When it comes to workplace accommodations, especially for employees with disabilities, how your organization responds can make all the difference—not just ethically, but legally.
A recent case from the U.S. District Court for the Middle District of North Carolina, Girardeau v. North Carolina Agricultural & Technical State University, offers a timely reminder of the risks involved when accommodations aren’t handled with care, empathy, and process.
Let’s break it down.
The Story Behind the Lawsuit
Arnetta Girardeau joined North Carolina A&T as associate general counsel in early 2022. From the outset, she disclosed various health challenges—including mobility and vision issues, migraines, depression, and anxiety. The university informally allowed her to work from home three days a week and provided things like ergonomic furniture.
So far, so good.
But in August 2022, the university pushed for a full return to the office. Girardeau asked for formal accommodations, including the ability to work remotely full-time and tools to help her navigate her disabilities. Shortly after this, she had a panic attack at a university event—an incident witnessed by her colleagues.
Then things moved quickly.
Her request for remote work was denied. Within days, she received verbal reprimands about work performance. And not long after that, she was fired.
Girardeau sued, alleging disability discrimination, retaliation, failure to accommodate, and wrongful termination.
What the Court Said
The university tried to have the case dismissed. Here’s how the court responded:
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Disability Discrimination: The judge said this claim can move forward. Girardeau made a strong enough case that her termination could be linked to her disability.
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Retaliation: Also allowed. The timing between her request for accommodations and her firing raised red flags.
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Failure to Accommodate: Dismissed. The court felt the university had made some efforts, and Girardeau didn’t show that they were clearly unreasonable.
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Wrongful Termination: Dismissed. The judge ruled that this type of claim didn’t hold up under North Carolina law.
Key Takeaways for HR and People Leaders
There are important lessons here, especially if you’re navigating hybrid work, employee health needs, or ADA compliance.
1. Document Accommodations—Even Informal Ones
Providing flexible work or tools is great, but if it’s not in writing, it didn’t happen (at least legally speaking). Formalize the process to protect both the employee and the organization.
2. Respond with Empathy and Urgency
When someone discloses a health condition or requests support, the way you respond—timing, tone, and thoroughness—matters. A rushed “no” without exploring alternatives can look a lot like discrimination.
3. Train Managers to Spot and Support
Your front-line leaders may be the first to hear about an employee’s needs. Make sure they know how to respond—and when to loop in HR or legal.
4. Paper Trails Matter
Keep clear records of what was requested, what was discussed, and what was decided. If things escalate, you’ll want to show the decision-making was fair, documented, and rooted in policy—not personality.
Wrapping It Up
The Girardeau case is a wake-up call: even well-intentioned organizations can stumble when they don’t have clear, compassionate processes for accommodating employees with disabilities.
As HR professionals, we have a unique opportunity—and responsibility—to lead with empathy, clarity, and compliance. Getting it right isn’t just about avoiding lawsuits—it’s about building a workplace where everyone can thrive.
Be Audit-Secure™!
