What should a manager do when an employee asks for leave?

The first conversation is about recognition and routing

A manager does not need to determine FMLA eligibility or decide whether an accommodation is reasonable during the first conversation. The immediate job is to recognize language that may trigger a protected process, respond calmly, protect privacy, document the operational facts, and connect the employee with the appropriate case owner.

What the free checklist covers

• Language that should be routed for review—even when the employee never says “FMLA” or “accommodation”
• What managers should and should not say
• The limited operational information to record initially
• FMLA, ADA, PWFA, state leave, disability, workers’ compensation, and company-policy review prompts
• A written handoff checklist for the end of the first 24 hours

Why informal leave handling creates risk

Requests frequently begin in ordinary conversation: an employee tells a supervisor they need surgery, are struggling to stand for a full shift, have pregnancy restrictions, or need to care for a family member. If the supervisor treats that as a normal attendance problem, the employer may miss required notices, an accommodation conversation, benefit coordination, or an important deadline.

A repeatable intake and routing process helps the employer respond more consistently while avoiding unnecessary medical questions.

Need the workflow after day one?

The free checklist stops at recognition and routing. The Employer Leave and Accommodation Starter Toolkit adds an editable seven-stage workflow, employee intake form, initial case review, case-tracking fields, accommodation worksheets, return-to-work checklist, communication library, and 30-day launch plan.

Official resources

Use current guidance from the U.S. Department of Labor, the U.S. Equal Employment Opportunity Commission, and the Job Accommodation Network. This checklist is educational and operational information, not legal advice or a determination for a specific case.