From Wounded War

to Civilian Employe

A Workplace Reference Gu

for Managers and Supervis

Office of the Assistant Secretary o

(Manpower and Reserve Aff

March 2012
 

 

 

 

 

 

 

 

 

TABLE OF CONTENTS 

INTRODUCTION ......................................................................... 3 

THE DEPARTMENT OF THE NAVY’S COMMITMENT TO
	

EXECUTIVE ORDER 13548 – INCREASING FEDERAL
 

TRANSITION TO THE CIVILIAN WORKFORCE AND
 

EMPLOYMENT OF INDIVIDUALS WITH DISABILITIES..... 4
 

A TEAM EFFORT......................................................................... 5
 

COMMON COMBAT-RELATED DISABILITIES...................... 7
 

POST-TRAUMATIC STRESS DISORDER (PTSD).................... 8
 

TRAUMATIC BRAIN INJURY (TBI)........................................ 11
 

SUICIDE PREVENTION AND RESPONSE.............................. 13
 

ETIQUETTE FOR THE WORKFORCE..................................... 16
 

HANDLING LEAVE REQUESTS.............................................. 18
 

RETENTION STRATEGIES....................................................... 20
 

WORKPLACE ACCOMMODATIONS...................................... 22
 

ADDITIONAL RESOURCES FOR EMPLOYERS.................... 24
 

ADDITIONAL RESOURCES FOR EMPLOYEES.................... 26
 

“We, as a nation, have no higher obligation than to care for our 

Wounded Warriors who have sacrificed so much to 

serve our nation."
 

~ Robert Work, Under Secretary of the Navy
 

Department of the Navy 1
Department of the Navy 2 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Introduction 

Medical advances have allowed combat wounded service members to 

obtain medical treatment faster and closer to the point of injury which 

has resulted in increased survival rates for our servicemen and women. 

This means more men and women are returning home, and some are 

returning with disabilities. Many are reintegrating to civilian life and 

seeking employment. Some are living with visible and invisible 

wounds due to the unconventional nature of our current conflicts. 

Today, employers are looking for individuals who are mission- and 

team-oriented leaders with a variety of skills and experience gained 

from their military service. Our veterans bring this to the civilian 

workplace. This quick reference guide for employers, managers, and 

supervisors provides information on how to successfully support 

veterans who have transitioned to the civilian workplace. Specific areas 

addressed in this guide include the Department of the Navy’s (DON) 

commitment to individuals with disabilities and Wounded Warriors, as 

well as Post-traumatic Stress Disorder (PTSD), Traumatic Brain Injury 

(TBI), suicide prevention and response, disability etiquette for the 

workforce, handling leave requests, retention strategies, workplace 

accommodations, and additional resources. 

Equality of opportunity is recognized as an essential element of 

readiness and is vital in retaining a top-quality workforce in order to 

accomplish the DON’s strategic mission. DON’s policy is to provide 

reasonable accommodation to qualified employees and applicants with 

disabilities. An effective reasonable accommodation policy is an 

important aspect of DON’s commitment to create employment 

opportunities for individuals with disabilities. 

“Wounded Warriors are, by definition, tenacious and resilient. 

They are leaders and doers.” 

~ Juan Garcia, Assistant Secretary of the Navy 

(Manpower and Reserve Affairs) 

Department of the Navy 3 
 

 

 

 

 

 

 

 

 

 

 

 

 

The Department of the Navy’s Commitment 

to Executive Order 13548 – Increasing 

Federal Employment of Individuals with 

Disabilities 

There are approximately 54 million Americans living with 

disabilities. There are currently more than 13,000 DON employees 

who have self- identified as having a disability. The DON is committed 

to meeting the goals of Executive Order 13548, Increasing Federal 

Employment of Individuals with Disabilities by implementing efforts to 

increase recruitment, hiring, and retention of individuals with 

disabilities. Part of the DON’s commitment to increasing employment 

of individuals with disabilities, includes hiring of our Wounded 

Warriors. 

“The word is out there. NAVSEA is serious about hiring, training, and 

developing Wounded Warriors, and providing them with careers, and 

not just jobs.” 

