Systems and Support
Protecting confidentiality: The cornerstone of trust
“Let’s talk about boundaries. An employee’s health journey is theirs to share — or not. As managers, we earn trust when we protect these disclosures like the precious gifts they are. Yes, document what you need for accommodation plans — for example, functional and cognitive abilities and limitations, modifications to work arrangements and tasks, follow-up dates, how progress will be monitored, etc. But guard any private and confidential information fiercely. When team members see this care in action, they’ll know they can bring their whole selves to work. No one should fear that today’s personal conversation will become tomorrow’s water cooler banter.”
— Liz Horvath
The letter of the law: Going above and beyond
Are there laws and policies that frame our obligations?
The short answer is yes.
When these issues arise, it’s your job as a manager or supervisor to consult with HR to seek professional advice that is in the best interest of the organization and individual.
When we approach accommodations as an opportunity to honour human dignity, we create workplaces where people thrive. They feel valued and empowered to do their work to the best of their ability.
“That is the kind of leadership we should all aspire to.”
— Liz Horvath
It takes a village
Navigating accommodation requests can sometimes leave managers feeling uncertain or overwhelmed. This is perfectly normal. Recognizing when you need help is a strength, not a weakness.
Remember that accommodating chronic conditions involves complex intersections of human needs, legal requirements, workplace practicalities, and organizational responsibilities. This isn’t meant to be a solo journey.
If your organization has an HR department, involve them early in the process. They often have expertise in this area and may take the lead in more complex situations. For particularly challenging cases, consider engaging qualified disability management specialists, whether from within your organization or external consultants.
"By drawing on diverse strengths and areas of expertise, we become stronger teams and find better solutions. Supporting each other is how we support everyone."
— Liz Horvath
Employee resources: A snapshot
Organizations often have valuable support systems already in place that can complement workplace accommodations:
Employee and family assistance programs (EFAP) These confidential services can provide counselling, resources, and referrals for employees managing chronic conditions and their families.
Health benefits coverage Ensure employees understand how their benefits can support them in managing their condition, including coverage for medications, devices, and therapeutic services.
Peer support networks Consider facilitating optional employee resource groups where those with similar conditions can share experiences and strategies in a safe environment.19
Community organizations Many condition-specific organizations (like those whose leaders are quoted throughout this guide) offer workplace resources, education programs, and support for both employees and managers.
Paths to meaningful contribution
Accommodations aren’t about lowering standards — they’re about removing arbitrary barriers to excellence. When we focus on outcomes rather than processes, we discover that many traditional workplace norms were never essential to quality work.
The goal isn’t to exempt certain employees from expectations, but to create conditions where everyone can contribute meaningfully through pathways that work for their unique circumstances.
19. Research from the Canadian Mental Health Association shows that peer support helps break down barriers and stigma surrounding mental health by normalizing conversations about mental health conditions and making it easier for people to ask for help.
From exception to rule
Creating accommodating workplaces isn’t just the right thing to do: it’s a strategic advantage in an economy where talent is in short supply.
When we recognize that we’re only as healthy as the systems we live within, we shift from viewing accommodations as individual exceptions to seeing them as systemic improvements that stand to benefit all of us.
The most effective workplaces aren’t those that make special accommodations for a few: they’re those that bake flexibility, understanding, and compassion into their foundations.
Because at one time or another, we may all need accommodation.
When we design workplaces that embrace this reality, everyone thrives.