. Sensitivity training was also suggested for managers who deal with accommodation requests.

• “Again, during this phase I had to be my own advocate, fighting with my manager about my job description and such. I was not allowed to even contact HR with my questions. And as my manager was a major source of my stress and anxiety, it was a setback in my getting better.”
• “A better attitude from middle management. It made me feel unwanted, a burden, lazy [and] inferior to see my immediate manager treat me this way, where I was not able to complete my assessment and be successful in what I was doing in my career.”
• “Educate team leaders and all levels of management. Provide training for them on process and sensitivity training, as not all injuries are visible.”

More input from employees

There is a feeling that employee requests should be taken more at “face value,” that is, employees know best what they need, and including medical professionals adds an unnecessary layer to the process, particularly when information from doctors or specialists was provided previously.

• “How about having someone talk to me? I know what I need, I can explain to someone in the workplace what I need to remove barriers…. How do they think the information from the medical professional is obtained? It is obtained mostly by information from the patient.”
• “More trust of the employee – what they say they want and how they want to be accommodated. Too much burden and unwillingness of management and HR to accommodate.”
• “If I were a people manager and saw my employee was struggling with a chronic condition, I would ask them what kind of supports they or their medical provider would suggest to remove barriers and increase productivity, or I would perform that research myself and discuss options that might be of interest to my employee to improve their situation. This was definitely not done for me in my situation. I did all the research myself, and when I discussed options with my manager, the response was to wait for the laptop request to be actioned.”

Allow temporary or interim accommodations

Several employees suggest that, because the accommodation process can be long, temporary accommodations should be made available where possible, until the outcome of the request is decided. This would mitigate the impact of delays on employees’ health and productivity.

• “Allow temporary accommodation until the medical assessment can be completed, as sometimes it takes a long time to get appointments with specialists.”
• “In the meantime, while everything is being completed, it would have been beneficial for the supervisor to implement a temporary accommodation based on the information so far. This would help the employee remain at work.”

Accountability of managers

Some employees suggest making managers more accountable for ensuring that accommodation requests are handled promptly and fairly.

• “Accountability of managers to make sure you are accommodated and treated respectfully. This should be part of their [performance management program / agreement]. There should also be someone / group making sure management is accountable for accommodating employees and preventing harassment.”
• “Communication from management and for them to have a better understanding of their roles and responsibilities. Accountability for their actions or lack of actions.”

Concern over the length of time for the process

• “My concerns were based on a permanent disability, so I was not concerned about the assessment so much as the length of time it would take to get the accommodations in place. This would prove to be a valid concern.”
• “Took a long time before any software [was] actually installed … close to 1 and a 1/2 years”
• “I was anxious because of the time it took to wait for a decision. It was 2–3 months from when the initial request was sent to when I received any feedback from my team leader. Not knowing anything for that length of time was frustrating.”

Lack of empathy from management

• “No one cares that I am injured. No one cares [that] my condition is getting worse and affecting all areas of my life outside of work as well. This caused a lot of stress, depression and anxiety as a result.”
• “Felt like my time was being wasted and the concern was with box-checking and butt-protecting, rather than making sure I was set up to work well and be the most productive employee I could be.”
• “Devalued, not equal to my peers. Denial for the right and need to work and be effective in my role.”

That the whole process is cumbersome

• “Processes are cumbersome and burdensome on behalf of the employee.”
• “I felt it was a long, cumbersome, stressful process that made my illness worse.”
• “It was difficult coping with my injury, and I felt I had to jump through hoops in order to get my accommodation.”
• “I felt challenged on everything, even with medical documentation. A truly exhausting and tough experience.”

Fear of reprisal from managers

• “Fear that the information would be used in a negative way by my director.”
• “Fear that it wouldn’t be worth the vulnerability, challenges and energy spent.”

Find a new job or team

A common response is to move to another team within the public service or to look for alternative employment outside the public service. Some have already moved to another position, and others are in the process of trying to do so.

• “Find a new job or a new team. I don’t feel comfortable, and I shouldn’t have to feel this way because of how I was born. If I could change it, I would, but I can’t, and having managers unwilling to accommodate you based on their perception / understanding of your illness is one of the absolute worst feelings I have had to experience as an adult.”
• “I plan to upgrade my education and leave for another department or leave the public service entirely.”
• “Since I haven’t been accommodated, I continue to struggle. My main plan is looking for another job.”

Continue to work without accommodation

Some employees without an accommodation have continued in their current position, to the best of their abilities, despite not being equipped to make their full contribution. Others say they have abandoned their request after weighing it against potential damage to their future career prospects.

• “Continue working unaccommodated to the best of my abilities.”
• “I am currently able to perform my duties without the accommodation. However, if my condition reoccurs, I will then discuss it with my new manager.”
• “I plan to suck it up and accept things don’t always work out. Promotions are a popularity contest, and I’m not going to jeopardize my career over this.”

Appeal or try again to get the accommodation

Some employees mention trying to get their accommodation by appealing to a disability champion or advisory committee, or under the Canadian Human Rights Act.

• “Continuing to fight for accessibility of the renovations through the [redacted] disability committee, and those of Treasury Board and [redacted].”
• “I will file a Human Rights Complaint. It’s just the right thing to do so that this does not happen to other people.”
• “My request for accommodation was refused, I contacted the union to grieve that. I won at the second level for the first part…. I lodged a complaint with the [Canadian Human Rights Commission], and the case is quietly going on.”

Early retirement

Some employees intend to retire earlier than planned in order to avoid working without an accommodation.

• “I will be retiring soon, so I endure my backache, do exercises and go see my massage therapist on a regular basis. Hopefully, my back is not too damaged and I will be able to retire pain-free after a few weeks with less sitting in front of a computer.”
• “I’m leaving the [redacted], retiring at the end of November. I am leaving sooner than I planned, but I am not willing to spend another winter dealing with crossing an icy parking lot or showing up at 7:00 to be able to park close to the building.”

Extended sick leave

Other employees reported a need to take extended sick leave as a result of not being appropriately accommodated.

• “Nothing except take my sick leave and use it up, then start unpaid leave, to attend therapy once a month for 2 hours.”
• “I work the days I can, and I call in sick the days I can’t. I took 6 weeks off as per my [redacted] after I was denied the request….”