~ Vice Admiral Kevin McCoy, USN, Commander, 

Naval Sea Systems Command 

Department of the Navy 4
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

A Team Effort 

Employers and employees both benefit from a work environment that 

facilitates the retention of all skilled and qualified workers. It takes a 

team to make this happen and you have DON resources available to 

assist you which include: 

Human Resources Office (HRO) 

Your HRO provides advisory services (e.g., Equal Employment 

Opportunity, labor and employee relations, recruitment and staffing, 

and strategic recruitment planning). 

EEO Program 

It is DON policy to ensure equality of opportunity in employment for 

all employees and applicants. Your servicing EEO Office can provide 

you advice and guidance on ensuring equality of employment, to 

include information of your role as a supervisor or manager in the DON 

EEO program, the reasonable accommodations process, ensuring 

accessibility for individuals with disabilities, and proactive prevention 

of discrimination. 

Employee Relations 

Employee relations representatives assist in maintaining employeremployee relationships that contribute to job satisfaction, increased 

productivity, motivation, and morale. Employee relations practitioners 

also provide advice and guidance to supervisors on how to address poor 

performance and employee misconduct. Due to the complexity of 

performance management requirements and potential misconduct issues 

(progressive discipline and procedural due process), please seek advice 

and guidance from employee relations representatives. If the issue 

involves rights under the EEO statutes, please contact the EEO Office. 

Civilian Employee Assistance Program (CEAP) 

CEAP offers professional help with assessing a problem, providing 

short-term counseling, and referring civilian employees to other 

specialized professionals. Other types of personal issues which may 

adversely impact employee performance and/or conduct that would 

benefit from a CEAP referral include adoption, aging, anxiety, child 

care, depression, eating disorders, elder care, financial concerns, 

gambling, grief and loss, legal concerns, marital issues, medical 

problems, money management, parenting, psychiatric disorders, 

relationship difficulties, stress, etc. 

Department of the Navy 5 
 

 

 

 

 

It is DON policy to offer assistance to employees with personal issues 

which have or may have an adverse impact on job performance and/or 

conduct. Such issues include those relating to family matters, misusing 

drugs and/or alcohol, surviving traumatic events, etc. When feasible 

the CEAP may also be extended to family members of civilian 

employees. 

Department of the Navy 6 
 

 

 

 

 

 

 

 

 

Transition to the Civilian Workforce and 

Common Combat-related Disabilities 

Service members have experienced increased survival rates; yet, many 

are returning with physical and psychological disabilities. 

Some physical disabilities that are common to combat exposed veterans 

may include: gunshot wounds, burns, amputations, paralysis, blast 

injuries and sensory impairments (e.g., hearing and sight). 

Some hidden disabilities may include: Post-traumatic Stress Disorder 

(PTSD) and Traumatic Brain Injury (TBI). 

The DON is committed to supporting individuals with disabilities, 

which includes both disabled veterans and Wounded Warriors. The 

DON has implemented an effective reasonable accommodation policy 

which can be located at the following website: http:// 

www.public.navy.mil/donhr/eeo/ResourceLibrary/Pages/ 

InstructionsandGuidance.aspx 

Creating a supportive and conducive workplace environment promotes 

inclusive practices. 

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Post-Traumatic Stress Disorder (PTSD) 

Post-traumatic stress disorder (PTSD) can occur after someone 

experiences or observes a traumatic event such as: 

 Combat  Sexual/physical assault 

 Child abuse  Serious accident 

 Terrorist attack  Natural disaster 

Many Americans have experienced or witnessed a traumatic event and, 

as a result, will present some stress-related reactions. More than half 

of men and women will experience at least one traumatic event during 

their lifetime. Of those who do, more than 10% will develop PTSD. 

For some events, such as combat and sexual assault, the numbers 

affected by PTSD are greater.1 

Traumatic events create changes in the brain that may result in PTSD. 

Most people who go through a traumatic event have some symptoms; 

yet only some will develop PTSD. While it isn't clear why some 

people develop PTSD and others don't, most people who develop 

PTSD get better at some time. 

