So, you're asking, how long can a reasonable accommodation last? It's one of those questions that sounds simple but quickly gets tangled in legal jargon, medical updates, and plain old workplace reality. I've seen HR managers scratch their heads over this, and employees get anxious wondering if the support they rely on will vanish overnight. The short, unsatisfying answer is: it depends. But let's unpack that. The real answer lies in understanding that a reasonable accommodation isn't a one-size-fits-all lifetime guarantee, nor is it a temporary band-aid with a strict expiration date. It's a dynamic part of the interactive process, and its duration is tied directly to its purpose, the individual's needs, and whether it's still, well, reasonable.

Think of it like this. If an employee breaks their arm, a temporary ergonomic setup might be the accommodation. It has a natural end point—when the cast comes off. But if an employee has a chronic visual impairment, the screen reader software they use is likely needed indefinitely. The core principle from the U.S. Equal Employment Opportunity Commission (EEOC) is that an accommodation should be provided for as long as the disability-related limitation that necessitates it persists. The moment you try to pin down a universal timeline, you'll find exceptions.

That's the heart of it. The question of how long a reasonable accommodation can last forces us to look at the why behind the accommodation. Let's ditch the vague answers and get into the specifics that actually determine the timeline.

What Actually Determines the Timeline of an Accommodation?

You can't just pull a number out of a hat. Several concrete factors come into play, and ignoring any of them is asking for trouble—either for the employee who needs support or for the employer facing a potential discrimination claim.

The Nature of the Disability and Limitation

This is the biggest driver. Is the condition temporary, long-term, episodic, or permanent? A temporary limitation (post-surgery recovery, a broken limb, a short-term medical treatment) naturally suggests a temporary accommodation. The EEOC is clear on this. The accommodation should generally last as long as the temporary impairment causes substantial limitations. Once the employee is healed, the accommodation typically ends. No need for a formal review; it's tied to a medical prognosis.

For chronic or permanent conditions (like deafness, paralysis, major depressive disorder, diabetes), the accommodation is often long-term or indefinite. The limitation isn't going away, so the tool or adjustment that mitigates it shouldn't either, unless something else changes. This is where many employers get nervous. "Indefinite" sounds like forever, and it can be. But it's not a blank check—it's tied to the continued existence of the limitation for that specific employee in that specific job.

The Specific Accommodation Itself

What you're providing matters. Some accommodations are one-time changes (installing software, purchasing a device, modifying a policy). Once done, they're in place. Others are ongoing (a reduced schedule, a reserved parking spot, a weekly check-in). The duration of the need dictates the duration of the provision. A reserved parking spot for someone with a mobility impairment is likely indefinite. A reduced schedule during a period of intensive chemotherapy is temporary but may last several months.

Then there are accommodations that might need periodic renewal or reassessment. For example, an employee with a condition that fluctuates might have an accommodation for flexible deadlines during flare-ups. The policy of flexibility might be indefinite, but its active use is episodic.

The Interactive Process and Communication

This isn't a one-and-done conversation. The EEOC's guidance on the interactive process is your bible here. Duration should be a talking point. It's perfectly reasonable—and good practice—to discuss expected timelines during the initial conversation.

You might say, "We're happy to provide this modified schedule while you're in physical therapy, as your doctor noted for the next 8 weeks. Can we schedule a check-in at the 6-week mark to see how you're progressing and if anything needs adjusting?" This sets clear, collaborative expectations. For indefinite accommodations, the conversation might be, "This ergonomic chair is yours to use. Let's plan to touch base in 6 months to make sure it's still comfortable and effective for you, and to see if your workstation needs any other tweaks." The latter isn't about threatening to take it away; it's about ensuring it continues to work.

Breaking Down Durations: A Practical Guide

To make this tangible, let's categorize the typical timeframes you'll encounter. This table isn't exhaustive, but it covers the major scenarios.

Looking at this, you start to see why the question "how long can a reasonable accommodation last?" has layers. A temporary modified schedule might last 60 days. A screen reader lasts for the career. The flexible start-time policy lasts indefinitely, even if it's not used every day.

When and How Can a Reasonable Accommodation End or Change?

This is the flip side of the duration question. Nothing lasts forever, and circumstances change. An accommodation can legitimately end or need modification for a few specific reasons.

The employee is no longer disabled or the limitation no longer exists. If the medical condition resolves completely (the broken bone heals, the temporary illness passes), the accommodation that addressed it is no longer necessary. This is the cleanest end point. You should still document the closure based on updated medical information.

The accommodation is no longer effective. Maybe the ergonomic keyboard isn't helping the wrist pain, or the noise-cancelling headphones aren't sufficient in a newly loud office. This doesn't mean the process ends; it means the interactive process re-engages. You go back to the drawing board with the employee to find a different, effective solution. The need persists, so the employer's obligation to accommodate persists.