Length of time to get accommodation

Employees very commonly mention the amount of time that the accommodation process took, usually considering it from beginning to end, but with many mentioning long delays between request approval and implementation.

• “It has been about five years since the start, and basically only part of the request was completed. The other parts have never moved forward.”
• “It took 8 months for management and [a] human resources Labour Advisor to arrive at a decision. The delay in processing my request has delayed implementing my treatment plan.”
• “It took several months for my chair to actually be ordered after the formal ergo assessment was completed. I had to file a grievance to obtain work at home accommodations, which took over [redacted] years to resolve.”

Attitude and behaviour of managers

There is a sense that many managers do not appreciate the importance of accommodation to employees who need them, and some say their manager went beyond a lack of support and was actively attempting to impede or deny the requests. Other employees cite favouritism, as other people on their team received the same or similar accommodations before they did.

• “Management is afraid of change. Managers do not realize the negative impact of resisting employee need for accommodation. They need training and an attitude change.”
• “My immediate manager impeded the process every step of the way. I felt the person was very spiteful and disrespectful towards me.”
• “Bullying, threats from management. Decisions from those without knowledge.”
• “My concerns are specifically about the conduct of my manager and her reluctance to move my case forward.”

Issues with equipment

In some cases, equipment that was part of the accommodation is not available or is not functioning properly. This also includes issues regarding procurement of equipment where delivery is delayed, or where no one procured the equipment for the employee.

• “Issues with software not being supported by IT, nor does it always work well with network issues with adaptive changes to settings, which impact my ability to navigate websites, documents, etc.”
• “Yes, accommodations are all in place, but one of them is not effective because it is partially implemented. It has been more than a year since I asked for it to be completed.”
• “Items are not being procured. It seems like I have to find the equipment myself and follow up with accommodations for adjustments. And the team responsible for physically modifying my work environment do not follow recommendations.”

Need to request the accommodation multiple times

Several employees mention they have had to request a re-approval of their existing accommodation whenever their direct manager changes.

• “I have a new manager now, [which] means I have to go through everything with her again, and I am just trying to get my work done instead of dealing with the request for accommodation.”
• “The only time I had concerns was when I changed supervisor / manager. Thankfully, my new supervisor and manager fully supported my request to continue to work as accommodated by my previous supervisor / manager.”
• “Although my accommodation is permanent, and I have been working based on my modified duties for over 4 years, my employer will only approve my accommodation in 2-year intervals. I will have to go through the entire process again.”

Accommodation not fully implemented or being ignored

Some employees who had their request approved note that it has not been fully implemented. Others report their accommodation was accepted but is not always being followed by managers (for example, still being assigned tasks that they should not be doing).

• “Not all devices were approved. Of the items approved, not all were implemented. Management did not want to implement all recommendations and instead asked me to accept the working conditions without the ability to request them again in the future.”
• “The decision made is not understood by all supervisors – they continue to assign me to tasks which exceed my physical abilities.”

Lack of communication

A lack of communication between management and employee regarding the accommodation process is identified as a common challenge.

• “There was a lack of communication regarding progress of request.”
• “[The decision phase] was horrible. At no time did management sit and discuss with me what was happening.”
• “There is no communication from the employer on my accommodation request. There are no meaningful discussions regarding options or possible solutions. They present to me what they have decided is best and are not concerned with my input.”

Length of time for accommodation implementation

• “Satisfied with the decision, disappointed it took so long to implement the accommodation.”
• “The main feeling was that it was taking a long time to process request, provide a medical certificate, have an ergonomic assessment, and then wait for the delivery of the licence required by the assessment. There seemed to be no recourse as to finding out when the devices would be delivered. In the meantime, my condition just got worse.”

Negative view of accommodations

• “This should have been an easier process. Why are accommodations looked at negatively when they will lead to a more productive workforce and improved morale?”
• “Why does my employer care more about the process than me? Why does the employer follow the process to do ‘what’s right’ rather than finding out what would be best for me by doing ‘the right thing.’”
• “I feel like I wasted my time; nothing would come of it until management’s attitude changed. No one truly cares about my work-life balance, and this process was designed to make me give up, quit, shut up and go away.”

Lack of follow-up

• “I am disappointed by the lack of support – I was given the software with no training. IT says they install the software but don’t support it, so when I have issues, I am on my own.”
• “I find it frustrating that the government, when purchasing or procuring software, [does] not ensure that it will be accessible to all employees, and often accessibility appears to be an afterthought.”

My accommodation is working

One common reason why employees say they are positive about their career prospects is that their accommodation has allowed them to recover or overcome some of the workplace barriers they were facing and to contribute fully to their team.

• “Now that I have the accommodation, I only worry that other parts of the department may demonstrate comparable resistance. I don’t want to fight this battle again. Nevertheless, I feel good about advancing my career, because I have succeeded to surmount the management resistance.”
• “I’m recovering from my spinal / nerve issues post-surgery and having a sit / stand desk continues to be helpful. I expect that in a year or so I will be mostly recovered. Working at a desk is no longer limited by my physical disabilities, both due to my recovery and to the accommodation.”
• “I feel that with my accommodation, I am able to make a full contribution to my workplace and be the kind of employee that others want to work with or have working for them.”

I have better opportunities at a new department

Many employees who have moved to a new office or department say that their prospects are greatly improved since moving. This is because management at the new location is more willing to provide accommodation or has already provided accommodation that was unavailable at the previous position.

• “Dissatisfaction with my organization and management (for a number of reasons, not just the way they handled my accommodation) led me to seek a new opportunity – through my network – in a different organization within the last few months, and I have signed a letter of offer to deploy to a new department.”
• “In my new division, I have my accommodation mostly set up the way I need it, but more importantly, I have the support of my manager and director to modify my work schedule (in office vs. work from home) as needed.”
• “I am now working for a new organization where there is much more respect for work-life balance, and much more promotion of awareness around mental health and accommodations practices for any form of disability.”

I am in a good position generally

Some employees mention that, despite their accommodation challenges, they are in a positive position due to their education, language skills, seniority and job performance relative to their peers.

