Accommodation Is Not a Shield From Criticism

I manage a unit of a medium-size company. A direct report is, in turn, also responsible for managing several others. This person has a chronic health condition which, when it flares up, leads to unpredictability in their availability and ability to do their job well. H.R. supports and works with them on emergency leave needs. However, it is a constant source of angst.

When this person is healthy, I have no concerns and I am pleased with their contributions. When suddenly they are not healthy, it adds chaos and stress since we must quickly pick up the slack. To minimize disruption, I reduce this person’s responsibilities, shifting them to others and adjusting those individuals’ pay. While I provide feedback, I also know I hold back. I fear putting additional pressure on someone who is already struggling and for crossing the line between addressing a performance issue and penalizing them for their health.

When I’ve discussed reducing their workload, or have gone ahead and scaled back responsibilities, this person gets upset and says I am unfairly punishing them for a health condition. They don’t always seem to understand the reality of their situation and the accommodations we’ve already given.

I’ve spoken with my leadership and H.R. many times and they concur that this is a very difficult situation, but apart from saying I need to address only this person’s “performance issues,” I don’t feel I have enough support. Is there something you’d advise, even an article or book to read to help me guide me on this?

— Anonymous

Article source: https://www.nytimes.com/2022/10/29/business/accommodation-is-not-a-shield-from-criticism.html