It is important to understand that individuals living with PTSD may 

have different symptoms. Treatment, reasonable accommodations, and 

recovery will vary according to the unique circumstances of the 

individual. 

PTSD typically manifests in the following four types of symptoms: 

 Re-experiencing and recollections of the event 

Nightmares, flashbacks, intrusive thoughts 

 Fear and avoidance behavior 

Family and social withdrawal, isolation, social pho­bias 

 Numbing and emotional distancing 

Can’t express feelings, avoiding memories, hard to remember or 

talk about trauma, emotional withdrawal, avoidance of 

relationships, and lack of interest 

 Agitated state of constant wakefulness and alertness 

Hyper-vigilant behavior, sudden startle, distrust, anger, irritability 

and poor concentration 

1 The National Center for PTSD, U.S. Department of Veterans Affairs. 

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PTSD symptoms can be triggered by various sights, sounds, people, 

places and things. Understanding and being able to identify potential 

triggers can help supervisors and mentors create a more comfortable 

work environment for the Wounded Warrior. 

PTSD – What To Do: 

		 Supervisors should create a supportive environment that 

encourages employee wellness and is receptive to the needs of all 

employees. 

 Ensure all employees are aware of the reasonable accommodation 

procedures. 

 If a supervisor believes that the employee is experiencing a workrelated issue, engage in a conversation with the employee to 

determine what needs to be done to improve performance or 

conduct. 

Who to Contact: 

1.	 Consult your Civilian Employee Assistance Program (CEAP) with 

PTSD related questions.2 

2.	 A reasonable accommodation may be required to assist a qualified 

individual with a disability to perform the essential functions of 

their position. Generally speaking, an employee must request a 

reasonable accommodation.3 Each person's need for a reasonable 

accommodation must be assessed individually as PTSD symptoms 

may manifest differently in different people. Please contact your 

2 In consulting with the CEAP representative, please ensure that confidential medical 

information, to include the fact that an individual has a disability is not disclosed. The 

American with Disabilities Act prohibits the disclosure of medical information of all 

employees, whether or not they are an individual with a disability, except in certain limited 

situations, which do not include the disclosure to CEAP representatives for informational 

purpose unrelated to an active reasonable accommodation request. The fact that an employee 

is receiving a reasonable accommodation must also not be disclosed because such a 

disclosure amounts to a disclosure that the individual has a disability. 

3

A reasonable accommodation request occurs when an employee or applicant or his/her 

representative lets the employer know that he/she needs an adjustment or change at work 

related to a medical condition. The request does not have to contain any magic words such 

as, reasonable accommodation, American with Disabilities Act, or Rehabilitation Act. The 

request can be in plain English and it is not required to be in writing. Examples of statement 

that trigger a reasonable accommodation discussion include an employee stating, ―I am 

having trouble getting to work at my scheduled starting time because of medication I am 

taking,‖ or ―I need two weeks off to get medical treatment for a back problem.‖ A statement 

from an employee saying they need a new chair because their current chair is uncomfortable 

is not a reasonable accommodation request because the employee did not link the need for a 

new chair to a medical condition. 

Department of the Navy 9
 

 

 

 

 

 

 

Equal Employment Officer (EEO) or Human Resource (HR) office for 

questions concerning reasonable accommodation. It is important to 

note that a person with a disability is still required and d e s i r e s t o 

perform the essential functions of their position. 

3.	 Additional resources: 

○ The Federal Occupational Health’s Employee Assistance 

Program (EAP) is available 7 days a week, 24 hours a 

day, 800-222-0364 or 888-262-7848 (TTY). 

○		 America’s Heroes At Work – a U.S. Department of Labor 

(DOL) project that addresses the employment challenges 

of returning Service members and veterans living with 

and/or 

www.americasheroesatwork.gov. 

○		 Job Accommodation Network – Accommodation and 

Compliance Series: Employees with Post-traumatic Stress 

Disorder www.askjan.org 

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Traumatic Brain Injury (TBI) 

Traumatic Brain Injury (TBI) occurs when a sudden trauma causes 

damage to the brain. TBI can result when the head suddenly and 

violently hits an object, or when an object pierces the skull and enters 

brain tissue. TBI is a serious public health problem in the United 

States. Recent data shows that, on average, approximately 1.7 million 

people sustain a traumatic brain injury annually. 

