Client: We approved an accommodation for an employee with a medical condition that makes typing difficult. They’ve been using voice-to-text software, which seemed fine at first, but now we’re seeing a lot of errors in their documents. Coworkers are frustrated because they’re spending extra time fixing mistakes. Is this a sign the accommodation isn’t working?
Consultant: It might be—but it could also be a performance issue. The difference comes down to what’s causing the errors.
- If the tool itself is malfunctioning (mishearing, dropping words, or creating garbled text even when used correctly), then the accommodation may need to be adjusted. That means revisiting the interactive process, testing new tools, or adding supports.
- If the tool is working, and the employee isn’t reviewing their own work, then that’s not about the accommodation—that’s a performance expectation. All employees, regardless of accommodation, are responsible for producing accurate work.
Client: So, how do I know which it is?
Consultant: Start with curiosity and observation. Ask the employee how they’re using the tool and whether they’ve noticed the same errors. You might learn that the system is glitchy—or that they’re relying on it without proofreading.
You could say:
“I want to check in about the voice-to-text software. We’ve seen some accuracy issues in recent documents, and I’d like to understand what you’re experiencing with the tool. Is it the software itself, or is it more about having time to review your work before submitting?”
Client: What if it’s really the employee not checking their own work?
Consultant: Then it shifts into performance management. You still honor the accommodation, and you set clear expectations that accuracy is part of the job.
For example:
“I want to be clear—regardless of the tool you use, your responsibility is to submit accurate, final work. Using voice-to-text is fine, and I need to see that all documents are reviewed and edited before they go out.”
That keeps the focus on performance, not the accommodation.
Client: And if it turns out the software really isn’t working?
Consultant: Then it’s back to the interactive process. Explore alternatives like upgraded software, proofreading support, or splitting tasks differently. Document that you’re adjusting because the original solution isn’t effective, not because the employee failed.
Client: So, the key is to separate tool failure from employee responsibility?
Consultant: Exactly. Accommodation doesn’t lower performance standards—they just provide different ways to meet them. If the tool is the problem, fix the tool. If the employee isn’t meeting expectations, coach and hold them accountable. That distinction protects fairness, compliance, and team morale.
And if you ever need help documenting where “accommodation ends and performance begins,” we can guide you through that line.