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It can be challenging to separate an individuals performance from a mental health condition. Even when a manager is trying to “do the right thing,” there is a temptation to over-focus on the mental health issue rather than actual job performance. Often, employers make assumptions about what an employee with a mental health disability is, or is not, capable of. This can have a limiting effect on the careers of people with known mental health disabilities, and could lead to charges of discrimination. Employers need to be cognizant of whether they are giving employees with known disabilities opportunities to advance or receive training and challenging assignments, or if they are letting an employee’s mental health disability stand in the way of obtaining those opportunities.
So what are effective accommodations for individuals with mental health conditions? That is a question that requires a dialogue between the individual and the employer. An accommodation may just mean offering flexibility in schedule or workplace. Accommodations are not one-size-fits-all and the needs of an individual change over time so revisiting and updating accommodations may be necessary. Demonstrating creativity, flexibility, a willingness to listen, and commitment to implementing the accommodation in a timely manner can help to build trust between the individual and the manager. In some cases, accommodations for people with mental health disabilities are not much different than what other employees may ask for (flexible workplace policies, schedules, etc.). In fact, 95 percent of requests for accommodations come from people without disabilities. Engaging in an ongoing, interactive process in a cooperative way helps alleviate the potential for an unsatisfactory result.