• “My passion is to continue career opportunities within my current department. I possess a lot of knowledge and experience and have a lot to offer.”
• “I have a higher level of education and training than many of my peers, and have exceeded expectations on my last yearly evaluations. Hence, the likelihood that I may be terminated is small.”

Positive outlook despite barriers

Some employees say they work hard to overcome (or work around) the barriers they encounter and that it does not represent a reason for negative career prospects.

• “My medical condition does not define me and does not define the work that I am able to do. I will have ‘bad days,’ but on all the other days, I am just like anyone else. During my leave, I was able to put a lot of things into perspective and came back to work with a new resolve and a new drive to find a new position.”
• “I am a highly qualified and competent person who learns quickly when in the correct environment, so if the bureaucracy doesn’t get me to quit first, I think I’d be able to progress in my stream. Only somewhat [positive] because the bureaucracy will be the end of me….”

Availability of telework

Employees who have been provided the opportunity to telework report that the expansion and normalization of this practice among the public service at large has improved their career prospects.

• “I will continue teleworking until I retire. I am more relaxed and able to actually work better, with better results.”
• “Technology is becoming more complex, teleconferencing, video conferencing, virtual room. A lot of telecommuting … several offices in other regions, remote meetings.”

Condition or disability makes them a less favoured candidate

Employees with negative views of their career prospects explain that their condition or disability leads to them being perceived as a weaker candidate because accommodation is often required for the interview itself and many supervisors do not want to take on a team member who requires an accommodation.

• “I have light and noise sensitivity, which makes attending a workplace difficult. It is hard to progress [in] your career when you can’t go to an interview without asking for the lights to be dimmed or keep your hat and dark glasses on.”
• “Having an accommodation that requires more than just adaptive technology or tools can be a career-limiting reality. When the reason for the accommodation is invisible, then it becomes even more of a challenge to be seen as capable…. It is troubling when the selection board starts off by knowing that you require an accommodation just to interview or write a test. The employee could be seen as high-maintenance.”
• “I feel as though I am now too scared to disclose my disability. I feel that if I mention it in an interview that it will be taken into consideration on whether or not I will be hired. I am scared that anyone who wants to hire me will see the sick leave I have taken and that will deter them from granting me the promotion.”

Condition or disability limits ability to perform other roles

Similarly, a condition or disability often limits an employee’s ability to perform functions that would be required in other positions. Examples include people with cognitive or sensory / environmental disabilities who may experience difficulty with a work-related social function and those who may face more limited opportunities, including supervisory roles, because they need to telework.

• “My big need for accommodations that remains unresolved is surrounding teleconferences and meetings, which are more and more prevalent as one advances through the ranks. I lose out on a lot of information, especially in teleconferences, and I do not participate verbally in them, and as such this would most likely be attributed to poor skills versus poor accommodation due to a disability.”
• “I have a very high-functioning spectrum disorder, which is a barrier to advancement. I am at the senior working level, with management the next step, but it seems impossible. I have been told, repeatedly, that good managers do things like learn their employees’ kids’ names and what their kids are into, and ask about it often. So, unless I can put remembering birthdays and kids’ names and beginning every day visiting everyone’s cubicles above building a productive and efficient team with high morale and support, I will never advance.”
• “There are not many positions that can be performed with telework, so my options are very limited.”

Leaving my current position would jeopardize accommodation

Some employees say that needing to go through the accommodation process again at a new position to get the accommodation that they have at their current position also limits them.

• “I can’t consider moving into another department or position unless my current accommodations stay in place. Other opportunities require exposure to fluorescent and/or LED lights, and this would negatively impact my health, so I feel stuck in my current position. I would like the opportunity to try other positions, but I feel that my accommodations and health are barriers to this.”
• “I was given a new position as part of my accommodation, and as a result this is likely where I will stay until I leave.”

Concerns about references

Concerns that supervisors will provide poor references due to their view of the employee as a “troublemaker” or would disclose the employee’s condition or accommodation in a reference.

• “Concerns that this team leader will not give me a proper reference. My permanent position team leader will give me a fair reference but not the current one. I believe the current team leader may negatively affect my career prospects.”
• “Partly because of my interaction with management, I believe I have ruffled some feathers and have my own thoughts regarding working for an organization that shows such a failure to respect the work-life balance of its employees.”

Reasons unrelated to disability

A number of other reasons are given that are unrelated to a condition or disability, including that there are few positions available in the employee’s region, that the requirements for other positions are too difficult to meet, that the employee will be retiring soon and issues regarding the Phoenix system.

• “There are very few opportunities in my region, my current department.”
• “There is no end in sight for the Phoenix fiasco to be fixed – whether I stay or leave.”
• “I’m nearing the end of my career (approaching retirement) and don’t see any career progression opportunities now.”

Take accommodation requests seriously

A major theme is that supervisors need to take requests seriously and act in good faith by trusting that employees genuinely need the accommodation to be able to contribute to their fullest potential. Supervisors should not view it as the employee’s fault and should understand that making the request is a difficult thing for employees to do.

• “Believe me and remember I am an adult trying to take care of myself and my future.”
• “We are not trying to get out of work. Sometimes our issues are not visible to another person, but that doesn’t make them less real. Your demands to repeatedly prove our condition to our employer puts added stress on us.”
• “Accommodations are often critical to allow an employee to complete their duties without risking harm in some way. Without the accommodation that I was provided, I would have had to continue being on leave for another two months.”
• “It is important to take employees’ requests for accommodations seriously. Employees may be intimidated and uncomfortable in coming forward, but when they do come forward, it is because they have a real issue that needs accommodating.”

People with accommodations are not lazy or less capable

Another common theme is that managers should not judge people based on their limitations and should not see people who require accommodation as less able to perform their job-related tasks. Instead, employees should be seen as people who want to contribute and are able to excel if provided with the support they require.

• “We are not lazy; we actually want to contribute to the success of the public service. We have many skills that can be extremely useful in many other positions overall.”
• “That we are capable and can excel at the job function even though we might do things a little different or understand in different ways.”
• “Do not judge people by their accommodation requests. Consider their work.”
• “Do not judge people on what you think their limitations are. Be open to the person in front of you and see their strengths, ask what their strengths and interests are, and help them build on how they deliver based on their personal preferences.”

