Lighthouse HR Support

The ADA Interactive Process is more than a compliance requirement — it’s an opportunity to create a workplace culture built on communication, fairness, and inclusion.
A successful interactive process should include:

✔️ Accommodation Determination – Open dialogue should help identify reasonable accommodations once workplace barriers are ascertained.

✔️ Respond Quickly – Delays can be viewed as bad-faith participation and may create potential ADA compliance issues.

✔️ Counter-Offer When Needed – If a requested accommodation creates undue hardship, employers can propose an alternative and seek approval from the employee’s healthcare provider. (*NOTE - The company may provide an alternative even if the original request does not cause undue hardship. For example, if the original request isn’t best for the business and there is an alternative that would also meet the accommodations listed by the provider, the company may counter with the alternative.)

✔️ “Yes,” or Nothing – If the employee declines a reasonable accommodation that has been approved by their healthcare provider, the interactive process should continue while the employer and employee explore all remaining effective options. If no mutually acceptable accommodation can be identified, the employer may then evaluate other appropriate next steps, which could include a temporary leave of absence, reassignment to a vacant position, or separation from employment, consistent with applicable law.

✔️ DOCUMENT EVERYTHING – Maintain records from the initial request through the final determination, including accommodations offered, approved, implemented, denied, or declined.

The interactive process works best when employers focus on collaboration, consistency, and documentation every step of the way.

For more information on this and other topics, contact us at https://www.lighthousehrs.net

For my HR and business leader network—this is one to have on your radar.

Colorado Legislature passed Senate Bill (SB) 24-205, a law regulating how AI can be used in decisions that directly impact people (like hiring, promotions, lending, housing, and healthcare). And while it’s a Colorado law, it’s a strong signal of what’s coming nationally.

At its core, the law is focused on preventing algorithmic discrimination—when AI unintentionally (or intentionally) treats people unfairly based on protected characteristics.

From an HR and compliance standpoint, this is a big shift.

Here’s what it means in practice:
🔹 Using AI in hiring or employment decisions? You’ll need to evaluate whether those tools could introduce bias—and document what you’re doing about it.
🔹 Relying on vendors? You’re still responsible. You’ll need transparency into how those tools work and what risks exist.
🔹 No more “black box” decisions. Employers must notify candidates/employees when AI is being used in meaningful decisions.
🔹 Ongoing monitoring is expected. This isn’t a one-time check-the-box exercise—it requires continuous review and risk management.

The law went into effect February 1, 2026.

As an HR consulting firm working with multi-state employers, we’re already helping clients:
✔ Evaluate AI tool information used in recruiting and HR processes
✔ Build compliant policies and documentation
✔ Partner with legal teams to reduce risk exposure
AI can absolutely improve efficiency—but without the right safeguards, it can also create significant legal and reputational risk.

If your organization is using (or considering using) AI in employment decisions, now is the time to get a hold of it.

Have you started reviewing your AI tools yet?