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Reasonable Adjustments in the Workplace – UK Employer Guide

This guide explains reasonable adjustments under the Equality Act 2010 for employers in England, Scotland and Wales. Northern Ireland has a separate legal framework under the Disability Discrimination Act 1995.

What Do Reasonable Adjustments Mean for Employers?

Employers must make reasonable adjustments where the legal duty applies, taking practical steps to remove or reduce a substantial disadvantage experienced by a disabled employee or job applicant.

Under the Equality Act 2010, the duty applies where an employer knows, or could reasonably be expected to know, that an individual has a disability and is experiencing disadvantage because of:

  • A workplace provision, criterion or practice

  • A physical feature of the premises

  • A lack of auxiliary aids or support

The obligation is proactive. Employers are not expected to guess, but they are expected to respond appropriately once a potential disadvantage becomes apparent.

In practical terms, this means reviewing how work is structured, how communication takes place, how performance expectations are set, and whether environmental factors may be creating avoidable barriers.

Reasonable adjustments help remove workplace barriers so people can contribute and be assessed fairly. Depending on individual circumstances, this may involve changes to duties, working arrangements or how performance is assessed.

For UK employers, the key considerations are:

  • Is the individual at a substantial disadvantage?

  • Is the proposed adjustment reasonable in the circumstances?

  • Is the adjustment proportionate in cost and operational impact?

  • Has the decision-making process been documented?

When approached in a structured way, reasonable adjustments reduce legal risk, improve employee engagement, and strengthen inclusive workplace culture.

When Is an Employer Legally Required to Act?

An employer’s duty to make reasonable adjustments can arise where:

  1. An employee or job applicant is disabled under the Equality Act 2010.

  2. A workplace practice, physical feature or lack of an auxiliary aid places them at a substantial disadvantage compared with people who are not disabled.

  3. The employer knows, or could reasonably be expected to know, about the disability and the likely disadvantage.

A disability, in legal terms, is a physical or mental impairment that has a substantial and long-term adverse effect on a person’s ability to carry out normal day-to-day activities. “Long-term” generally means lasting, or expected to last, 12 months or more.

The duty is not triggered only by a formal diagnosis. If an employee discloses a condition, raises concerns about workplace barriers, or shows consistent difficulty linked to a health condition, employers are expected to consider whether reasonable adjustments may be appropriate.

Crucially, once knowledge exists, inaction can carry legal risk. Failing to explore adjustments may expose an organisation to claims of disability discrimination.

However, the law does not require employers to implement every requested change. Adjustments must be reasonable. In determining reasonableness, tribunals may consider:

  • The effectiveness of the adjustment in removing disadvantage

  • The practicality of implementation

  • The cost relative to the organisation’s size and resources

  • The availability of external support or funding

For SMEs, this often means proportionate changes that are manageable in scope but meaningful in impact.

Early engagement, open discussion and documented decision-making are central to meeting the legal duty confidently and consistently

Many capable individuals face unnecessary challenges at work, not because of ability, but because the environment, processes or communication styles do not align with how they think and process information.

A Workplace Needs Assessment explores individual workplace barriers and recommends practical changes tailored to the employee’s role and working environment. These recommendations help the employer and employee consider appropriate support.

Following the assessment, you receive a detailed written report outlining suggested workplace adjustments, implementation guidance and next steps for both the employee and the organisation.

Salusphere Global delivers assessments across the UK, with strong experience supporting SMEs throughout Buckinghamshire and the surrounding regions.

Examples of Reasonable Adjustments for Neurodivergent Employees

ADHD

Employees with ADHD may experience challenges with sustained attention, organisation, time management or task prioritisation. Adjustments might include:

  • Breaking large tasks into smaller, structured milestones

  • Providing written follow-up after verbal instructions

  • Agreeing realistic deadlines with interim review points

  • Allowing use of noise-cancelling headphones

  • Flexible scheduling where operationally possible

The focus is on reducing cognitive overload and improving clarity.

Autism

Autistic employees may experience differences in social communication, sensory processing or routine changes. Adjustments may include:

  • Providing clear, unambiguous written instructions

  • Offering predictable schedules where feasible

  • Minimising unnecessary last-minute changes

  • Adjusting lighting or workspace location to reduce sensory impact

  • Allowing alternative communication methods where appropriate

Small environmental or communication changes can significantly reduce stress and improve performance.

