Identifying Unreasonable Accommodations in the Workplace

In today’s work environments, ensuring inclusivity and equal opportunity isn’t just a moral obligation—it’s a legal one. Under Title I of the Americans with Disabilities Act (ADA), employers are required to provide reasonable accommodations to qualified individuals with disabilities. But while many accommodations are simple and cost-effective, some requests can challenge an organization’s operations or stretch its resources beyond what’s feasible. Understanding when a request becomes unreasonable is essential for employers trying to stay compliant while maintaining business continuity.

What Is a Reasonable Accommodation?

According to the Occupational Safety and Health Administration (OSHA), a reasonable accommodation is:

“A modification or adjustment to a job, the work environment, or the way things are usually done during the hiring process. These modifications enable an individual with a disability to have an equal opportunity not only to get a job, but successfully perform their job tasks to the same extent as people without disabilities.”

Reasonable accommodations apply across three key areas of employment:

1. The application process – ensuring equal opportunity to apply and be considered.
2. Essential job functions – enabling someone to perform the core duties of the role.
3. Workplace benefits and privileges – allowing equal access to training, events, and facilities.

Accommodations are sometimes referred to as productivity enhancers, not “special treatment.” In fact, many adjustments—like ergonomic workstations or flexible schedules—benefit all employees, not just those with disabilities.

Examples of reasonable accommodations include:

• Providing screen readers or captioning for meetings
• Adjusting schedules for medical appointments
• Allowing service animals
• Changing training materials or workplace policies

For more examples of accommodations for different disabilities, check the Job Accommodation Network (JAN) resource, A to Z of Disabilities and Accommodations.

Who Decides What’s Reasonable?

While the employee typically initiates the accommodation request, the employer is ultimately responsible for evaluating whether the request is reasonable. This evaluation is part of what’s called the interactive process, a good-faith discussion between the employer and employee about needs, limitations, and possible solutions.

A request should never be dismissed without this process. In some cases, a healthcare provider may need to confirm whether the accommodation is medically necessary and whether it’s temporary or permanent.

When Does a Reasonable Accommodation Become Unreasonable?

Even when made with the best intentions, not every accommodation request can or should be granted. For a request to be considered unreasonable, it must meet at least one of these conditions:

1. It Causes Undue Hardship to the Business

If fulfilling the accommodation requires significant difficulty or expense relative to the size, resources, or operations of the business, it may be considered an undue hardship.

Example: A two-person business cannot afford to hire a third person to split one job into two roles. That additional cost and logistical complexity may be excessive for the organization’s capacity.

2. It Removes Essential Job Functions

A reasonable accommodation must enable a person to perform their job—not change the job entirely. If a request involves removing essential job duties, it may not be considered reasonable.

Example: A data entry employee who can only type for 30% of the day may not meet the essential job requirements if the position is based almost entirely on keyboard work. Alternatives like voice-to-text software might be explored, but not all industries (such as those involving sensitive or private information) can accommodate this option.

3. It Displaces or Overburdens Other Employees

An accommodation is unreasonable if it shifts core responsibilities to coworkers or displaces another employee from their position.

Example: If everyone in a warehouse is required to lift 75 pounds and one employee can only lift 50, an accommodation that requires coworkers to take on heavier loads would not be appropriate. However, investing in a mechanical lift or modifying workflow may be a viable alternative.

Temporary vs. Permanent Accommodations

Whether an accommodation is temporary or permanent can also influence its reasonableness. Temporary changes—especially those with a clear reasonable end date or review period—are often easier for employers to implement without significant disruption.

Temporary accommodations due to injury should also be considered. An individual who is going through the return-to-work process may need accommodations to be able to accomplish their job tasks. By getting employees back to work sooner, you limit knowledge loss and increase retention!

Employers should document the duration of any temporary accommodations and revisit the arrangement at agreed-upon intervals. In cases of permanent restrictions, a more thorough evaluation is needed to determine whether the business can sustain the change without undue hardship.

Managing the Accommodation Request Process Effectively

Employers can protect themselves and better serve their employees by implementing a clear, consistent process for handling accommodation requests. This should include:

• Defined steps for submitting a request
• Clear job descriptions outlining essential functions which should objectively define the physical, cognitive, and environmental demands of the job (Job Analysis are used by companies today to meet these requirements)
• Medical documentation guidelines (employers may request a healthcare provider’s note, but not a diagnosis)
• An internal review process with HR or a designated accommodation coordinator
• Documentation of all decisions and communications

Best Practices to Avoid Missteps

• Start with good faith. Begin the accommodation process with a willingness to help and the assumption that a workable solution exists.
• Be proactive. Many accommodations are low-cost and involve simple policy or environmental changes.
• Think universally. Enhancements like ergonomic furniture, flexible scheduling, or accessible communications often benefit the broader workforce.
• Document everything. Always maintain records of requests, evaluations, communications, and outcomes. This protects both the employee and the organization.

Balancing Accommodation with Operational Reality

At its heart, the accommodation process is about collaboration and problem-solving. Most accommodations are not expensive or disruptive. However, when they are, employers must be prepared to explore alternatives that meet the employee’s needs without compromising the core functions of the business.

For example, if an employee cannot work certain hours due to a medical condition, rather than denying the request outright, the employer could explore a different shift, hybrid work options, or job reassignment—if those adjustments don’t create an undue hardship or eliminate essential job duties.

Respecting Workers With Reasonable Accommodations

Supporting employees with disabilities doesn’t mean giving up operational control—it means finding ways to respect abilities and limitations while sustaining productivity and safety. By clearly understanding what makes an accommodation reasonable (or not), and by committing to a fair, interactive process, employers can foster a workplace that is both inclusive and efficient.