TBI Symptoms can be physical, cognitive, or psychological and 

behavioral. Symptoms of a TBI can be mild, moderate, or severe, 

depending on the extent of the damage to the brain. 

Mild TBI: 

A person with a mild TBI may remain conscious or may experience a 

loss of consciousness for a few seconds or minutes. Other symptoms of 

mild TBI include headache, confusion, lightheadedness, dizziness, 

blurred vision or tired eyes, ringing in the ears, bad taste in the mouth, 

fatigue or lethargy, a change in sleep patterns, behavioral or mood 

changes, and trouble with memory, concentration, attention, or 

thinking. 

Moderate or Severe TBI: 

TBI symptoms are not limited to veterans and no two cases are exactly 

alike. A person with a moderate or severe TBI may show the similar 

symptoms listed under Mild TBI, but they may also have a headache 

that gets worse or does not go away, repeated vomiting or nausea, 

convulsions or seizures, an inability to awaken from sleep, dilation of 

one or both pupils of the eyes, slurred speech, weakness or numbness in 

the extremities, loss of coordination, and increased confusion, 

restlessness, or agitation. 

TBI – What To Do: 

		 Offer written rather than verbal instruction to mitigate memory 

problems for those who have trouble with memory. 

		 Be patient, flexible and supportive of the employee’s condition. 

4

National Institute of Neurological Disorders and Stroke, National Institutes of Health.
 5

Centers for Disease Control and Prevention, National Center for Injury Prevention and
 

Control.
 6

National Institute of Neurological Disorders and Stroke, National Institutes of Health.
 7

National Institute of Neurological Disorders and Stroke, National Institutes of Health.
 

Department of the Navy 11 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Who to Contact: 

1.	 If you believe an employee is experiencing a work-related issue, 

engage in a conversation with the employee to determine what 

needs to be done to improve performance or conduct. During the 

conversation an employee may request a reasonable 

accommodation. If a request is made, the supervisor must engage 

in a discussion with the employee. Like many disabilities, TBI can 

impact individuals differently and each employee’s need for 

reasonable accommodation must be individually assessed. For 

assistance please contact your EEO or HR office.8 

2.	 Contact your CEAP for questions or more information on TBI. 

3.	 Additional resource: 

○ America’s Heroes At Work – a U.S. Department of Labor 

(DOL) project that addresses the employment challenges of 

returning Service Members and Veterans living with 

and/or 

designed for employers www.americasheroesatwork.gov 

8 The conversation must be limited to the work related concerns, and unless the employee 

raises disability related issues and requests a reasonable accommodation the supervisor must 

avoid making disability related inquires. The Americans with Disabilities Act limits an 

employer’s ability to make disability related inquiries depending on the stage of 

employment. Disabilities or medical examinations of employees are limited to inquires and 

examinations that are job related and consistent with business. A disability related inquiry is 

any question that is likely to elicit information about a disability. Please consult your EEO or 

HR Office for guidance on disability related performance or conduct concerns. 

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Suicide Prevention and Response 

The Department of Defense (DoD) and the DON takes the issue of 

suicide very seriously and is actively working to reduce the number of 

suicides. Suicidal thoughts expressed by employees must be taken 

seriously by all supervisors, mentors, and peers. 

When service members transition from the military into civilian life, 

they may lose what the service provides: purpose, focus, achievement, 

responsibility, the sense of belonging and usefulness. The transition 

from military to civilian can be extremely difficult and stressful for 

some veterans. Adjusting to a civilian work environment from the 

military for a veteran can be challenging if the civilian job does not 

provide structure, support or meaning. A transitioning veteran can feel 

alienated in their new working environment, where people may not 

seem to understand the difficulties military members faced or the 

challenges they endured. Do not assume that all returning veterans 

suffer from mental health issues. 

It is important that supervisors and co-workers be familiar with how to 

identify the signs and stressors in order to help those around them who 

may be having difficulty. Awareness, understanding, and early 

recognition can help prevent many of these tragic occurrences. 

