{"id":21431,"date":"2025-04-08T15:05:47","date_gmt":"2025-04-08T19:05:47","guid":{"rendered":"https:\/\/www.michigandental.org\/?page_id=21431"},"modified":"2025-11-04T10:31:58","modified_gmt":"2025-11-04T15:31:58","slug":"staff-matters-journal-column","status":"publish","type":"page","link":"https:\/\/www.michigandental.org\/mda-journal\/current-journal-issue\/staff-matters-journal-column\/","title":{"rendered":"Staff Matters Journal Column"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row full_width=&#8221;stretch_row&#8221; css=&#8221;.vc_custom_1698696973333{margin-top: -40px !important;padding-top: 0px !important;padding-bottom: 20px !important;background-color: #009ba7 !important;}&#8221; el_class=&#8221;white-text&#8221;][vc_column][vc_column_text css=&#8221;&#8221;]<\/p>\n<h1>Staff Matters Journal Column<\/h1>\n<p><nav  aria-label=\"breadcrumb\"><ol class=\"breadcrumb\" itemscope itemtype=\"https:\/\/schema.org\/BreadcrumbList\"><li class=\"breadcrumb-item active\" aria-current=\"page\" itemprop=\"itemListElement\" itemscope itemtype=\"https:\/\/schema.org\/ListItem\"><span itemprop=\"name\">Home<\/span><meta itemprop=\"position\" content=\"1\"><\/li><\/ol><\/nav>[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text css=&#8221;&#8221;]<\/p>\n<h2>My Dental Assistant Asked for a Work Accommodation \u2014 What Are My Obligations?<\/h2>\n<p>By Jodi Schafer, SPHR, SHRM-SCP<br \/>\nHRM Services<\/p>\n<p><strong>Question:<\/strong> One of our dental assistants recently shared that she has a medical condition that makes it difficult for her to stand for long periods of time. She asked if we could adjust her schedule or provide equipment that would make her job easier. I want to support her, but I\u2019m also concerned about keeping the practice running smoothly and complying with the law. What are my obligations when an employee requests an accommodation of this type?[\/vc_column_text][vc_row_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text css=&#8221;.vc_custom_1761668367719{margin-bottom: 15px !important;}&#8221;]When an employee requests an accommodation for a disability, both federal and Michigan law come into play, and how you respond can have significant legal and practical implications.<\/p>\n<p>At the federal level, the Americans with Disabilities Act (\u201cAwDA\u201d) applies to employers with 15 or more employees. In Michigan, the Persons with Disabilities Civil Rights Act (\u201cPDCRA\u201d) applies broadly and covers employers with at least one employee. This means that even if your practice has fewer than 15 staff, you still have obligations under Michigan law.<\/p>\n<p>Both laws require you to provide a \u201creasonable accommodation\u201d to a qualified individual with a disability, unless doing so would create an undue hardship. In your case, an employee has made a request for accommodation based on her medical condition, so your next step is to engage in what\u2019s called the \u201cinteractive process.\u201d This is a good-faith conversation between you and your employee to explore:<\/p>\n<ul>\n<li>What her limitations are.<\/li>\n<li>What accommodations might help.<\/li>\n<li>Whether those accommodations are feasible without undue hardship.<\/li>\n<\/ul>\n<p>We advise asking for medical documentation to substantiate her request and aid you in this process. You want to ensure that any accommodation you consider complies with the restrictions indicated by her medical provider. As the employer, you make the final decision in which accommodation(s) you offer. It doesn\u2019t have to be the exact accommodation the employee is requesting, so long as the accommodation offered meets the need. Remember, the interactive process is ongoing, and it can sometimes take some back-and-forth to find a solution that works. Be sure to document your conversations and your attempts to provide reasonable accommodation.<\/p>\n<p>Examples of reasonable accommodations you might consider in this case include:[\/vc_column_text][\/vc_column_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_single_image image=&#8221;24478&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221; onclick=&#8221;custom_link&#8221; img_link_target=&#8221;_blank&#8221; css=&#8221;.vc_custom_1761668519863{margin-bottom: 15px !important;}&#8221; title=&#8221;\u2014 advertisement \u2014&#8221; link=&#8221;http:\/\/peaktransitions.com\/&#8221;][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner][vc_column_text css=&#8221;&#8221;]<\/p>\n<ul>\n<li>Providing a stool or adjustable chair for her to use when she needs a break from standing.