Blogs July 2017

Question: We have a new employee in our call center who has a service dog. She came to her interview and trained without the dog, but is now asking if she can bring her dog to work. Do we have to accommodate her request, and should we notify her co-workers in case they have allergies?

Answer: The first step will be to determine whether the dog is a trained “service animal” as defined by the Americans with Disabilities Act (ADA), or is an “emotional support animal.” A “service animal” is one that has been individually trained to work or perform specific tasks for an individual with a disability. The animal must be trained to take a specific action when needed to assist the person with the disability. Allowing an employee’s trained service animal is a form of reasonable accommodation.

However, pets used for emotional support are not considered service animals under the ADA as they are not trained to perform a specific task. Although some states and some local governments allow individuals to have emotional support animals in public places, the same may not hold true for allowing such animals in places of employment. You will need to contact your local government agency to see if such laws exist. If not, you may set a policy that prohibits pets in the workplace except for ADA-defined service animals.

Employers are limited on what they can ask an employee when it is not obvious that the dog is a service animal. Employers may only ask:

1. Is the dog a service animal required because of a disability

2. What work or task has the dog been trained to perform?

In addition, employers are not permitted to ask for documentation for the dog, require that the dog demonstrate the task, or inquire as to the nature of the disability. The ADA does not require that trained service animals wear certain vests or collars indicating that they are service animals. Further, the ADA does not require the service animals to have a certificate of training.

Opening a dialogue with your employee about her need for the dog will provide you with guidance as to whether you need to allow her dog to remain with her at work. If another employee notifies you that he or she is allergic to dogs or dog dander, you may notify the employee with the service animal that due to the allergies of another employee, you cannot accommodate her request. However, you must engage in the interactive process with the employee with the service animal to consider other accommodations that would allow the dog to be with the employee.

Check with the Job Accommodation Network for resources to guide you in accommodating employees with service animals. If you do allow this employee to have her dog with her at work, remind her that she is responsible to ensure that her dog is always under her control and does not create a disruption to the work environment.

When employers consider employee surveys to discover ways to boost employee satisfaction and retain employees, they often think of incentive pay, additional benefits, and perquisites. When reviewing results of such surveys, employers may fear they won’t be able to respond to employee needs that surface. However, they may be missing existing internal satisfiers that are already in place but are not being utilized. In some cases, some attention to current programs and setting of expectations can turn stale employee satisfiers into real opportunities for employee satisfaction.

Career growth and even professional relationships are often motivators of satisfaction and engagement. One of the reasons employees leave a company is career growth opportunity; a reason employees stay is the relationships made while employed. One survey showed 25 percent of departing employees revealed that they would have stayed in their position with the company if they had a more respectful and connected relationship with the direct manager.

Employees want to learn, be in mutually beneficial and respectful relationships, and experience healthy professional relationships. Management must connect with workers both professionally and personally, and, depending on the work atmosphere and nature of the company, create a fun work atmosphere and initiate conversations about things outside of work. Other things managers can do to build employee satisfaction are:

• Leverage Strengths: Permit employees to use and demonstrate their strengths. Everyone wants to be valued and make a difference. Know where to place each employee for the greatest results. Ask what an employee wants to do in the company and look for opportunities to create the experience.
• Clearly Define Goals: Ensure employees understand personal and business goals and the work scope related to their position and how it ties into the big picture. Individuals on a team create winning solutions when everyone knows their role on the field and the game rules.
• Enhance Communication: Hear your employees. Ask what is and is not working and take action to explore where the company can and cannot implement idea changers. Have managers meet with employees on a regular basis and report on performance, engagement, and employee feedback.
• Conduct Stay Interviews: Consider stay interviews to understand turnover and engagement. The stay interview is preferable to an exit interview because, in a stay interview, you ask current employees why they continue to work for your organization. At the exit interview, it’s too late to identify and solve the problems or help your exiting employee accomplish the goals he or she is leaving to obtain.
• Create a Learning Environment: Foster internal opportunities to learn from one another and expand upon existing skills. While this may slow some projects down, future projects led by a well-rounded work team will create greater quality, productivity, developmental growth, and shared knowledge.