Factors that may lead to suicidal ideas: 

 Family and relationship crisis 

 Financial crisis 

 Losing valuable possessions (car, house, etc) 

 Self-esteem issues and lack of self-worth 

 Downward spiral of lifestyle and personal changes 

 Feelings of abandonment, lack of social concern and 

isolation 

 Drug and alcohol influences 

 Feelings of ridicule and humiliation 

 Coping with new physical appearance (burns, prosthetics, 

etc.) 

Signs of possible suicidal thoughts may include: 

 Discussions of a death wish or referring to death as a relief 

 Social withdrawal and feelings of hopelessness 

 Doing abnormally risky things (driving recklessly) 

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 Saying ―goodbye‖ as if never to see people again 

 Giving away precious belongings 

 Consistent exhibitions of crying, sadness and self-loathing 

 Anarchistic behavior and showing apathy towards authority 

and consequences 

 Loss of zest for life and the future, along with deep 

depression-like symptoms 

Responding to the Warning Sign 

You should respond to warning signs that a veteran may be thinking of 

suicide. If you are comfortable speaking with this person, you should 

ask the difficult questions that can help you understand that person's 

state-of-mind and intentions. Don't be afraid to approach the issue 

directly and just ask: 

"Are you thinking of harming yourself?" 

If their response gives any indication that they have been considering 

suicide or having suicidal thoughts, ask them to find help immediately. 

Offer to accompany them to your Civilian Employee Assistance 

Program (CEAP) who will make an appointment with a counselor and/ 

or alert your building security officer. If your agency does not have a 

CEAP, offer to help them find another source of mental health 

counseling. 

If the veteran has expressed thoughts of suicide and you think the 

veteran is in immediate danger, do not leave him or her alone until you 

have found help. This may require mobilizing other co-workers or the 

person's friends or family. If a crisis seems imminent, accompany your 

co-worker to an emergency room or community mental health crisis 

center. If your co-worker is unwilling to seek help or is uncooperative 

or combative, call 9-1-1 or 1-800-273-TALK (8255). Tell the 

dispatcher that you are concerned that the person with you "is a danger 

to themselves," or "they cannot take care of themselves." These phrases 

will alert the dispatcher that there is an immediate threat. Do not 

hesitate to make such a call if you suspect someone may be on the 

verge of harming him or herself. 

One thing that our service men and women are not always good at is 

reaching out for help — a strong and supportive community can ease 

the transition for all veterans, as can ensuring that veterans are aware of 

the appropriate resources. 

Department of the Navy 14 
 

 

 

 

 

 

 

 

Know where to get help: 

National Suicide Prevention Lifeline 

www.suicidepreventionlifeline.org/ 

 1-800-273-Talk (8255) 

 Select option 1 for veteran.
 

 If you are in a medical emergency or suicidal crisis and you 

cannot connect, please call 911. 

Here are some tips to remember: ACT 

ASK - CARE - TREAT 

 ASK if someone is depressed and is thinking about suicide. 

 Let them know you CARE. 

 Get them assistance (TREATment) as soon as possible. 

Other resources to consider: 

National Suicide Prevention Lifeline 

 U.S. Department of Veterans Affairs at www.mentalhealth.va.gov 

 Visit the Veterans Crisis Hotline at www.VeteransCrisisLine.net 

 Commanding Officer's Suicide Prevention and Response 

http://www.public.navy.mil/bupers-npc/support/suicide_prevention/ 

Documents/Suicide%20Prevention%20Toolbox%2016May.pdf 

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Etiquette for the Workforce 

Supervisors should promote an environment of understanding, the 

respectful and equal treatment of people with disabilities, and 

inclusiveness in the workplace. The DON is committed to building a 

diverse workforce in an inclusive environment. Below are some 

measures which can be shared with your workforce. 