<\/li>\n<li>Allowing flexibility in scheduling or breaks.<\/li>\n<li>Reassigning non-essential duties that would require her to be on her feet.<\/li>\n<li>Making ergonomic adjustments to equipment.<\/li>\n<\/ul>\n<p>The key is that the employee must still be able to perform the essential functions of the job, and accommodations cannot compromise patient care or safety standards.<\/p>\n<p>Often, the challenge with the accommodation process is determining whether the adjustment needed would pose an \u201cundue hardship\u201d for your practice. This is not a brightline test. Just because an accommodation may have some cost associated with it or may create an additional burden for the employer does not necessarily make it an undue hardship. You must consider whether or not the adjustment would create significant difficulty or expense relative to the size and resources of your practice. For a small dental office, a costly renovation may be unreasonable, but providing a stool or adjusting schedules likely would not be.<\/p>\n<p>Failing to engage in the interactive process or denying the request without considering alternatives can expose your practice to legal claims through the Michigan Department of Civil Rights under the PDCRA, or the Equal Employment Opportunity Commission under the AwDA. By approaching the situation with openness and consistency, you comply with the law while also supporting your staff in staying healthy and productive \u2014 which, of course, benefits both your practice and your patients.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row][vc_row disable_element=&#8221;yes&#8221;][vc_column][vc_column_text css=&#8221;&#8221;]<\/p>\n<h2>Maintaining Empathy and Respect When Performance Issues Occur<\/h2>\n<p>By Jodi Schafer, SPHR, SHRM-SCP<br \/>\nHRM Services<\/p>\n<p><strong>Question:<\/strong> Recently, we\u2019ve had to terminate an employee, and I\u2019m embarrassed to admit that the whole process didn\u2019t go well. My associate dentist was very frustrated with this team member and provided repeated correction to try to get her to change. I\u2019m worried that my associate provided the feedback very aggressively and really didn\u2019t provide enough support. What\u2019s done is done and the person has left, which is probably the best outcome. But I can\u2019t stop thinking that we could have handled things better. What advice do you have?[\/vc_column_text][vc_row_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text css=&#8221;.vc_custom_1758724769894{margin-bottom: 15px !important;}&#8221;]<strong>Answer: <\/strong>In the high-pressure environment of dental care, each team member contributes to both clinical excellence and the patient experience. When someone begins to struggle with performance or clashes with team culture, it can be a challenging moment for leadership. Whether the departure is a formal termination or the result of a tense, unspoken push-out, it\u2019s easy to shift focus once the person is gone. But for the individual who leaves, the emotional residue often lingers.<\/p>\n<p>The departing staff member will remember how they were treated \u2014 how voices shifted, how conversations went cold, and they may not even understand what they did wrong. What could have been an opportunity for professional growth or redirection may instead become a defining disappointment. That\u2019s why, even when parting ways, empathy and professionalism must remain front and center.<\/p>\n<p>To approach these situations with greater care and clarity, consider the following strategies:<\/p>\n<p><strong>Early intervention is key.<\/strong> Document specific incidents with dates, examples, and context. Schedule regular check-ins to provide timely feedback instead of waiting until frustrations build. Increase your skill and ability to provide direct feedback with care, so that you effectively communicate and can support necessary change and accountability.<\/p>\n<p><strong>Offer support before escalation.<\/strong> Engaging an underperforming employee doesn\u2019t mean jumping straight to discipline. Leaders can begin with open dialogue, such as \u201cWhat challenges are you facing with this task?\u201d This invites collaboration. Training refreshers, shadowing, or coaching sessions can help bridge knowledge gaps. Setting short-term goals provides clear expectations and accountability while giving the employee a fair chance to succeed.