Reasonable Adjustments at Work: Guides, Templates and Resources

Reasonable adjustments are changes that can be made to remove or reduce a disadvantage experienced by a disabled person at work or during recruitment.

Depending on the individual and the barriers they experience, adjustments might involve changes to working arrangements, equipment, communication, the physical workplace, recruitment processes or other forms of support.

The most appropriate adjustments will vary from person to person, so they should be considered around the individual rather than based on a condition or diagnosis alone.

Under the Equality Act 2010, employers have a legal duty to make reasonable adjustments for disabled applicants and workers in certain circumstances.

A person may be considered disabled if they have a physical or mental impairment that has a substantial and long-term negative effect on their ability to carry out normal day-to-day activities. This can include some health conditions, impairments and forms of neurodivergence.

Whether the legal duty applies will depend on the individual circumstances, rather than simply whether someone has a particular diagnosis.

Reasonable adjustments will depend on the individual, their role and the workplace. Examples might include:

• Changes to working hours, breaks or working patterns
• Flexible, home or hybrid working
• Changes to the physical workplace or workstation
• Adapted equipment, software or assistive technology
• Alternative communication methods or accessible information
• Changes to recruitment or assessment processes
• Additional support, mentoring or changes to how tasks are carried out
• A phased return following absence

Our Reasonable Adjustments Guides provide condition-specific examples and considerations that can be used as a starting point for conversations about individual support.

A reasonable adjustment request can usually be raised with a manager, HR or another appropriate person within the organisation. It can be helpful to explain the workplace barrier being experienced, how it affects the individual and what changes or support may help.

The discussion should focus on finding practical arrangements that work for the individual and the organisation. Once adjustments are agreed, keeping a written record can make them easier to review and update over time.

Our Reasonable Adjustments Planner provides a structured way to discuss and record workplace barriers, individual needs and agreed adjustments.

Not necessarily. Someone can raise a workplace barrier or ask for support without having a formal medical diagnosis.

A diagnosis is also not always required for someone to meet the legal definition of disability. What matters is how the impairment or condition affects the individual and whether it has a substantial and long-term effect on normal day-to-day activities.

The focus should therefore be on the person’s circumstances and the barriers they experience rather than waiting for a particular label or diagnosis.

Yes. Reasonable adjustments can be relevant before someone becomes an employee, including during applications, interviews, assessments and other stages of recruitment.

Examples might include providing information in a different format, allowing additional time for an assessment, changing the interview environment or adapting the way an interview or test is carried out.

Our condition-specific Reasonable Adjustments Guides include considerations for recruitment as well as support at work and when returning from absence.

There is no single adjustment that will automatically be reasonable in every situation. What is reasonable will depend on the individual circumstances.

Factors may include how effective the adjustment would be in removing or reducing the disadvantage, how practical it is to put in place, the cost involved, the organisation’s resources and whether other support is available.

Employers and individuals should discuss possible options rather than assuming that the same solution will be appropriate in every workplace.

Where an employer is required to make a reasonable adjustment, the employee should not normally be expected to pay for it.

Some forms of external funding or support may also be available depending on the circumstances, but this does not replace an employer’s responsibilities to consider reasonable adjustments.

An employer does not have to make an adjustment if it would not be considered reasonable in the circumstances. However, a request should be properly considered rather than rejected automatically.

If a particular adjustment cannot reasonably be provided, it can be helpful to discuss why and consider whether another practical adjustment could reduce the workplace barrier.

A clear Reasonable Adjustments Policy can help organisations set out how requests will be considered and managed.

If a requested adjustment is refused, it can be useful to ask for the reasons and discuss whether another option could address the workplace barrier.

The issue may be raised informally with a manager or HR first. If it cannot be resolved, the organisation’s formal grievance or complaints process may be available.

Keeping a written record of requests, discussions and agreed actions can also help everyone understand what has been considered and what happens next.