The employee's job changes fundamentally. If an employee is promoted or transferred to a completely different role with different essential functions, the old accommodation might not apply or be sufficient. You need to reassess. The new role might require a different type of support. This is a common trigger that people forget.

Undue hardship arises. This is the trickiest and most misused reason. An accommodation that was once reasonable can become an undue hardship if circumstances change dramatically for the employer. The bar is very high. According to the EEOC and the Department of Labor, it must be a "significant difficulty or expense." A slight dip in profits or minor inconvenience doesn't cut it. A small business facing genuine bankruptcy because of an accommodation's cost might have a case, but for most established companies, this is a very difficult argument to win. You can't just decide later that you don't want to pay for it anymore.

So, if you're wondering how long a reasonable accommodation can last before it ends, the answer is tied to these specific triggers, not the calendar.

Best Practices for Managing Duration and Avoiding Pitfalls

Based on all the messiness above, here's what actually works in the real world. This isn't theoretical; it's about building a process that's fair, clear, and sustainable.

Document the "Why" and the "How Long" (If Known). In your accommodation case notes, don't just write "provide standing desk." Note the underlying limitation ("chronic back pain limiting prolonged sitting") and any discussed timeframe ("employee's doctor indicates need is permanent; will review ergonomic setup in 6 months for effectiveness"). This creates a clear record of intent.

Schedule Proactive Check-Ins, Not Just Reviews. For long-term accommodations, build in informal check-ins. A quick email or chat: "Hey, just checking in—is that software still working well for you? Any issues with the new update?" This is maintenance, not an interrogation. It builds goodwill and catches small problems before they become big ones. For temporary ones, note the expected end date in your calendar and follow up then.

Train Managers on the Concept of Duration. Managers often think in binary terms: accommodation or no accommodation. They need to understand the spectrum—temporary, indefinite, episodic. They need to know that asking "how long will this last?" as part of a supportive conversation is okay, but demanding an end date for a permanent condition is not.

Use Trial Periods Wisely. When you're unsure if an accommodation will work or what the impact will be, propose a trial period. Frame it positively: "Let's try this schedule for the next month and see how it works for both your productivity and the team's workflow. Then we'll meet to tweak it or make it permanent." This reduces anxiety for everyone.

Answering Your Burning Questions on Accommodation Duration

Let's tackle some of the specific, gritty questions that keep people up at night. These are the things you're actually searching for.

Honestly, I think a lot of the fear around this topic comes from poor communication. Employers are scared of open-ended commitments, and employees are scared of having vital support yanked away. Talking openly about duration—not as a threat, but as a practical part of the plan—dissipates most of that fear.

Putting It All Together: A Real-World Walkthrough

Let's follow a hypothetical case, "Maria," to see how duration plays out.

Maria is a marketing coordinator diagnosed with Multiple Sclerosis, an episodic condition. She and her employer engage in the interactive process. Her limitation is severe fatigue and brain fog during flare-ups, which can make her 45-minute commute impossible and reduce her concentration.

Accommodation Agreed: 1) Ability to work from home on short notice during self-identified flare-up days. 2) Flexible start times on office days (between 8-10 AM) to manage morning fatigue.

Duration Discussion: They talk about it. Maria explains her flare-ups are unpredictable but may occur a few times a month. The employer acknowledges that the condition is chronic. They agree:

• The policy of flexible work and telework is an indefinite accommodation. It's a standing agreement based on her chronic condition.
• The active use of the accommodation is episodic and will vary.
• They will have a brief quarterly check-in (not a review) to ensure the system is working smoothly—how is communication going when she works from home? Are projects staying on track? This isn't to question the need, but to optimize the process.

In this scenario, asking "how long can a reasonable accommodation last?" yields two answers: the policy lasts indefinitely (for as long as Maria works there and has the limitation), and each specific use lasts for the duration of the flare-up (a day or a few days).

Ultimately, the duration of a reasonable accommodation is a living, breathing part of the employment relationship. It's not set in stone on day one. It evolves with the employee's needs, the job's demands, and the effectiveness of the solution. The best approach is to be transparent, document the rationale, communicate proactively, and always be willing to re-engage in conversation. If you anchor every decision back to the core question—"What limitation is this addressing, and is that limitation still present?"—you'll navigate the question of how long a reasonable accommodation can last with confidence and compliance.

For more detailed resources and ideas on specific accommodations, the Job Accommodation Network (JAN) is an incredible, free service funded by the U.S. Department of Labor. It's a fantastic place to see examples and think creatively about solutions that work for the long haul.