Staff Education 

		 Encourage staff to be familiar with programs, services and 

resources in case they are interested in learning more – consider 

inviting your EEO advisor to a staff meeting 

 Learn and practice proper etiquette toward persons with 

disabilities
 

 Emphasize respect and inclusive work practices
 

 Do not tolerate offensive jokes and remarks
 

		 Honor disability-related infrastructure norms (e.g. parking 

spaces and toilet stalls, which are specifically designated for 

persons with disabilities) 

Workplace Conduct - General 

		 Treat a person with a disability like any other employee; 

introduce them by name, not by status (i.e. Wounded Warrior, 

Veteran, or Disabled); 

 Remember to keep all disabilities confidential 

 Do not assume that because the person has a disability they 

need help; a person with a disability will often communicate 

when he/she needs help — if he/she does want help, ask before 

you act 

 Do not make assumptions about the activities the person can 

perform 

 Always announce yourself when approaching someone; avoid 

sneaking up on them 

 Always shake hands; don’t shy away from a prosthetic hand 

 Avoid staring or looking away while speaking with an amputee 

or burn victim 

		 Do not pet or feed someone’s service dog 

Workplace Conduct - Mobility Issues 

		 Ensure the workplace is accessible 

		 Keep wheelchair ramps unblocked 

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 Do not push someone’s wheelchair without permission 

 Do not move someone’s crutches or cane without permission 

 Sit down when speaking for more than a few minute with a 

person who uses a wheel chair so you are at eye level 

Workplace Conduct -Sight Impaired 

		 Identify yourself before you make physical contact with the 

person 

 Offer assistance rather than pulling someone’s hand or arm 

 Walk on opposite side of guide dog and do not touch a person’s 

dog or walking cane 

 If you are leaving a person who is blind, inform him/her you 

are leaving 

 If serving food, use clockwise positions to describe food 

Workplace Conduct – Hearing Impaired 

 Look directly at the person when you are speaking as they may 

prefer to lip read 

 Use normal tone of voice, do not shout 

 Speak directly to the person with a disability, not their 

interpreter 

Additional information can be found in the Job Accommodation 

Network http://askjan.org . 

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Handling Leave Requests 

Approval of leave, even leave without pay, is non-discretionary when 

leave is required for medical treatment of service connected illness or 

injury.9 While employees are required to follow command procedures 

for requesting leave and can be disciplined for failing to do so, they 

cannot be denied leave for service connected illness and appointments 

regardless of whether the leave was appropriately requested or not. If a 

veteran employee needs to attend a service connected medical 

appointment, ask the person to provide as much advance notice as 

possible. Veterans, as other employees, are equally accountable for 

adhering to rules and behavior expectations. Established DON policy 

related to disciplinary actions is that discipline must not be punitive;10 

it should serve as a deterrent to unacceptable conduct or behavior and 

for correction of other situations that interfere with effective operations. 

The DON encourages employees to live healthy lives and maintain 

balance in their family and worklife. It is DON policy to provide safe 

and comfortable work environment for employees to excel at their 

chosen occupations, unimpeded by factors that divert their attention 

from the mission. 

9 Executive Order 5396 Special Leaves of Absence to be Given Disabled Veterans in Need of 

Medical Treatment, 17 July 1930 

10 SECNAVINST12752.1 

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If a veteran or employee is experiencing difficulty with tardiness or 

absenteeism in the workplace, the supervisor should speak with the 

employee to understand the contributing circumstances. In some 

instances it is appropriate and beneficial for a supervisor to involve an 

appropriate representative when discussing absenteeism and tardiness. 

For example: 

		 If the leave requested is related to a service connected injury or 

disability and the employee requests a reasonable 

accommodation, it is appropriate to involve an EEO 

representative to discuss reasonable accommodation. 

Supervisors must follow the DON reasonable accommodation 

procedures found in the Civilian Human Resource Manual 

(CHRM), subchapter 1606. 

		 If a disciplinary action needs to be taken due to absenteeism by 

the employee, contact an Employee Relations Representative 

for advice related to employee rights. The Family and Medical 

Leave Act and other correlated acts may require that employers 

provide employee with written notification of entitlement to 

certain rights available to them under a statue. It may also be 

beneficial to involve your CEAP representative. 

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Retention Strategies 

Inclusive, fair and flexible practices, along with various workplace 

accommodation strategies can serve to enhance retention and mitigate 

chronic absenteeism. 