Show more empathy and openness

In a similar vein, managers need to show empathy and openness to the accommodation process and understand the vulnerable position that the employee is in when requesting an accommodation. They also should not have pre-judgments about specific types of conditions or disabilities and instead try to learn more about them.

• “We want to work and contribute to the very best of our abilities to have a meaningful career. If you are a manager who is unempathetic to serious and/or chronic health conditions, consider not being a manager. People should come first.”
• “I guess it would be to make (managers) aware of what an employee needs. I realize that the workplace is full of different people with different needs or concerns, but it might be helpful if supervisors and/or managers take courses and/or awareness courses on the disabilities that are ‘out there’ so that they are familiarized with each type of disability that they may encounter in the workplace.”

More open communication

Maintain an open, two-way dialogue with employees to understand their position. Continually update employees while a request is ongoing and check in or follow up regularly.

• “Managers need to continually engage accommodated employees in the decision process regarding job placements and changes. They need to review past and current accommodation requests, and ensure they are prepared to offer work that takes these needs into account.”
• “Check in, follow up regularly. Open the opportunity for conversation, discussion and feedback. Don’t assume we’re fine because you don’t see the struggle – accommodations take a team effort. A partnership in wellness would go a long way to creative inclusiveness.”
• “Dialogue (hearing and listening), flexibility and empathy should be key elements when discussing accommodations with the employee requesting the accommodation. There is a shared responsibility between managers and employees when it comes to accountability and transparency which stems from trust and potential benefits for both parties.”

Understand invisible conditions and disabilities

Another connected theme was that managers need to understand that not all disabilities are visible and that, although a person may be smiling, it doesn’t always mean that they are happy.

• “Not all disabilities are visible (especially mental health issues). Mental health issues can seriously affect one’s ability to concentrate if not appropriately accommodated.”
• “Just because we smile, it doesn’t mean that we are happy. When we verbally express that our mental health is not okay, they don’t seem to care much or help you find a position that will accommodate you better.”
• “Even though people with cognitive and communication disabilities may think and act differently from other employees, they experience the same need for acceptance, belonging and desire to contribute to meaningful work.”

Accommodations are not an attempt to do less work

A common wish is for colleagues to understand that the aim of an accommodation is to make the employee more productive, not make their job easier. It is not a type of special treatment or advantage for people who do not have the same functional abilities; it is support to enable the employee to contribute to the same degree as everyone else.

• “I am not asking for accommodations for fun but because it makes me more productive and a better employee / co-worker. What can be very easy for you, and used to be easy for me, can be excessively difficult for me now.”
• “Accommodations being made for chronic pain sufferers are to help them be more productive members of the team. It’s not about making their lives easier simply for the sake of wanting to be more comfortable but helping them make the best of their situation.”
• “Also, co-workers should know that if a disabled person receives an accommodation, it is not an advantage. Rather, it’s a way to make things more even; the accommodation often won’t even make things even but will make it more fair for the disabled employee.”

Be respectful

Another theme is that employees with accommodations are hoping to be treated respectfully. Do not discuss, comment or joke about someone’s condition or accommodation. Be supportive and non-judgmental.

• “You never know what people are struggling with … be kind and respectful!”
• “I would like my co-workers to know that they should not discuss my disability in the workplace. I would like my co-workers to never start a sentence with ‘well, [respondent’s name] probably didn’t hear.”
• “My work, my schedule, my accommodation and my medical issues are none of your business. If you had the same or similar issues, you are entitled to all the support you need. Please leave the comments, the cold shoulders and the judgment out; be respectful and considerate.”
• “To be supportive and not judgmental – it’s pretty simple to do!”

An accommodation does not mean someone is less capable

It is important that co-workers understand that the need for accommodation or support to perform their job-related duties doesn’t make someone any less capable or skilled.

• “I’d like co-workers to know that we’re just there to do the same job they are and that our need for accommodations doesn’t make us any less capable or skilled than they are.”
• “I would like to educate my team members on the accommodation portfolio to help people understand that those of us who are accommodated should be provided with the same respect and can still remain a productive member of the team.”
• “People with disabilities need support (like all employees). They are just as capable as others.”

Understand invisible conditions and disabilities

It is important for many employees that their co-workers understand that a disability or condition may not always be visible to them, but that does not mean that it is still not present. They need to show understanding and patience.

• “I’d like co-workers to know that people, particularly with invisible disabilities, are suffering in silence. I would like to tell people about my disability, but the negative experiences and knowledge of general attitudes makes me very reluctant to share this.”
• “Keep an open mind to invisible disabilities and don’t be so quick to judge or ridicule (e.g., someone who takes the elevator up one floor could have a spinal / knee condition). Someone who goes to the washroom often could have incontinence. Someone who is wearing skirts all the time may have a health reason for doing so and does not need attention drawn to it.”

• “I’m not a doctor or professional or counsellor, and topics / issues under discussion are sensitive and emotional and reactive – you never know how the things you are trying to say may trigger an adverse reaction or overreaction or severe emotional reaction – not equipped to deal with these conversations properly.”
• “It is always difficult to talk about health issues.”
• “A lack of training.”

• “For conditions such as PTSD, without any supporting documentation from a medical professional, it was difficult to determine what was actually required.”
• “The employee has difficulty expressing what their needs are. Sometimes they want desk items because others have them without specifying what their need is. As management, you need to juggle accommodating individuals with real needs and those who just see what others have.”
• “Sometimes it is difficult for the employee to articulate what they need in order to be accommodated, whether from a lack of knowledge about the process or inability to access resources.”

• “Depending on the nature of the issue, it is challenging to offer empathy and a workplace solution because in that moment, I do not know what the options are, if any. The employee is generally seeking leave or an alternative work arrangement, and due to limited information about their situation / what is required and what is a viable option, all I can offer is ‘I will look into it,’ which may not be comforting in that moment. Also, in one case, the employee felt they were being challenged to prove their condition and justification for full-time work at home (which was true) and made threatening, mean-spirited comments because they just wanted to work at home without needing further medical assessments.”
• “I had to request the employee provide detailed medical information from their treating physician and then had to write a justification explaining how the work requirements will be met by the employee, along with the additional steps of a remote workplace security assessment and a costing of setting up the remote workplace. It takes several months, and it creates mistrust between me and the employee.”

