ADA Bipolar Disorder Job Accommodations

Bipolar disorder is recognized as a protected disability under the Americans With Disabilities Act. The Equal Employment Opportunity Commission successfully prosecuted an employer on behalf of an employee with bipolar disorder in 2003. The EEOC has stated that mentally disabled persons are protected under the ADA just the same as those who are physically disabled and are entitled to reasonable accommodation for their disability. Here are some accommodations as suggested by the Office of Disability Employment Policy's Job Accommodation Network (JAN).

Stamina

• JAN recommends one or more of the following for bipolar employees who face difficulty maintaining energy levels during depressive periods. Flexible scheduling or longer, more frequent breaks can allow the employee to recharge. Creating a self-paced workload allows an employee to use high-energy periods to work more quickly to make up for slow-paced days. Pair an employee with a "backup" for when the employee needs breaks, but his job cannot go untended. Employers should allow time off for counseling and supportive employment coaching. A part time or work-from-home period during the week may also help the employee complete assigned tasks despite difficulties related to the disorder.

Concentration

• Concentration can be difficult during manic periods or extreme depressions. Reduced work area distractions, improved privacy in the work area and the use of white noise to reduce auditory distraction can help limit environmental distractions. Work-from-home periods, uninterrupted work time where the employer prevents the employee from being disturbed, and frequent breaks can help reduce distractions and stress. Finally, dividing large assignments into smaller doable tasks and goals can help significantly. Some jobs may have to be restructured to include only absolutely essential functions, especially during extreme highs or lows.

Organization and Deadlines

• Checklists and task lists can help keep employees with bipolar stay on task. Computerized calendars that cue workers about deadlines, meetings and tasks can help remind an employee with bipolar in a non-threatening way. By dividing larger projects into a series of achievable goals, the employer can help prevent the employee from being overwhelmed by the sheer size of a large task.

Supervisors and Authority

• Supervisors and team leaders should be encouraged to provide employees with bipolar disorder with positive praise and reinforcement. Such praise should be specific. It should focus on what specifically the person has done well and how it impacts the supervisor providing encouragement. If you provide written job instructions, you reduce the chances of being misunderstood. Such written documents, work agreements and notes may be referred back to if you need to redirect an employee who has drifted off task. Create a written agreement with the employee that includes specifically what accommodations will be made, what clearly delineated expectations the employer has of the employee, and a list of responsibilities the employee will have. The agreement must also spell out the consequences of not meeting performance standards. Encourage open communication between employees and supervisors, have written long-term and short-term goals for the company and its employees, and make sure everyone, including the employee with bipolar, reads and understands those goals and objectives. Plan ahead by developing tactics to deal with problems before they come up and create an evaluation process that helps both you and the employee to identify what is working well and what is not.

Stress and Emotional Tolerance

• When you praise or encourage an employee you provide positive reinforcement. Be specific. Be genuine. Fake compliments are easily discerned and may do more harm than good. Allow phone calls to the employee's support system, counselors, group partners or job coaches. Provide sensitivity training to other employees and supervisors.

Attendance

• Plan to provide flexible hours and leave time for severe lows or manic episodes. Allow the employee to work from home if possible or offer part-time work or make-up time. This puts some control in the hands of the employee and encourages him or her to take more responsibility for coping with the symptoms of the disease.

Change

• Sudden or significant changes in the office, the project goals or the responsibilities the employee is given can be extremely difficult for a person with bipolar disorder and may trigger depressive or manic episodes. Keep the lines of communication open so that the employee is aware of pending change well before it happens. If it involves a change of supervisor, be sure to allow the employee time to say goodbye and transition to the new environment. Weekly or monthly meetings with the employee to discuss issues, performance and progress may help assuage anxiety and give the employee early warning of coming changes.