Employer Duty to Accommodate in Canada: A Practical Guide for 2026

The duty to accommodate is a central requirement under Canadian human rights law. It requires employers to adjust workplace rules, practices, or environments to support employees’ needs related to protected grounds such as disability, religion (creed), family status, and pregnancy, up to the point of undue hardship. 

In practice, accommodation is: 

• Individualized 
• Collaborative 
• Ongoing 

Because standards can vary slightly across jurisdictions, especially around family status, employers operating in multiple provinces should align policies with the most protective interpretation to reduce risk. 

What is the duty to accommodate? 

In plain language, the duty to accommodate means employers must make reasonable changes so employees who face barriers at work related to a protected ground can participate fully and equally at work. 

Failing to accommodate can lead to: 

• human rights complaints 
• damages and compensation orders 
• reputational harm 
• reduced morale and retention 

Common triggers for accommodation requests: 

• Disability (physical or mental health conditions) 
• Religion/creed (prayer breaks, holy days) 
• Family status (caregiving obligations) 
• Pregnancy (modified duties or scheduling) 

Legal foundations of the duty to accommodate 

Human rights protections in Canada come from federal and provincial/territorial human rights laws, which prohibit discrimination in employment. 

Protected grounds vary slightly by jurisdiction, but typically include: 

• disability 
• sex (including pregnancy) 
• religion/creed 
• family status 
• age 
• marital status 
• gender identity/expression (where codified) 

What employers must do 

Employers have both: 

• a procedural duty (proper process, serious investigation, good faith) 
• a substantive duty (meaningful accommodation that works) 

What employees must do 

Employees are expected to: 

• inform the employer of accommodation needs 
• provide reasonable supporting information where required (e.g., functional limitations) 
• cooperate in the process 

Accommodation must be case-by-case. There is no universal template. 

What accommodation looks like in practice 

Accommodation is meant to support dignity, integration, and full participation. Examples include: 

• Modified duties or schedules (reduced hours, transitional return-to-work) 
• Flexible work arrangements (remote work, shift swaps, modified start/end times) 
• Physical workplace adjustments (ergonomic tools, accessibility devices, software) 
• Leave/time-off accommodations (medical appointments, religious observances) 

Accommodations may be temporary (e.g., pregnancy-related restrictions) or permanent (e.g., chronic disabilities). 

Undue hardship: When accommodation has limits 

Employers must accommodate up to the point of undue hardship. The threshold for proving undue hardship is high, that the accommodation can involve real difficulty, cost, or inconvenience. Employers must show evidence, not assumptions. 

Common undue hardship factors include: 

• Cost (especially after considering subsidies or outside funding) 
• Health and safety risks 
• (In some jurisdictions) the impact on operations may be considered  

Best practices for the accommodation process 

To reduce risk and improve outcomes: 

• Respond promptly 
• Gather only the information needed (respect privacy) 
• Maintain confidentiality 
• Document steps taken and decisions made 
• Review and update accommodations as circumstances change 
• Train managers and build inclusive policies proactively 

Provincial differences in family status accommodation law 

Across Canada, human rights law protects employees from discrimination based on family status (such as childcare or eldercare responsibilities). But the way courts analyze these claims may differ by jurisdiction. The basic idea is the same everywhere that employers must reasonably accommodate family obligations. 

Key variations: 

In federal jurisdiction and BC: Employees often must “self-accommodate” (e.g., explore reasonable alternatives like childcare options) before the full employer duty engages. 

In Ontario, Alberta, and most other provinces: No strict self-accommodation requirement at the prima facie stage. Broader protection applies if substantial parental duties conflict with work. 

Undue hardship factors: Consistent (health/safety, cost, operations); some (e.g., Ontario) strictly limit to Code-prescribed elements and emphasize preventing barriers via inclusive design. 

Multi-province employers should tailor policies to the strictest jurisdiction. If you need guidance on managing employee family status accommodation, please call a Peninsula expert today at (1) 833 247-3652.   

Risks of non-compliance 

Failure to accommodate can result in: 

• human rights complaints 
• compensation for lost wages 
• damages for injury to dignity 
• legal costs and time 
• reputational harm 
• turnover and reduced morale 

Key takeaways for employers 

• Accommodation is a legal obligation, not optional. 
• The duty is ongoing and should be supported by proactive policies. 
• Documentation and good faith efforts are critical. 
• Undue hardship is difficult to prove and requires evidence. 
• Multi-province employers should align with the strictest standards. 

Need support with duty to accommodate compliance? 

Peninsula can help. Our qualified HR experts can provide tailored advice, policies, and support for Canadian employers. Call 1-833-247-3652 to learn more about how our services can help your business.  

Frequently Asked Questions (FAQs) 

What is the duty to accommodate? 

The obligation to adjust workplace practices for protected-ground-related needs, up to undue hardship. 

Which grounds trigger it most often? 

Disability, family status, religion/creed, and pregnancy. 

When can I claim undue hardship? 

Only when you can show objective evidence of excessive cost, serious safety concerns, or other legally recognized hardship factors. 

What if we operate across multiple provinces? 

Align policies with the most protective approach and train managers on jurisdictional differences.