• “They are often difficult conversations in that employees are not getting accurate and objective advice from union partners, so they come into the conversation with the belief that as soon as they request any accommodation that the employer must acquiesce.”
• “Employees understand that they are able to request accommodations, but they do not understand their obligations to provide adequate information to the employer in order to meet that. Doctors are also providing notes that do not provide specific functional restrictions or limitations. I’ve received notes that say employee x doesn’t have to do anything they don’t feel they can do, notes that are drafted by the employee and signed off by the doctor, and notes that have non-medical restrictions or recommendations regarding who an employee can report to, what types of reports they can write, etc.”

• “Lack of guidance for what managers can do for their staff. In all my cases, I agree completely with the accommodations requested, but still found it difficult to navigate the system. For newer or less experienced managers, this may have been interpreted as the system not supporting the requests.”
• “I have found that sometimes the manager is unaware of the proper procedures, especially when talking about a sit / stand desk required by employees. There should be some kind of general step-by-step process for these cases specifically, since I have seen a steady increase in such accommodation requests.”
• “It was difficult to find someone to help our team with all the details of the accommodation. There was a lot of back and forth between multiple individuals to figure out who would do what with requests.”

• “Another challenge comes from the documentation received where, unfortunately, some doctors seem to know little about our environment and to sign notes of convenience and/or limitations that are unclear and require, for the most part, clarifications, which prolongs the employee’s downtime.”
• “Ability for physicians to identify employee limitations versus providing recommendations.”
• “Need better information on functional needs from employee’s medical team, rather than an accommodation measure per se. Often we will receive an accommodation from a medical practitioner that says employee needs ‘a closed office’ rather than the functional need such as ‘low light’ or ‘distraction-free’ zone. Back and forth with medical providers wastes time.”

• “The whole question of technological adaptations. The processes are too long and complex.”
• “The interactions between the manager (representing the employer), HR, the employee, their representative and the physician to obtain restrictions and limitations can be time-consuming and create delays in determining appropriate accommodations for employees. An expedited process for more straightforward accommodations would streamline this process and ensure less complex cases are accommodated more quickly as well as reduce red tape.”
• “I feel like the process for requesting assistive devices from IT and Procurement could be streamlined and simplified. We were given a bit of the runaround related to whether our department had the licence for a product, which version of the product we could access, how to procure it. It involved several different steps and different people. Had the [executive assistant] on our team not been highly skilled, persistent and detail-oriented, much of this could have slipped through the cracks, and the employee could have waited many more months to get the tools she needed to do her job.”

• “I feel that the employees and, by extension, their doctors should be trusted more to know what they need. I don’t think we’re suffering from a glut of people trying to game the system via superfluous accommodation requests.”
• “It also feels like there’s a distrust of the requestor, as though they are asking for this because (a) they can and we have to pay for it, (b) someone else got something that they want too, like an adjustable desk, or (c) a doubt in the nature of the reported issue because they ‘appear fine.’ This has actually prevented me from requesting an ergonomic assessment for myself, because I don’t want to be looked upon in a negative light.”
• “I agree that there needs to be flexibility as a manager, but I need to be able to use my discretion within a better framework. The perception of favouritism is rampant.”

• “I would like a ‘How To’ page so I can just follow a process step by step.”
• “Process map would be helpful for newer supervisors and managers – or even for experienced supervisors who have not been exposed to the accommodations process for some time.”
• “Have a clear guidance document that is applicable to all [Government of Canada] departments.”

• “Well, a better search engine on InfoZone would help. The information on accommodations is so deeply buried it can take 10 or more minutes just to find it when it’s needed. It has the barest outline of the steps, the documents to request a medical assessment are buried another link deep, and there is no guidance whatsoever on how to open this conversation, what you should and shouldn’t say for newer team leaders.”
• “A proper Infoweb page that outlines the process, with points of contact. Maybe a detailed guide on what needs to be completed when.”
• “I could not find any actual description of the process – only a contact person, which is not immediately obvious to find.”

• “It might be recommended that there be a course for team leader[s] / managers to attend on the process of requesting items for employees with accommodation requests. The process has changed, and lots of people are not aware of the changes.”
• “Proper training at the beginning of any [management group] appointment. I basically had to figure it out by looking for online references and contacting Labour Relations, all while performing regular work duties. It ends up taking up all of your time. This is not something you should be learning on the fly while trying to meet deliverables, especially for a new manager.”
• “Make training sessions mandatory. No one thinks they will have to deal with an accommodation until it happens, and that is too late to understand the rules and options.”
• “Ongoing training and consultation … to maintain a current level of knowledge.”

• “Have a clear process that is respected by all managers within the department and to hold managers accountable when they refute the acceptance of a [duty to accommodate], particularly when they hire another individual in process of, or immediately after, reviewing the [duty to accommodate].”
• “By clarifying the aspects of the process regarding employee and union input into the accommodation measures. Some employees and union reps believe that being consulted on the accommodation measures to be put in place is the same as having a veto over those measures. The [Treasury Board of Canada Secretariat] policies and those of the responsible departments and agencies need to be clarified as to where decision-making responsibility lies, who can provide input, and what management’s responsibilities are as far as that input is concerned. Ensure all front-line and middle management supervisors are provided in-depth training on legal requirements for accommodation and best practices.”
• “I believe that clarity is required more for the employees. Somehow, there is a developed belief that an employee may request an accommodation and automatically be approved.”

• “It would be great to have procedures and processes which are standard across all departments – everyone does it differently. Why can’t we have one consistent approach so if a manager changes a department it would be easy for them to find how to implement.”
• “It would be clearer if there was a consistent accommodation policy backed up by operation procedures.”
• “The [Disability Management] Advisors spend their full days in support of employees and negotiating, facilitating and managing these cases from a solutions-based perspective. However, many departments do not have the same, and even for those that do, the processes are inconsistent from one department to another across [government]. That is wrong, because an employee requiring an accommodation should not be treated differently when they move departments or when new managers join.”

