Special Needs Should Be Accommodated

During the years I worked in corporate human resources, I made confidentiality a top priority in my process and daily practice.

Gradually, I noticed a disturbing trend: human resources staff would come to a departmental meeting and begin gossiping about the crises and psychological problems of some of the employees. Although it was understood that we would not allow that conversation to continue beyond the meeting venue, I thought it was inappropriate to gossip about anyone's background or status.

Gossip typically includes a rather malicious campaign of can-you-top-this. One person will reveal something about someone, and the next person will compete with a bigger secret. After a while, the chain of whispers will become a version of the old telephone game, where the initial communication reaches the destination in a garbled and inaccurate state.

Privacy Matters
When an employee notes a mental illness on a form—perhaps because they want to take advantage of the company benefit that allows them to receive counseling for that issue—experienced members of the company privy to that information should assist the employee as securely as the counselor who is sworn to uphold doctor-patient confidentiality. Except in the case of something like one being suicidal, homicidal or involved in abuse of an elder or child.

Responses Matter
However, teasing or laughing at someone because of something like their struggles with OCD (obsessive compulsive disorder), which drives them to spend an inordinate amount of time organizing things in either their workstation or even common areas, is unwarranted.

When someone reports they are newly diagnosed with a tumor, diabetes or other autoimmune disorder like Crohn's disease, what usually follows is an immediate response of support and cooperation from other staff members.

So why is it different when a mental illness issue is broached? Why are there stares and sometimes even condescending remarks when—regardless of their extraordinary talent or ability—someone reveals they need special accommodations due to their diagnosis of Asperger syndrome, for instance? There should be an outpouring of support and, if necessary, an educational session where the staff is trained to recognize the symptoms of such a disorder and adjust their approach to that person so that they feel as comfortable and welcomed as the rest. 

Everyone Wins
The gains are reciprocal, as the department benefits from that person's unusual way of thinking. Many employees with Asperger’s have been hired because of their ability to innovate in a way that no one else can. The fact is, their brains are wired uniquely can be an advantage in today’s ultra-competitive markets and should be respected as such.

Here is an example: one man was featured in a company newsletter article, which afforded him even more acceptance and respect. He was autistic, and anyone familiar with that term knows that autism covers a wide spectrum of symptoms— behavioral, emotional, and physical. He was so bothered by the “white noise” that neurotypical or “normal” people don’t even notice that he had to wear a suit that resembled that of an astronaut. In addition, the staff had to learn how to interpret what he said, because he expressed his ideas in such unusual ways. But as a result of coming together as an inclusive team, they began to receive commendations on the innovative products they produced—largely because of his creative input.

There were other sociological effects as well. They got to know this person as a human being, and he became more comfortable with them. In fact, the experience enhanced the cohesion and camaraderie among all the department members. 

A Holistic Look at the Environment
As a health and wellness coach with an extensive corporate background, I am acutely aware of the impact that a physical and social environment can have on the well-being of workplace employees. And obviously, hiring someone in the department with a mental disorder can affect the rest of the staff. But the damaging impact of someone's inappropriate behavior toward that individual can be palpable and disrupt the functioning of the entire department. No one wins.

There’s another thing to consider. It is discriminatory to treat someone differently because of their mental illness. And on many days, people will not even be able to recognize that there is a problem. 

Everyone Has Their Issues
And what about those who are considered “normal” who, of course, are imperfect and may exhibit behaviors that are unhealthy? Are they ostracized on those days? Not likely. People are usually sympathetic because they recognize that there are times that some individuals are not at their best. Common sense tells them that many personal factors, such as marital discord, catastrophic family illnesses, bad news from home, and even business projects gone awry could negatively influence someone’s behavior.

Just as we are understanding when people overreact or exhibit antisocial behaviors under those circumstances, we should think about showing sensitivity to workers who have organic brain disorders, brain injuries, trauma subsequent to a recent accident or incident, or PTSD from a shocking event that occurred in the past.

