“I’m struggling with my mental health and need support.”
It’s one of the most vulnerable things an employee can say. But too often, those words are met with awkward silence, uncertainty, or vague promises to “look into it.” Sometimes, they’re dismissed entirely. For employees navigating anxiety, depression, trauma, or other mental health conditions, that kind of response isn’t just unhelpful—it can be deeply damaging.
Employers can no longer afford to be caught off guard. Mental health conditions are now a leading driver of workplace accommodation requests, and they are legally protected under the Americans with Disabilities Act (ADA). Mishandling these requests can expose companies to compliance risks, employee attrition, reputational damage, and even lawsuits.
May is Mental Health Awareness Month, which makes this the perfect time to pause and ask: Is your workplace equipped to handle mental health accommodations properly?
If the answer is “not really,” you’re not alone—but the time to act is now.
Workplaces are experiencing a dramatic increase in accommodation requests related to mental health. This is due to a number of intersecting factors:
Employers are seeing more nuanced, complex cases than ever before. An employee might request a combination of accommodations: time off for therapy, a flexible work schedule to manage medication side effects, and modifications to their communication style with a supervisor. These requests often don’t fall neatly into a one-size-fits-all solution.
This complexity has caught many organizations off guard—especially those still using spreadsheets, shared inboxes, or leave platforms not designed for accommodations.
Mental health-related accommodations vary based on the individual’s diagnosis, job duties, and the nature of the workplace. Here are examples we’ve seen firsthand:
These are not just “wellness perks.” They are reasonable accommodations under the ADA.
Here’s what employers need to understand: mental health conditions can qualify as disabilities under the ADA if they substantially limit one or more major life activities. That includes conditions like:
When an employee discloses a mental health condition and requests support, the ADA requires an “interactive process”—a timely, good-faith dialogue to explore reasonable accommodations. If an employer ignores, delays, or mishandles this process, it could result in an EEOC charge or lawsuit.
And these cases are not rare. Mental health-related disability discrimination claims have become one of the fastest-growing categories of EEOC filings in recent years. With the EEOC increasing its scrutiny of workplace compliance, especially under the current administration, this is a risk area every HR leader should prioritize.
Here’s how to meet the moment—with both compassion and compliance in mind:
Employees should know exactly where to go, who to contact, and how their information will be handled. Confidentiality is critical—especially when dealing with sensitive health conditions. Ensure your system is HIPAA-compliant and protects employee privacy.
Sixty percent of employees say they’re more likely to disclose a disability or mental health issue to a manager than to HR. Yet, most managers aren’t trained to navigate these conversations.
Managers need to be equipped to:
Without training, managers may unintentionally say or do something that violates ADA protections.
Not every request will look the same. Be prepared to offer:
Don’t let rigid policies or outdated software limit your ability to provide reasonable support.
The stigma around mental health is still very real—but employers have the power to chip away at it. When leadership talks openly about mental health, when accommodations are easy to request, and when peers don’t feel ashamed to ask for support, it sets a powerful tone.
This should show up in:
Creating a truly inclusive culture requires more than an annual wellness webinar.
Check out our ADA Accommodations Audit & Checklist Bundle to see where your process stands currently.
It’s easy to think of mental health accommodations as something to react to only when they arise. But that’s a risky and outdated approach.
The most forward-thinking employers are preparing now. They’re investing in scalable systems, creating proactive policies, and embracing accommodations as a strategic part of employee support and risk management—not just a compliance checkbox.
Your workforce is telling you what they need. It’s time to start listening—and responding—with clarity, care, and action.
May is Mental Health Awareness Month, which makes this the perfect time to pause and ask: Is your workplace equipped to handle mental health accommodations properly?
“I’m struggling with my mental health and need support.”
It’s one of the most vulnerable things an employee can say. But too often, those words are met with awkward silence, uncertainty, or vague promises to “look into it.” Sometimes, they’re dismissed entirely. For employees navigating anxiety, depression, trauma, or other mental health conditions, that kind of response isn’t just unhelpful—it can be deeply damaging.
Employers can no longer afford to be caught off guard. Mental health conditions are now a leading driver of workplace accommodation requests, and they are legally protected under the Americans with Disabilities Act (ADA). Mishandling these requests can expose companies to compliance risks, employee attrition, reputational damage, and even lawsuits.
May is Mental Health Awareness Month, which makes this the perfect time to pause and ask: Is your workplace equipped to handle mental health accommodations properly?
If the answer is “not really,” you’re not alone—but the time to act is now.
Workplaces are experiencing a dramatic increase in accommodation requests related to mental health. This is due to a number of intersecting factors:
Employers are seeing more nuanced, complex cases than ever before. An employee might request a combination of accommodations: time off for therapy, a flexible work schedule to manage medication side effects, and modifications to their communication style with a supervisor. These requests often don’t fall neatly into a one-size-fits-all solution.
This complexity has caught many organizations off guard—especially those still using spreadsheets, shared inboxes, or leave platforms not designed for accommodations.
Mental health-related accommodations vary based on the individual’s diagnosis, job duties, and the nature of the workplace. Here are examples we’ve seen firsthand:
These are not just “wellness perks.” They are reasonable accommodations under the ADA.
Here’s what employers need to understand: mental health conditions can qualify as disabilities under the ADA if they substantially limit one or more major life activities. That includes conditions like:
When an employee discloses a mental health condition and requests support, the ADA requires an “interactive process”—a timely, good-faith dialogue to explore reasonable accommodations. If an employer ignores, delays, or mishandles this process, it could result in an EEOC charge or lawsuit.
And these cases are not rare. Mental health-related disability discrimination claims have become one of the fastest-growing categories of EEOC filings in recent years. With the EEOC increasing its scrutiny of workplace compliance, especially under the current administration, this is a risk area every HR leader should prioritize.
Here’s how to meet the moment—with both compassion and compliance in mind:
Employees should know exactly where to go, who to contact, and how their information will be handled. Confidentiality is critical—especially when dealing with sensitive health conditions. Ensure your system is HIPAA-compliant and protects employee privacy.
Sixty percent of employees say they’re more likely to disclose a disability or mental health issue to a manager than to HR. Yet, most managers aren’t trained to navigate these conversations.
Managers need to be equipped to:
Without training, managers may unintentionally say or do something that violates ADA protections.
Not every request will look the same. Be prepared to offer:
Don’t let rigid policies or outdated software limit your ability to provide reasonable support.
The stigma around mental health is still very real—but employers have the power to chip away at it. When leadership talks openly about mental health, when accommodations are easy to request, and when peers don’t feel ashamed to ask for support, it sets a powerful tone.
This should show up in:
Creating a truly inclusive culture requires more than an annual wellness webinar.
Check out our ADA Accommodations Audit & Checklist Bundle to see where your process stands currently.
It’s easy to think of mental health accommodations as something to react to only when they arise. But that’s a risky and outdated approach.
The most forward-thinking employers are preparing now. They’re investing in scalable systems, creating proactive policies, and embracing accommodations as a strategic part of employee support and risk management—not just a compliance checkbox.
Your workforce is telling you what they need. It’s time to start listening—and responding—with clarity, care, and action.