• “There should be some kind of guide that we can send with the forms to help the physicians. Having to go back to the physician time and again bogs down the whole process, making it far more complicated than needed.”
• “That we have a clear questionnaire that the doctor must complete, along with the employee’s job description, to avoid having to ask for a clarification later.”
• “We should have a standardized questionnaire that takes into account different scenarios from simple to more complex that medical practitioners can also follow easily when determining what we need or can do to accommodate the employee. There should be a section that maybe outlines what would constitute what an employee with challenges can / cannot do. This will help determine, in worst-case scenarios, [the] next steps, including determining their fitness to work short or long term in their positions.”

• “The reality is that we never get a note with restrictions, we only get notes with the expected outcome. Even going back and forth with the medical practitioner seems to yield minimal information.”
• “In my experience, physicians always (100% of the time) go beyond their mandate of describing the functional limitations associated with a disability and take it upon themselves to recommend particular accommodations with little to no understanding of the workplace context. It is not helpful for physicians, advocating on behalf of their patients, to recommend accommodations that are not practical or workable.”
• “More clarity around medical restrictions right on the document. Most doctors simply provide a recommendation and not medical restrictions.”

• “Make it clear when a medical certificate is required. Also, while I understand that there can be concerns of abuse, adopt a trusting attitude. For example, the need for a medical certificate does not need to be presented as a need for proof of a condition (implying that the employee is misinformed or lying), but rather as a need to properly understand the nature of the issue in order to be able to identify the best possible accommodation.”
• “Clear guidance on the types of requests that require a medical certificate versus those that can be accommodated without. A medical certificate costs the employee money, and in some cases, we can make adjustments without one.”
• “Providing a medical certificate is not so much the issue as the attitude of a lot of management that employees who request accommodations are trying to get away with something, and a medical note is the only way they can prove that they aren’t lying. This attitude and culture need to change before we can think about changing or improving the medical certificate requirement.”

• “Not having a medical certificate should not be the reason for denying one the right to be accommodated under the [Canadian Human Rights Act]. Many people don’t have a doctor, or don’t have easy access to a doctor. In most cases, open and honest dialogue between the employee and manager could effectively lead to a reasonable and appropriate accommodation plan, without having to oblige the employee to consult with their doctor, which can lead to additional stress, delays and avoidable hardship for all involved.”
• “Medical certificates in some cases are an unnecessary waste of time and expense. If someone has chronic pain from using a mouse and requests a keyboard with an integrated touchpad, they will tell a medical practitioner who will write them a note requesting an ergonomic assessment. The assessor will then make the recommendation that the employee already knows is needed.”
• “I would recommend a ‘yes by default’ approach to accommodations that relies on trust between manager and employee. In the situations I have faced, this approach has worked well.”

• “The current time frames for a [fitness-to-work evaluation] can be [more than] 6 months in some regions. This means that the employee is either off on [sick leave with pay] or [sick leave without pay] that results in moving into [short-term disability] or [long-term disability] while they are waiting for assessment. This needs to be streamlined and timelines for completion clearly set out for managers who are trying to support their employees.”
• “Streamline the process to be assessed. It can take so long, and while you wait, the employee may be suffering in the workplace.”
• “Ergonomic equipment should be automatically granted if requested rather than requiring a medical assessment. If not the chairs, then at minimum a keyboard and mouse. A standard keyboard and mouse will definitely cause injury for full-time employees over the span of years.”

• “An employee had been assessed by an ergonomic consultant paid by the insurance company, but had to wait for limitations by the doctor, who referred to the report of the ergo [consultant] to proceed. It was going around in circles and was inefficient.”
• “There is simply total and mass confusion around ergonomic assessments and how the results lead to implementing or supporting accommodations measures. For the majority of assessments, [an ergonomic assessment] is meaningless in that the report is just recommendations, so often an employee still needs to get a doctor’s note after the ergo [assessment] to say what must be put in place. And, if the employee has no functional limitations, then it’s not considered accommodation at all.”
• “Utilize in-house tools (internal ergo [assessment]) prior to requesting formal assessment. If accommodations can be met through internal ergo assessments, the process will be shortened and will not be as costly as external sources.”

• “The OFAF form is very wordy and not in plain language. Doctors who fill that out do not understand the accommodation process and usually rely on their patient for majority of the information.”
• “Generally, the OFAF is very large and cumbersome. I know all the information is needed, but we have taken to generating some pre-populated versions to make it more consistent and beneficial as most jobs have similar requirements in the agency, with only some minor additions / changes.”
• “The OFAF form is out of date and unclear. There needs to be a revamp – preferably by field offices who actually work with it to make it clearer.”

• “The significant delays in obtaining equipment such as desks and chairs. These often take weeks to obtain, and since there is a moratorium on furniture purchases, we are often arguing with procurement that it’s for an accommodation to get it through. Even then it’s unreasonably long, considering the employee now has an accommodation and medically requires that equipment.”
• “Unreasonable delays in procuring technology and equipment, including the most mundane, like a new mouse.”
• “Ongoing support of adaptive technology as in-house systems change, are updated, or age. Delays in having work done to modify elements of the workplace to appropriately accommodate those with physical (difficulties). These can be caused by contracting rules, contractor delays, issues with funding approvals, or simply those responsible not understanding the accommodation requirements.”

• “There have been a few that have only been partial accommodations, and while it lessened the challenge for employees, they were ultimately required to work remotely more often as the stress of the environment would be debilitating.”
• “The employee was not willing to accept the accommodations being made available to them by management. For example, the accommodations recommended by the medical assessment could not be done in the employee’s current job position and still meet the job requirements. Multiple alternative job positions were offered that involved different workload and/or a decrease in pay. The employee refused the accommodations being offered and expressed their desire to remain in their current job position, insisting that management had to adjust the job requirements in order to accommodate them.”

• “Operational environment is such that some accommodation measures may not be available to management (e.g., cubicle footprints may not accommodate specific equipment needs).”
• “Once the accommodation is approved, the hardships that can be encountered by the Unit can become quite daunting. An example would be: medical condition requires employee to work 5-hour days due to illness, which causes fatigue. Resources are lost for part days … yet the work still needs to get done.”
• “Difficulty in responding to the demand, for example, cannot talk on the phone or use a computer more than 50% of the day, or cannot be stressed at work.”