Dyslexia

Dyslexic employees may experience challenges with reading, spelling, processing written information or working memory. Adjustments could include:

  • Providing instructions in bullet-point format

  • Allowing additional time for written tasks

  • Using assistive software tools

  • Offering verbal clarification alongside written documents

  • Adjusting assessment formats where appropriate

The aim is to reduce barriers linked to written information and agree suitable ways for the individual to carry out their work.

Dyspraxia

Employees with dyspraxia may experience coordination, organisation or sequencing challenges. Adjustments may include:

  • Structured task lists

  • Additional time for practical activities

  • Clear procedural guidance

  • Adjusted workspace layouts to reduce physical strain

It is important to emphasise that reasonable adjustments are individualised. Two employees with the same diagnosis may require different support.

Effective adjustments are based on structured discussion and, where necessary, formal workplace assessment to identify specific barriers and proportionate solutions.

How Employers Can Identify Appropriate Adjustments

Identifying appropriate reasonable adjustments is not about guesswork. It requires a structured, evidence-informed approach that focuses on workplace impact rather than assumptions.

Employers should begin with an open and supportive conversation. The purpose is not to interrogate medical details, but to understand:

  • What aspects of the role are proving difficult

  • Whether specific workplace practices are creating disadvantage

  • What changes might remove or reduce that disadvantage

It is important to approach these discussions without preconceived solutions. Adjustments should be based on practical need, not diagnosis alone.

In some cases, informal agreement may be sufficient. For example, clarifying communication methods or adjusting deadlines may be straightforward and easily implemented.

Where challenges are more complex, or where managers feel uncertain about appropriate adjustments, a more structured assessment process may be beneficial. A formal workplace review can:

  • Identify specific barriers linked to the role

  • Evaluate environmental and procedural factors

  • Recommend proportionate and reasonable adjustments

  • Provide documentation to support decision-making

A structured approach helps employees and employers understand the options, record decisions clearly and review whether the agreed support is effective.

For many SMEs, having a documented process in place reduces uncertainty and demonstrates a proactive commitment to compliance and inclusion.

Common Mistakes Employers Make When Managing Reasonable Adjustments

Even well-intentioned employers can make errors when approaching reasonable adjustments. These mistakes often arise from uncertainty rather than disregard for legal duty.

One common mistake is waiting for a formal diagnosis before taking action. The duty to consider reasonable adjustments can arise based on knowledge of disadvantage, not only medical confirmation. Delaying action may increase legal and employee relations risk.

Another frequent error is treating reasonable adjustments as a one-off event. Adjustments should be reviewed periodically to ensure they remain effective as roles, responsibilities or workplace circumstances change.

Some employers overestimate cost and complexity. In practice, many reasonable adjustments involve changes to communication style, task structure or environmental factors rather than significant financial investment.

Inconsistent documentation is another risk area. Decisions about adjustments — including where adjustments are declined — should be recorded with clear rationale. Transparent decision-making reduces the likelihood of misunderstanding or dispute.

Finally, employers sometimes focus solely on compliance rather than effectiveness.An adjustment may look suitable on paper but fail to reduce the disadvantage in practice. Check whether it works for the individual and review it if needed.

Avoiding these common pitfalls strengthens both legal compliance and workplace culture.

Practical Steps for SMEs to Implement Reasonable Adjustments

For small and medium-sized enterprises, implementing reasonable adjustments does not require complex infrastructure. It requires clarity, consistency and documentation.

A practical approach can follow five structured steps:

1. Make it easy to ask for support
Create an environment where employees feel comfortable discussing workplace difficulties and asking for support. Focus on their needs without pressuring them to disclose a diagnosis or unnecessary medical details.

2. Hold a Structured Conversation
Focus on workplace impact rather than medical detail. Identify specific tasks, environments or processes that are creating disadvantage.

3. Explore Proportionate Solutions
Consider adjustments that are practical and effective. Evaluate cost, operational impact and feasibility, but avoid dismissing options without discussion.

4. Record Decisions Clearly
Document what was agreed, the reasoning behind decisions, and review timelines. Written records provide clarity and reduce future dispute risk.