Become a Model Employer of People with Disabilities 

The President directed agencies to make the Federal government the 

model employer of people with disabilities. By becoming a model 

employer, agencies will also improve their retention of people with 

disabilities. Currently, people with disabilities/targeted disabilities leave 

the Federal government at three times the rate of those without a 

disability. Retention is essential in order to receive the most return on 

your investment when identifying and hiring qualified people with 

disabilities. Agencies should use the strategies and actions listed in this 

section to create an accessible, positive, and welcoming environment 

for job applicants and employees with disabilities. 

		 Strive to make every aspect of the agency employment 

experience accessible to people with disabilities. This 

includes facilities, programs, technology, websites, and 

the benefits and privileges of employment. 

		 Ensure all employees, including employees with 

disabilities, are provided training opportunities 

throughout their careers to ensure they can perform the 

essential functions of their position. 

		 Use and publicize workplace flexibility strategies such 

as telework, flexi-place, and flextime, including the 

availability of these flexibilities for people requiring 

reasonable accommodations, to enhance employment 

opportunities for individuals with disabilities. 

		 As a means of helping injured and ill employees return 

to work, engage in an interactive process to determine 

the availability and appropriateness of reasonable 

accommodations. Such accommodations could include 

but are not limited to telework, temporary light duty 

assignments, and job reassignment. 

11Model Strategies for Recruitment and Hiring of People with Disabilities as Required Under 

Executive Order13548.http://www.chcoc.gov/transmittals/TransmittalDetails.aspx? 

TransmittalID=3228#Attachment1 

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		 Share your successful approaches and best practices for 

retaining people with disabilities with your HR Office and/or 

EEO Office so that others may benefit from this information.12 

Telework 

		 The Federal government is a leader in the use of innovative 

workplace flexibilities, including telework. Flexible work 

arrangements, such as alternative work schedules, telework, 

and various leave programs, give Federal employees more 

control over when and where they can accomplish their best 

work. They enable employees to meet their responsibilities 

at and away from work, while also helping organizations 

attract and retain a committed, effective workforce. 

12Model Strategies for Recruitment and Hiring of People with Disabilities as Required Under 

ExecutiveOrder13548.http://www.chcoc.gov/transmittals/TransmittalDetails.aspx? 

TransmittalID=3228#Attachment1 

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Workplace Accommodations 

Wounded Warriors, as with other employees with disabilities, may need 

to be accommodated in the workplace so they can perform the essential 

functions of their jobs. It is the policy of the DON for all military and 

civilian supervisors and employees to make every effort to provide 

reasonable accommodations to qualified individuals and applicants with 

disabilities unless to do so would create an undue hardship. 

What is a reasonable accommodation? 

An accommodation is any change in the work environment or in the 

way things are customarily done that enables an individual with a 

disability to enjoy equal employment opportunity. Reasonable 

accommodation may include modifications or adjustments to the 

application process or modifications or adjustments to the work 

environment that will enable a qualified employee with a disability to 

perform essential functions of their job. Employers are also required to 

provide reasonable accommodations so that employees with disabilities 

can enjoy the ―benefits and privileges of employment‖ equal to 

similarly situated employees such as access to credit unions, cafeterias, 

gyms, auditoriums, and command sponsored events and socials 

functions. 

What do I do if I believe an employee is making a reasonable 

accommodation request? 

Ask the employee if he/she is requesting a reasonable accommodation. 

If the employee says no, the agency has met it obligation. If the 

employee says yes, you must engage in a conversation with the 

employee to make an informed decision about the request. If the 

individual’s disability is not obvious, you may need to ask questions 

concerning the nature of the disability and his/her functional limitations 

in order to identify an effective accommodation. Seek assistance from 

your Equal Employment Opportunity Office (EEO) or Human 

Resources (HR) Office to ensure the reasonable accommodation request 

is processed properly. DON policies and procedures regarding 

reasonable accommodations are listed below and can be found at the 

following website: 

www.public.navy.mil/donhr/eeo/ResourceLibrary/Pages/ 

InstructionsandGuidance.aspx 

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 Civilian Human Resources Manual, Subchapter 1606 – Procedures 

for Processing Requests for Reasonable Accommodations. 

