![\"Mid-Atlantic](\"https:\/\/www.adainfo.org\/wp-content\/uploads\/2022\/04\/ADA-and-UMD.jpg\")
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The University of Maryland conducted a study on Reasonable Accommodations (RAs<\/span>) using mixed-method approaches (survey, in-depth interview, and focus groups) to examine factors that influence the request for and provision of\u00a0RAs<\/span>. With almost 600 participants in the studies (530 in a survey of factors related to accommodations; 39 in focus groups and 19 individual key-informant interviews of employees, employers, and service providers), we were able to explore the factors and dynamics involved in the reasonable accommodation request and provision process.<\/p>\n The information in this summary is intended solely as informal guidance and is neither a determination of legal rights or responsibilities under the ADA nor is it binding on any agency with enforcement responsibility under the ADA.<\/em><\/p>\n According to the studies, providing RA involves a six-step non-linear interactive process between the employee and the employer.<\/p>\n From the perspective of employers, the following are the most important factors contributing to successful accommodation outcomes based on the research:<\/p>\n 1. \u00a0<\/strong>Collaboration is the key to identifying effective accommodations. Effective accommodations are a match between the needs of the employee and the requirements of the job. \u201c\u2026we have a class here that we offer that all of our new supervisors and mid-level managers have to take. It is called \u201cModel Manager\u201d and two hours of that focuses on fair employment processes, things we focus on are\u00a0FMLA<\/span>\u00a0and ADA and disabilities awareness. So our people are very aware; the HR staff goes through hours of training every year and I am involved with the\u00a0EEOC<\/span>\u00a0and so with that I get additional training. I try to stay networked with the\u00a0EEOC<\/span>\u00a0because twice a year they have classes that employers would go to so that we understand any changes of things coming up\u2026\u201d<\/em> \u201cWhen J. actually resigned at one point, I guess I tried to express as sternly as I could that \u201cyou can work where you want, we\u2019re not going to force you to stay but if it\u2019s because of an accommodation, give us a chance\u201d and I just said it with passion, \u201cgive us a chance\u201d because our investment, I\u2019ll be very frank, our investment in J. was great to get him certified. It\u2019s about three months of employment plus we sent him away for testing for a week, so you\u2019ve got all those costs and then he\u2019s excellent at it and the people we serve need that excellence.\u201d<\/em> Mr. West works as a director of the Human Resources Department of a multinational insurance company, which has a centralized and formal process related to reasonable accommodation (RA) and ADA observance. Mr. West mentions that his company is proactive in reaching out to all employees who may need workplace accommodations. This ensures that the company understands the needs of employees, and helps them to address their needs from the very beginning. The company believes that workplace accommodations benefit all employees, not only employees with disabilities. Relevant departments (such as legal, HR, and managers) work together to help employees address their work needs and consider the impact of accommodations in the workplace while maintaining confidentiality. The company has several channels available for requesting and addressing accommodations, including face-to-face communication, online, and written requests. In addition, RA-related information and procedures are available on the company\u2019s website. Managers can use their own discretion to purchase requested RA items costing less than $500. The company also has a monitoring and tracking system to examine if accommodations are implemented in a timely manner and if the accommodations facilitate the employees\u2019 performance and meet their needs. All these serve to boost trust and communication in the workplace.<\/p>\n In addition to the formal RA process, managers also have the option to provide accommodations through an informal process. The company holds that \u201cRA is a win-win approach\u201d: it serves to meet the needs of employees with disabilities by providing them with equal opportunity in employment, while maintaining the company\u2019s productivity and efficiency. In certain situations where an employee with disabilities does not meet the performance standards of his\/her job duties with existing accommodations, the company may suggest further supports (such as job coaches) to assist the employee to enhance his\/her work performance.<\/p>\n![\"Identify](\"https:\/\/www.adainfo.org\/wp-content\/uploads\/2022\/04\/6-step-ra-process.jpg\")
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Employers\u2019 top 10 factors contributing to successful reasonable accommodation outcomes<\/strong><\/h3>\n
\n2.<\/strong>\u00a0 Trust is the basis for clear communication between employee and employer. Without it, employees may hesitate to identify their accommodation needs to improve work performance; and employers may attribute performance problems to other factors not related to a disability.
\n3.<\/strong>\u00a0 Successful accommodations are measured by both satisfactoriness (enhanced ability to perform the essential functions of the job) and satisfaction (positive response to the outcome).
\n4.<\/strong>\u00a0 Creativity and investment of time are important in the provision of accommodations. Accommodations come in \u201cunits of one\u201d; each RA request should be considered on an individual basis and requires ongoing communication and collaboration between the employee and the employer.
\n5.<\/strong>\u00a0 Optimizing the value of employees to the organization is the desirable outcome of the accommodation process. Accommodations are tools to enhance job productivity.
\n6.<\/strong>\u00a0 A proactive approach to workplace supports, including accommodations, leads to positive experiences for all employees. Accommodations should be viewed within the larger context of universal design and return on the investment in human capital.
\n7.<\/strong>\u00a0 Workplace accommodation policies and procedures should be clear and explicit for all employees. Direct supervisors and managers may need additional training and assistance in understanding and implementing accommodations.
\n8.<\/strong>\u00a0 Credible resources such as the regional\u00a0Mid-Atlantic ADA Center<\/a>\u00a0and the\u00a0Job Accommodation Network\u00a0![\"opens](\"https:\/\/adainfo.org\/sites\/default\/files\/external-link.gif\")
<\/a>\u00a0are available outside the organization to assist in identifying solutions to a specific RA request. In challenging cases, the more assistance and support you request, the more likely it is you will find a satisfactory solution.
\n9.<\/strong>\u00a0 Knowledge of workplace policies and practices that incorporates current information about the ADA and related laws facilitates decision making about accommodations.
\n10.<\/strong>\u00a0 Emerging information technologies, such as project meeting and planning software, video communications and social networking, may be accommodation solutions for employees with disabilities that will also maximize the performance of all employees.<\/p>\nSome of these factors are illustrated in the excerpts below:<\/h3>\n
\nFrom a manager of a multi-state company<\/p>\n
\nFrom an executive director of a non-profit organization<\/p>\nCase study<\/h3>\n