5. Review and Refine
Adjustments may need refinement over time. A short review meeting after implementation can check whether the change has reduced the disadvantage and whether anything needs refining.

For SMEs without dedicated occupational health resources, a consistent internal framework provides reassurance and reduces legal risk. Where internal confidence is limited, a structured Workplace Needs Assessment for Neurodiversity can provide clarity and independent guidance.

Reasonable adjustments should be seen as part of good management practice, not exceptional treatment. When approached systematically, they strengthen productivity, retention and organisational resilience.

Frequently Asked Questions About Reasonable Adjustments

Conclusion: Taking a Structured Approach to Reasonable Adjustments

Reasonable adjustments in the workplace are not simply a compliance obligation. They are a practical mechanism for removing avoidable barriers and enabling individuals to contribute effectively.

For UK employers, the key is structured decision-making. Early conversation, proportionate assessment, clear documentation and periodic review form the foundation of a legally sound and operationally effective approach.

Most adjustments are not complex. The difficulty often lies in uncertainty — understanding when the duty arises, what is considered reasonable, and how to determine appropriate solutions.

Where the right approach is unclear, a Workplace Needs Assessment can help identify barriers and recommend practical adjustments for the role. The employer can then agree, implement and review suitable changes with the individual.

Employers who approach reasonable adjustments systematically reduce legal risk, strengthen workplace culture and support long-term organisational resilience.

What counts as a reasonable adjustment in the workplace?

A reasonable adjustment is a change to workplace practices, physical features or support arrangements that removes or reduces a substantial disadvantage experienced by a disabled employee or job applicant. The adjustment must be practical, proportionate and effective in addressing the disadvantage.

Does an employer need a formal diagnosis before making adjustments?

No. While a formal diagnosis can provide clarity, the legal duty arises when an employer knows, or could reasonably be expected to know, that an individual is experiencing disadvantage linked to a disability. Action should not be delayed unnecessarily.

Are reasonable adjustments expensive?

Costs vary depending on the individual’s needs and workplace circumstances. Some adjustments involve simple changes to communication, task organisation or working arrangements; others require equipment or specialist support. Employers must pay for adjustments they are legally required to make. Access to Work may help fund eligible additional support, but does not replace that duty. A separate scheme operates in Northern Ireland.

What is meant by “substantial disadvantage”?

“Substantial” means more than minor or trivial. The question is whether a workplace practice, physical feature or lack of an auxiliary aid puts a disabled employee or job applicant at that level of disadvantage compared with people who are not disabled.

Can an employer refuse a requested adjustment?

An employer can decline a particular adjustment if it is not reasonable in the circumstances. They should explain the decision, record their reasons and consider whether another adjustment would reduce the disadvantage effectively.

How do reasonable adjustments relate to neurodiversity?

Neurodivergent employees, including those with ADHD, autism, dyslexia or dyspraxia, may experience workplace barriers linked to communication, sensory environment or task structure. The aim is to reduce those barriers so the individual can carry out their role effectively. The right adjustment depends on their needs and the work involved.

What is the risk of not making reasonable adjustments?

Failure to make reasonable adjustments where required can lead to disability discrimination claims under the Equality Act 2010. It may also increase employee relations issues, absenteeism and turnover.

How can employers assess what adjustments are appropriate?

Employers can begin with structured internal discussion. Where uncertainty exists, a formal workplace assessment can provide independent guidance and practical recommendations tailored to the role and individual circumstances.

When is an employer legally required to make reasonable adjustments?

The duty can arise when a disabled employee, worker or job applicant faces a substantial disadvantage because of a workplace practice, a physical feature or the absence of an auxiliary aid, and the employer knows, or could reasonably be expected to know, about the disability and disadvantage. The employer should discuss the barrier with the individual, consider effective options and make any adjustments that are reasonable in the circumstances. A formal diagnosis is not always needed before taking action.

What are examples of reasonable adjustments in the workplace?

Reasonable adjustments are changes that remove or reduce workplace barriers for disabled employees or job applicants. Examples may include changes to working hours or the working environment, specialist equipment, or different ways of organising and communicating tasks. The most appropriate adjustment depends on the individual, their role and the workplace. Sometimes a simple change to communication, workload or workspace can make a meaningful difference.

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