• “Lack of funding for unexpected accommodations requirements. Centralized funding to address would be beneficial.”
• “Deciding who pays for items to facilitate accommodation (detachment vs. city).”
• “The additional costs for accommodation were not planned or budgeted for.”
• “The question of who was going to pay for the accommodation came up.”

• “The onerous amount of work my organization creates via paperwork and forms in order to make this happen.”
• “The cumbersome administrative process and the lack of expertise in order to be supported so that the employee benefits as quickly as possible from the necessary adaptation to his condition.”
• “Unknown, complex and time-consuming process for IT tools with Shared Service[s].”
• “Challenges of finding equipment and materials that will work. There is no catalogue to purchase from.”

• “Ultimately for the employee they do get their needs addressed, where possible.”
• “The employee and employer were satisfied with the accommodation measures implemented, and the employee’s performance improved.”
• “The end result was good for both of the employees.”

• “When all parties can agree on the planned approach (employee, management, HR) then the implementation can go smoothly.”
• “My employees have all been really willing to try different options, discuss possible options, get a medical assessment or suggestions from a specialist, etc. And they weren’t afraid to tell me what they needed and ask for it.”
• “Open and honest communication, solid medical information, and an accommodation that is reasonable compared to existing job description.”
• “Regular communication with all parties. Written plans (expectations are clear) and implementing regular review periods.”

• “Excellent advice from my accommodation specialist.”
• “As stated earlier, obtaining assistance from knowledgeable and understanding advisors makes the manager’s job easier.”
• “The knowledge and suggestions from advisors are very helpful.”

• “Listening to employees and showing compassion motivates the employee because they feel respected.”
• “Being empathetic to the employee during the process, building trust that they can contribute value and being there to help them implement the accommodation.”
• “Trust, respect, dignity, open dialogue, transparent process.”

• “Process has been long and complicated. Nothing was easy.”
• “Not much. It was a struggle.”
• “Nothing really – it was traumatic for the employee to go through this process and reveal their condition to numerous individuals who developed misconceived notions of the employee.”

• “No limitations or restrictions precluding work in the workplace – whole goal was telework in one and part-time work in the other.”
• “Physician or assessor determined that the accommodation was not required; no physical / mental / emotional deficits.”
• “There is not enough information provided to manager to make a determination whether a workplace accommodation is required – what the restrictions or needs of the employee are.”

• “A misunderstanding on the part of the employee about what constitutes an accommodation request versus a recommendation from a medical practitioner.”
• “The employee stated a preferred accommodation, but there were either no medical restrictions / limitations or the ones present did not support that choice (e.g., ‘I would like to work from home as I find the commute to work stressful’).”

• “The accommodation request cannot be approved due to the job requirements of the employee’s current position, and the request provided by the medical professional would provide too much control over workload and job performance to the employee rather than management with uncertain outcomes.”
• “A common reason for denial is that the unit’s work outputs would be negatively impacted (i.e., no one at work at critical or high demand times), thus directly impacting clients.”
• “Bona fide operational requirements.”

• “The most common reason for denial in our unit is due to the employee’s lack of understanding that they must be flexible, and it’s not just based on their demand. Largely, this has occurred when there isn’t evidence (aside from personal choices) that an accommodation is needed.”
• “The employee wants a specific workplace accommodation and is not willing to consider any alternatives that would fit their need / restrictions.”
• “The employee does not want to [change] job locations for convenience purposes. A move to a different work site would mean a personal change of residence for the employee. The employee was totally unreasonable.”

• “Fear of precedence. Concern about an employee working remotely – individuals who are micromanagers and want to control everything.”
• “Management doesn’t want to action any accommodation for a specific employee that they feel is ‘causing trouble.’”

• “There should be more step-by-step instructions for team leaders, managers and LR in order to streamline the process.”
• “A step-by-step process document that is easy to follow and reduces unnecessary steps and approvals.”

• “Someone knowledgeable on this topic with whom we could talk in person, instead of trying to navigate and interpret the various laws and policies.”
• “I would like to have access to specialists such as occupational therapist[s], mental health specialists, physio, etc. that can confirm the best approaches.”

• “I think that a more centralized approach … would ensure uniformity.”
• “There should be a specialist dealing with all accommodations. This would be more efficient because accommodation requests are relatively rare. Why should each team leader be forced to learn or relearn all of the related HR procedures once every year or two?”

• “A proper Infoweb or portal that outlines the process, a properly staffed disability management unit where employees and supervisors can obtain responses in a timely manner.”
• “Redo the TBS website and update the info on the Disability Management Tool and Managers / Employee Handbook tools on the website to reflect current information.”

• “HR staff who are experts on the matter in consultation with direct supervisor.”
• “Human Resources – our managers are not well equipped to understand all the necessary documents [and] steps that are required.”

• “A centralized disability management unit would significantly improve consistency.”
• “A specific regional team, who knows each of the sites well, could do the assessments.”

• “Disability Management or a separate area that can provide guidance for all types of accommodations.”

• “At [my department], Labour Relations should lead the accommodations process.”

• “The manager, as they are closest to, and most informed about, the employee’s work.”
• “I believe the employee’s direct supervisor should lead the process, but they require support from a specialized unit that provides support.”

• “Senior management should have final say and lead the process.”

• “At the manager level – just a regular part of providing employees with the tools needed to do their jobs.”
• “At the working level, direct supervisor.”

• “At least one level above the immediate manager / supervisor.”
• “ADM level. They would see how many people within the organization have disabilities. I don’t think it is known right now because it is buried deep down in the organizations. Nobody is working together because nobody knows how many are having issues.”
• “The supervisor of the immediate supervisor of the employee.”

• “Senior management of the local division / location, as they best understand the work required of the job and how to possibly implement any accommodation request based on business needs or requirements.”
• “Senior management, along with central accommodations team, ensures consistency.”

• “That depends on where you want to place accountability. I can make reasonable accommodations if it’s operationally feasible, and I can manage any incurred costs. But if someone has an ergo assessment that tells me they need expensive equipment, I currently have no choice but to make the purchase. This indicates a disconnect between approval and accountability.”
• “There should be a level of approval, like any other decision, that would be based on the organizational and functional impact of the accommodation request (staffing, expenses, etc.).”