The Effects of Job Stress
And here’s the kicker–sometimes, it is the severe job stressors themselves that can contribute to the development of a mental illness. In that case, the company should undertake extraordinary measures to ensure that a person is given every opportunity to receive counseling and support, informing only those who supervise them or who have a work-related need to know. This way, the affected person can continue their recovery or learn how best to deal with what may be a chronic mental health condition.

Here is a disturbing example of a work-induced mental illness that occurred at one of my former offices:

One woman was severely stressed and working as a temporary staff person because she had been laid off from a job she had relied on for a retirement income. Her former company had frozen its pension plan and laid her off just before her retirement. 

When she joined our office as a temp and the hectic pace overwhelmed her after just a few days, we found her huddled in the cabinet under the breakroom sink after she had inexplicably removed everything from that space. She did not respond to anyone’s reassurance that the cleaning staff regularly handled the cleaning products. Sadly, she didn’t respond to anyone’s reassurance at all.

At another location, I worked in a high-pressure sales department where one of the salespeople put in a lot of extra hours in an attempt to meet her quota. The department head was demanding and kept shuffling her from one client to the other and from one region of the country to another. Under those circumstances, a sufficient amount of sleep was out of the question.

Then one day, one of her colleagues tossed a briefcase into a company car they were scheduled to share on yet another business trip. But she could not find the stressed-out woman until she saw her sitting on the curb not far from the rear of the vehicle. Assuming her business partner was exhausted, the woman promised she would handle the long drive while the woman on the curb took a nap in the back seat. Not only could she not converse coherently enough to take her up on her offer, she was so disoriented that she couldn’t remember where they were headed or why. A doctor ordered her to take a lengthy sabbatical.

Meds Matter Too
Often it is the very medications that are prescribed for certain psychiatric disorders that can cause unusual behaviors. But the fact that people are on those prescriptions is confidential. Coworkers who are unaware of this and who start either gossiping or finger-pointing at that person’s odd behaviors are inappropriate. They might also be risking an accusation of creating a hostile environment.

To be fair, there are times when the best of intentions can fall flat. I remember seeing a video of a new employee being greeted with a laughing and boisterous reception committee of strangers lined up on both sides of a hall while she walked down its length. She was visibly discomfited because, as it turned out, she was an introvert who sometimes suffered from social anxiety disorder. They had unwittingly ruined her first day of work.

The Right Fit Matters, So Let’s Adjust It
Just like it is with people who have NOT been diagnosed with a mental illness, it is important that management does a competent job of recruiting and interviewing to determine the best fit for people who do have challenging issues. 

Supervisors should try to pair them with people who are supportive and known to encourage an individual’s growth. It is amazing to observe the difference when people are treated with respect, allowed to do what they do best or for which they have a passion, and allowed to perform the job duties within a physical environment that accommodates them.

For instance, some people thrive with a lot of activity around them because they absorb that energy and become more productive. Others are so uncomfortable in that kind of socially-charged environment that it is counterproductive for them.

In that case, an effort should be made to isolate that person so that they can focus and concentrate on their work. This often leads to improved job performance—as long as the managers make themselves available for questions, difficult decisions, or special permissions when needed. This type of adjusted work environment results in not only a better quality of work and increased efficiency, but also measurably improved employee retention, which means increased profits.

Back to the Basics
And finally, there is the fundamental rule that everyone’s special needs should be accommodated at work, so people can feel comfortable and included within the company environment, regardless of their mental health status. It's not just the ADA, harassment, and discrimination laws that dictate this. It's basic common courtesy which contributes positively to everyone’s mental health and well-being. 

Guest Blog Article Written by Terise Lang

Terise Lang, the founder of TeriseLangWrites, is an EFT (tapping)-certified holistic health and wellness coach, speaker and writer who focuses on issues of importance to black women 40 plus with a mission to nurture them so they can recognize and celebrate their unique beauty, vitality, and power.