 Guide for Processing Reasonable Accommodation Requests. 

 Guidance and Advisory Memorandum # 86 – Reassignment as a 

Reasonable Accommodation. 

How quickly must a reasonable accommodation be provided? 

DON policy requires a decision to provide a reasonable accommodation 

to be made within 30 calendar days of the request being made. An 

unnecessary delay can result in a violation of the Rehabilitation Act. 

Department of the Navy 23 
 

 

 

 

 

 

 

 

 

 

 

 

Additional Resources for Employers 

Web Resources: 

		 People With Disabilities in the Federal Government: An 

Employment Guide www.opm.gov/disability/text_files/ 

Employment_Guide.PDF 

		 Increasing Disability Employment in the Federal Government: A 

Toolkit for Federal Agencies on Implementing Executive Order 

13548 www.dol.gov/odep/federal-hire 

		 Feds Hire Vets (one-stop resource for Federal veteran employment 

information) www.fedshirevets.gov 

		 America’s Heroes At Work (U.S. Department of Labor (DOL) 

project that addresses the employment challenges of returning 

Service Members and Veterans living with Traumatic Brain 

Injury (TBI) and/or Post-Traumatic Stress Disorder (PTSD)) 

www.americasheroesatwork.gov 

		 National Resource Directory www.nrd.gov 

		 Transition Assistance Guide www.turbotap.org 

 Employer Assistance and Resource Network (EARN): Helping 

Employers Hire and Retain People with Disabilities 

www.askearn.org 

 PTSD Resources: www.ncptsd.va.gov
 

 War-Related Illness and Injury Study Centers (WRIISCs):
 

www.vethealth.cio.med.va.gov/WRIISC.htm 

 Alcohol and Drug Abuse Resources: www.nida.nih.gov/medstaff 

Reasonable Accommodations Resources: 

		 Your HR and EEO representative serve as a primary resource for 

workplace accommodations. 

Department of the Navy 24
 

 

 

 

 

 Equal Employment Opportunity Commission’s (EEOC) Enforcement Guidance: Reasonable Accommodation and Undue Hardship 

Under the ADA http://www.eeoc.gov/policy/docs/ 

accommodation.html 

 EEOC Guidance: Veterans with Service Connected Disabilities and 

the Americans with Disabilities Act‖ A Guide for Employers: 

http://www.eeoc.gov/facts/veterans-disabilities-employers.html 

 Computer/Electronics Accommodations Program (CAP) 

http://www.cap.mil / 703-681-8813 

 Job Accommodation Network 

http://askjan.org/ / 800-526-7234 

Department of the Navy 25 
 

 

 

 

 

 

 

 

 

 

Additional Resources for Employees 

 Alcoholics Anonymous www.aa.org / 212-870-3400 

 Center for Disease Control www.cdc.gov/ /1-800-232-4636 

 Deployment Health Clinical Center www.pdhealth.mil 

/1-800-796-9699 

 E-Benefits https://www.ebenefits.va.gov /1-800-983-0937 

 Education (GI Bill) www.gibill.va.gov /1-888-GIBILL1 (442-4551) 

 Health Care Benefits www.va.gov/health/ /1-877-222-VETS (8387) 

 Life Insurance www.insurance.va.gov /1-800-669-8477 

 National Institute of Mental Health Information Center 

www.nimh.nih.gov 1-866-615-6464 

 National Resource Directory www.nrd.gov 

 TRICARE Customer Service www.tricare.mil 1-800-600-9332 

 VA Benefits www.vba.va.gov/VBA/ /1-800-827-1000 

		 VA Suicide Prevention Hotline www.veteranscrisisline.net / 

1-800-273-TALK (8255) / 1-888-SUICIDE (784-8200) 

 www.vetcenter.va.gov 

 National AIDS Hotline www.cdc.gov/hiv / 800-822-7422 

 Telecommunication Devices for the Deaf (TDD) 800-829-4833 

 VA National Center for PTSD www.ptsd.va.gov / 802-296-6300 

Department of the Navy 26