<\/p>\n<p><strong>Handle difficult conversations with empathy.<\/strong> When a conversation needs to turn serious, preparation matters. Choose a private and respectful setting. Speak with honesty, but care: \u201cI know this may be hard to hear, but my goal is to have a constructive discussion.\u201d Give the employee space to respond, and avoid steamrolling the exchange. Empathy doesn\u2019t dilute the message \u2014 it strengthens mutual understanding.[\/vc_column_text][\/vc_column_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_single_image image=&#8221;24065&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221; onclick=&#8221;custom_link&#8221; img_link_target=&#8221;_blank&#8221; css=&#8221;.vc_custom_1758724549254{margin-bottom: 15px !important;}&#8221; title=&#8221;\u2014 advertisement \u2014&#8221; link=&#8221;https:\/\/www.peaktransitions.com\/&#8221;][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner][vc_column_text css=&#8221;&#8221;]<strong>Exit with grace.<\/strong> Even if the decision to part ways has been made, the way it\u2019s delivered makes a lasting impression. Acknowledge the person\u2019s effort, even if it wasn\u2019t a perfect fit. Provide clarity around the next steps, such as pay, references, benefits, timelines. Craft a neutral announcement for the team to prevent speculation and ensure professionalism across the board.<\/p>\n<p><strong>Reflect and reset.<\/strong> Afterward, take time to debrief with the leadership team. What worked in this process? What could have been done differently? Revisit how your culture handles conflict. Leadership isn\u2019t just about difficult decisions, it\u2019s about showing values in action, especially during tense moments.<\/p>\n<p>In the end, a dental practice\u2019s reputation is shaped not just by its services but by how it treats people, especially in uncomfortable situations. Departures don\u2019t have to leave emotional bruises. Choose empathy, respect, and clarity. It\u2019s good for your brand, your team, and your conscience.<\/p>\n<p>Looking for more helpful HR advice? Download your free copy of Jodi Schafer\u2019s Most-Asked Human Resources Questions at <a href=\"https:\/\/store.michigandental.org\/product\/50-most-asked-human-resources-questions-digital\/\" target=\"_blank\" rel=\"noopener\">store.michigandental.org<\/a>.[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>[vc_row full_width=&#8221;stretch_row&#8221; css=&#8221;.vc_custom_1698696973333{margin-top: -40px !important;padding-top: 0px !important;padding-bottom: 20px !important;background-color: #009ba7 !important;}&#8221; el_class=&#8221;white-text&#8221;][vc_column][vc_column_text css=&#8221;&#8221;] Staff Matters Journal Column [\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text css=&#8221;&#8221;] My Dental Assistant Asked for a Work Accommodation \u2014 What Are My Obligations? By Jodi Schafer, SPHR, SHRM-SCP HRM Services Question: One of our dental assistants recently shared that she has a medical condition that makes [&hellip;]<\/p>\n","protected":false},"author":5,"featured_media":0,"parent":21409,"menu_order":8,"comment_status":"closed","ping_status":"closed","template":"page-template-full-width.php","meta":{"_acf_changed":false,"_seopress_robots_primary_cat":"","_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":"","protect_children":false,"footnotes":"","_links_to":"","_links_to_target":""},"class_list":["post-21431","page","type-page","status-publish","hentry"],"acf":[],"publishpress_future_action":{"enabled":false,"date":"2025-11-17 13:48:25","action":"change-status","newStatus":"draft","terms":[],"taxonomy":"","extraData":[]},"publishpress_future_workflow_manual_trigger":{"enabledWorkflows":[]},"_links":{"self":[{"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/pages\/21431","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/comments?post=21431"}],"version-history":[{"count":30,"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/pages\/21431\/revisions"}],"predecessor-version":[{"id":24629,"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/pages\/21431\/revisions\/24629"}],"up":[{"embeddable":true,"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/pages\/21409"}],"wp:attachment":[{"href":"https:\/\/www.michigandental.org\/wp-json\/wp\/v2\/media?parent=21431"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}