Decision Making about Remote Work: Accommodations, Business Impact, and Change Management

A nationwide survey of Canadian businesses revealed that 48% of organizations are hybrid in 2024, with about 9% operating fully remotely and about 10% allowing workers to choose where they work.¹ This flexibility demonstrates that many roles can be effectively performed without a constant physical presence in the workplace. However, employers do have the authority to request in-person attendance if they see fit.

At the same time, enforcing in-person work can raise important concerns for employees. Employees currently working at home, either full time or part time, may request remote work as a personal preference because of their lifestyle or worries about change. Employees with disabilities may require remote work as a work accommodation to support their specific health needs.

So how does an employer determine if employees should return to the workplace? How can it be determined if remote work is a reasonable accommodation for employees? How can business needs be assessed? Decisions must be made on a case-by-case basis. By considering the factors at play and implementing appropriate supportive measures, employers can facilitate a working arrangement that benefits both the organization and its employees.

Note that this site information is for educational and informational purposes only and does not constitute medical or legal advice. Please review the applicable laws and regulations in your region for more information.

Remote Work as an Accommodation

When determining whether to allow remote work, employers should understand if remote work is a preference or a possible disability-related accommodation solution. This information can guide employers’ decisions. Under the human rights code, employers have the duty to reasonably accommodate their employees for issues such as family status, disability, etc. 

To understand if accommodations are needed, employers should have a thorough understanding of the unique needs and capabilities of the employee and the specific requirements and environment of the job.

To understand the worker, employers should consider:

• Are there any physical, cognitive, or mental limitations resulting from a disability that can impact job performance while working at home or in the workplace?
• Is there a treatment plan in place that will affect the work schedule or performance?
• Can the employee safely perform their job at home or in the workplace?
• Does the employee’s function permit independent work from home, or do they require in-person support from coworkers and managers?

To understand the nature of the work and workplace environment, employers should consider:

• Does the employee’s role require a physical presence? E.g., are they in a customer-facing roles or do they need to meet frequently with their team?
• Can performance requirements be met while working remotely?
• Is the employee’s home environment conducive to work?
• Is the required technology available at the employee’s home?
• What equipment might the employer need to supply if the employee is working virtually?
• Is the home workplace set up ergonomically to ensure the employee’s health and safety?
• What are the health and safety risks?
• Is the employee responsible for childcare or eldercare activities?

An accommodation assessment by an Occupational Therapist can confirm the employee’s functional abilities at work and/or at home. The outcome of the assessment would include an outline of the environmental conditions that would help the employee be successful in their role. It will then be up to the employer to determine if remote work is a feasible solution for the business to implement, or if the necessary environmental conditions can be created in the workplace.

The Business Impact of Remote Work

To make an informed decision about remote work, employers must consider the broader impact it will have on the business. Some key questions to ask include:

The Process:

• What are the legal responsibilities and obligations for remote work?
• Do I have a virtual work policy?
• What are the pay implications for remote work?
• What are my obligations for leasing of the current office space?

The Culture:

• How does remote work affect team morale?
• What are the expectations for work hours?
• What strategies can be used to manage screen time and virtual meetings?
• What strategies can be used to maintain connection with the work team and workplace?

Note that while employers are required to provide reasonable accommodations for employees with disabilities, they are not obligated to do so if it would cause undue hardship. This could involve significant financial costs, safety concerns, or a substantial impact on business operations. Employers may explore whether alternate accommodations are suitable. Additionally, not all positions are compatible with remote work. Therefore, if an employer can demonstrate that an employee's presence in the workplace is essential, and no reasonable alternative accommodation is available, they may not be required to allow remote work.

How to Talk to Employees about Return to the Workplace Changes

Taking all factors and worker assessments into consideration, employers can decide whether remote work is suitable. The decision may be met with pushback from employees. While it is ultimately up to the employer, it may be beneficial to discuss any potential transitions with employees. Having an open discussion about concerns, requirements, and expectations can provide valuable support to workers as they adjust to change.

Acknowledge Employee Concerns

Before making the change, start the conversation about in-person work early to reduce uncertainty for the employee. Understand what is working for the employee in their current situation and what is a challenge for them. Employees may feel anxiety about commuting, developing new routines, and readjusting to an in-person environment. There may also be worries about health, finances, or the level of workplace support they will receive, particularly for those with disabilities.

Whether you have employees with disabilities or not, it is important to acknowledge concerns. As you engage in discussions, talk about the supports that are available for employees during the transition. You might consider asking employees the following questions to help them problem solve about return to work:

• What are the structures or tools that have worked well for you while working from home?
• Do you have any concerns about resuming work in the office?
• How can we support your success at work?

Work Together to Find Solutions

Collaboration and giving employees a sense of control over the situation sets the tone for creating a supportive environment that respects individual needs.

Invite the employee to participate in problem solving:

• What can we do to solve this together?
• Can the employee continue to work from home? Evaluate the impact on job performance, team dynamics, and business operations.

Assess the feasibility of remote work:

• What are the reasons that remote work is NOT an option?
• Clearly communicate why certain job functions or roles cannot be performed remotely.

Provide resources:

• Human Resources
• Ergonomic services
• Workplace accommodation programs

Listen with empathy, attention, and respect:

• What can I do to support you?
• How can we develop a plan that works for you?

Discuss expectations openly:

• What are the job expectations? Can the work productivity metrics be met virtually?
• How are team projects being managed and supported at a distance?
• How are outcomes being measured?
• What are the employer’s and employee’s legal responsibilities, and how will they be upheld?
• What tools does the employee need for work?
• What are the HR policies on remote work regarding payment for new equipment?
• What are the employee’s responsibilities regarding workspaces?
• What is the timeline employees are expected to return to the office from working from home?
• What do employees expect will happen upon return to the workplace?

How Can Employees Manage the Change?

If the business decides that employees must return to the workplace, employees are obligated to return. Here are some strategies to help manage the change:

1. Communicate with your employer about the plan for returning to the workplace, raising any concerns you may have.
2. Plan for your new daily structure and prepare for the changes that need to happen.
3. Reframe any negative thoughts about the change to recognize the positive in the situation.
4. Maintain your healthy lifestyle habits while adjusting to your new routine.
5. Practice strategies for resiliency to help you cope with change and difficult experiences.
6. Talk to your employer about possible accommodations needed for you to return to the workplace.

How Can Gowan Consulting Help?

Gowan Consulting has Occupational Therapists all over Canada that can assist with making your workplace healthier. We can assist with anything from ergonomic assessments to mental health to workplace accommodations and return to work. If you have employees struggling with work performance, make a referral or contact us to see how we can find the best workplace solution.

You can also check out our training, which includes live workshops, certificate programs, and recorded webinars for employees and employers. For more information on return to work, see our Return to Work Essentials course or our Mastering Health and Productivity membership program.

Resources

[1] Canadian HR Reporter. (2024, January 26). The Changing Landscape of Remote Work in Canada. https://www.hrreporter.com/chrr-plus/stats-data/the-changing-landscape-of-remote-work-in-canada/383168