• “A central fund aside from departmental budgets. We have a duty to accommodate, [and] that duty should be funded separately.”
• “Central funding – it is impossible for a manager to accurately budget for this as we are unable to anticipate accommodation requests. Also, if approving costs is a barrier, then remove that barrier locally.”
• “We should have accommodation funds that are not linked to any other operational or salary funds. The government should have it available for all divisions.”

• “The employee’s direct manager.”
• “If it’s entirely up to the manager, then it makes sense that it comes from the individual manager’s budget. But if you’re going to force us to undertake an ergonomic assessment that we are obligated to implement, then it should come from a central budget (departmental or federal).”

• “Depends on the cost. Anything over $5,000 should come from a Government of Canada fund. Departments are given minimal budgets to meet program objectives. One large accommodation could derail an entire program or office.”

• “Employee evaluation does not need to change. It is done in accordance with their medical or restrictions profile. They should not be disadvantaged.”
• “No changes required in my opinion. If the accommodation is reduced working hours, you have to manage the outputs to be in line. Competencies shouldn’t be affected; you still have to be a good employee and meet the values and ethics like everyone else.”
• “Not really. In most cases, we are able to accommodate in their current job thus the objectives remain the same. Where there is an adjustment [it] is often simply for additional breaks.”

• “Assessment should be based on what the employee can do. Assessment should be made after an accommodation is in place.”
• “Performance expectations should be modified for all employees with disabilities (where disclosed) based on the [restrictions and limitations] provided by their physician. More support is needed for management in completing this task, and HR support for this activity should be automatically initiated when an accommodation request is being supported by HR.”
• “Sometimes, the performance evaluation report is completed by someone who has forgotten that the employee has a disability. Perhaps have an accommodation check box or some other identifier or reminder to the, for example, team leader before the team leader fills out [an employee’s performance report / assessment].”

• “The current [public service performance management] program is cumbersome and completed inconsistently. Overall, I have not found it to provide an accurate description of performance, particularly when there are performance issues that require increased supervision and/or action plans.”
• “I am not a huge fan of the existing performance management practices, so it works as [badly] for the person with disability as for everyone else.”
• “The employee performance evaluation is ineffective for all employees, including employees with disabilities.”

• “Performance evaluation for employees working from home is very challenging, particularly when the employee has attendance issues, but senior management has approved it anyway and left you to deal with it.”

• “Recognition of how much time and effort is involved in determining appropriate accommodations for employees. Being more cognizant of what is actually involved in accommodating employees and offering appropriate support and advice to managers / supervisors on a timely basis.”
• “Depending on the type of accommodation, it often takes a lot of time for the manager to administer.”
• “The accommodations process is too slow. It discourages people from speaking up and asking for accommodations, and it discourages managers from hiring people with disabilities.”

• “Remove all cynicism and adopt an attitude of trust in the employees making the requests. Make this a positive experience for the majority of people properly using the system. When you help someone who is in this vulnerable situation, you have the opportunity to gain tremendous engagement. And it is just the right thing to do.”
• “There is enough literature and case law to lead a reasonable person to understand the importance and benefits of an inclusive, equal opportunity workforce, as well as the risks of failing in the duty to accommodate (DTA). By demonstrating inclusiveness and embracing diversity, including DTA, at a senior leadership level, it will be reflected in the workforce. DTA should not be a bureaucratic process, it is a human right.”
• “As with our move to bring decision-making, authority and efficiency to the delivery of services to clients, so too should we consider the same approach when caring for the needs of our employees.”
• “I think that they need to support it without having to doubt the motives of the employee every time. It would be great to have a conversation about it instead of them talking about how the employee is shirking their duties or how precedence will be set.”

• “Senior management should take a centralized, whole-of-government approach. If a person cannot be accommodated in one government department, then the person should be accommodated through a centralized all-of-government approach. Move employees between government departments.”
• “I believe [there should be] a centre of expertise where you can get questions answered quickly about accommodations [and a] SharePoint site to log and track the accommodations process. This needs to include the employee being accommodated.”
• “Centralize funding for accommodations.”

• “An information package with all information and contacts could be provided to all managers as soon as they start in a new supervisory position. This should be applicable to all areas such as HR, finance, accommodation [and] security…. Simply putting everything on the internal website does not make it easily accessible to everyone. Searching on a website does not always bring you to what you are needing.”
• “[Provide] proper training and consistent instructions on how to go about an accommodation request.”
• “[There is a] need for increased training and information sessions.”

• “The employee needs to be aware that not all requests can be granted just based on a medical certificate that is vague.”
• “The employee must show how the accommodation will support or assist them in achieving their work goals. Just because they want something doesn’t mean it’s an accommodation.”
• “Never list the jobs that you prefer to do. This is about limitations, not preferences. It would be nice if an employee could provide some of the solutions, such as ‘if this table was long and I had a sliding chair, I believe I could still do that function.’”
• “Accommodations are tools to allow employees to continue to be productive when experiencing challenges and not to grant entitlements to their co-workers.”

• “I would like employees to read policy and understand their role and responsibility when it comes to accommodations. Maybe an information video or mobile app of some sort, where they can get FAQ and/or be educated, rather than them going to a policy manual.”
• “A course outlining the accommodation process, so individuals have the knowledge. They know their co-workers and may identify a need before a supervisor does.”
• “If they knew what to provide their manager / supervisor at the beginning, so as to not create delays, would be great. A site to visit or an email or phone [number] to contact when preparing themselves to make an accommodation request. And then ensuring they know who to put their request forward to, i.e., Manager / Supervisor, Disability Management, etc.”

• “Be an active participant if you want it to be successful.”
• “Stay positively engaged with your supervisor and document everything.”
• “You need to take carriage of your accommodation and drive to get the answers and responses. It seems like [the] ultimate responsibility is on you.”
• “That accommodation is a collaborative process. That employees have an obligation to inform themselves and present reasonable solutions to their management.”

• “Understand that you will not get what you want all the time.”
• “Not all requests are approved. Your rights and restrictions need to be validated and specific, and (your accommodation) has to allow for work to be completed. If it creates hardship for the unit, you may need to be accommodated elsewhere (i.e., can’t keep their current role).”