Reasonable Adjustments at Work

You may have heard of ‘reasonable adjustments’ but what does this mean and how can you discuss this with your employer?

Under the Equality Act 2010, employers have a legal duty to make reasonable adjustments when a disabled employee or job applicant would otherwise be at a substantial disadvantage compared to others. A disability is defined as a physical or mental impairment that has a substantial and long-term adverse effect on normal day-to-day activities. This duty applies once the employer knows, or could reasonably be expected to know, about the disability. Reasonable adjustments might include changes to working arrangements, the physical environment, or ways of communicating. Failure to make such adjustments can amount to disability discrimination.

1. Equality Act 2010

• Who it protects:

  
  

  Anyone with a disability, which the Act defines as 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 12 months or more (or likely to).

  • Neurodivergent conditions such as autism, ADHD, dyslexia, dyspraxia, Tourette’s, and some mental-health conditions can meet this definition if they have that substantial, long-term effect.

    
    

• Employer’s duty:

  
  

  Employers have a proactive duty to make “reasonable adjustments” so that a disabled employee is not placed at a substantial disadvantage compared to non-disabled colleagues.

  • This duty applies to all stages of employment: recruitment, workplace practices, promotion, and day-to-day work.

2. What “Reasonable” Means

There’s no single definition, but tribunals consider factors like:

• Effectiveness of the adjustment in reducing the disadvantage.

• Practicality of making it.

• Cost and the employer’s resources/size.

• Availability of financial assistance, e.g. the government’s Access to Work scheme.

3. Common Examples

• Flexible or remote working patterns.

• Adjusted communication methods (written instructions, clear agendas).

• Physical environment changes (quiet workspace, lighting adjustments).

• Extra time for tasks or tests.

4. Other Relevant Law & Guidance

• Health and Safety at Work etc. Act 1974 – employers must protect employees’ health and safety, including mental health.

• Employment Statutory Code of Practice (Equality and Human Rights Commission) – detailed guidance on how to meet the duty.

• Case law from employment tribunals further shapes what is considered “reasonable.”

Key takeaway: Under the Equality Act 2010, if your neurodivergent condition has a substantial, long-term effect, your employer must make reasonable adjustments once they know (or should reasonably know) about your disability. Failure to do so can amount to disability discrimination.

You should ask your employer for a meeting to discuss your needs. You may find this meeting agenda helpful to plan your meeting.

Meeting Agenda: Discussion of Reasonable Adjustments

Purpose: To identify and agree on practical workplace adjustments that support productivity, well-being, and equal access to opportunities.

1. Welcome & Meeting Objectives (5 minutes)

• Introductions and confirmation of meeting purpose.

• Outline the goal: to collaboratively explore adjustments that help you perform your role effectively.

2. Brief Personal Context (5–10 minutes)

• Share a short explanation of your neurodivergence if you’re comfortable (e.g., autism, ADHD, dyslexia).

• Emphasize strengths and any relevant challenges in the workplace.

• Clarify that the aim is to create an inclusive working environment, not to focus on medical details.

3. Current Role & Key Challenges (10 minutes)

• Describe specific job tasks or situations that present difficulties (e.g., sensory environment, communication style, scheduling).

• Provide examples where these challenges affect productivity or well-being.

4. Proposed Adjustments (15–20 minutes)

• Present ideas for adjustments. Examples:

  • Flexible working hours or remote/hybrid options.

  • Quiet workspace or noise-cancelling measures.

  • Written instructions in addition to verbal briefings.

  • Clear meeting agendas and minutes.

  • Adjusted performance metrics or break schedules.

• Discuss feasibility and any alternative suggestions from the employer.

5. Support & Resources (5–10 minutes)

• Identify internal resources (HR, occupational health) or external resources (access-to-work schemes, job coaches).

• Explore training for colleagues or managers on neurodiversity awareness, if appropriate.

6. Next Steps & Action Plan (10 minutes)

• Agree on:

  • Specific adjustments to trial.

  • Timeline for implementation.

  • Review date to assess effectiveness.

7. Closing (5 minutes)

• Summarise agreed actions.

• Confirm who will document the plan and how follow-up communication will occur.

Preparation Tips

• Bring a short, written summary of your key needs and suggested adjustments.

• Consider a support person (e.g., HR representative, union rep, or advocate) if it makes you more comfortable.

• Practice describing the impact on work rather than medical diagnoses.

• Request that meeting notes and agreed actions are provided in writing.