The idea is straightforward: when someone has a disability that puts them at a disadvantage at work, their employer should take sensible steps to remove or reduce that barrier. Yet in practice, this is an area where many organisations feel uncertain, and where well-meaning employers sometimes get things wrong simply because they are unsure what is expected of them.
This article is designed to help. Whether you are an employer trying to do right by your team, an HR professional looking to strengthen your approach, or an employee trying to understand your rights, we hope this gives you a clearer picture of what reasonable adjustments look like in practice, why they matter, and how to get them right.
The Employer's Legal Duty
Under the Equality Act 2010, employers have a legal duty to make reasonable adjustments for employees and job applicants who are disabled. This is not discretionary or a matter of good will alone - it is a binding obligation, and failing to meet it amounts to unlawful discrimination.
The duty arises in three situations: where a provision, criterion, or practice puts a disabled person at a substantial disadvantage; where a physical feature of the workplace creates such a disadvantage; or where the absence of an auxiliary aid or service does so. Importantly, this duty is anticipatory - meaning employers should be thinking ahead about potential barriers, not simply waiting until a problem is raised.
It is also worth pausing to consider what "disability" means in this context. The Equality Act defines it broadly: 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. This covers a wide range of conditions - from mobility impairments and visual or hearing loss, to mental health conditions such as depression and anxiety, neurodivergent conditions such as dyslexia and ADHD, and chronic illnesses like diabetes, epilepsy, and multiple sclerosis.
Something to reflect on: How well does your organisation currently understand who in your workforce might be covered by this duty? Are there employees who might benefit from adjustments but have never felt comfortable asking?
What Do Reasonable Adjustments Look Like?
One of the most reassuring things about reasonable adjustments is that they are often simpler and less costly than employers expect. There is no fixed list, because the right adjustment will always depend on the individual, their role, and their working environment. But here are some common examples:
- Flexible working hours or hybrid arrangements, allowing someone to manage fatigue, attend medical appointments, or avoid peak-hour commuting
- Assistive technology such as screen readers, voice-to-text software, noise-cancelling headphones, or ergonomic equipment
- Physical changes to the workspace, such as improved lighting, accessible parking, or a quieter working area
- Additional breaks during the day to manage pain, fatigue, or medication needs
- Temporary reallocation of tasks during a flare-up, with the work shared across the team
- Adjusting absence management triggers so that disability-related absence is considered fairly
- Providing information in alternative formats, or allowing extra time for tasks where a learning difficulty is a factor
- A phased return to work after a period of ill health, gradually building back up to full capacity
Notice that many of these cost nothing at all. Flexibility, understanding, and a willingness to have an open conversation are often the most powerful adjustments an employer can make.
What Makes an Adjustment "Reasonable"?
The law does not require employers to do everything a disabled employee might ask for. The test is one of reasonableness, and relevant factors include:
- How effective the adjustment would be in removing or reducing the disadvantage
- How practical it is to implement
- The cost involved, relative to the organisation's size and resources
- Whether financial support is available - for example through the government's Access to Work scheme
- The extent of any disruption to the business
The Access to Work scheme is worth highlighting here, as it is often underused. This government programme can fund specialist equipment, support workers, and travel costs for disabled employees. Many employers are unaware it exists, yet it can make adjustments that might otherwise seem costly entirely manageable. If you take one practical step after reading this article, looking into Access to Work would be a good one.
Charlotte's Story
Charlotte is a marketing coordinator at a mid-sized professional services firm. She was diagnosed with multiple sclerosis (MS) around two years into her role. Over time, she began experiencing persistent fatigue, difficulty concentrating for long periods, and intermittent mobility issues that made rush-hour commuting particularly draining.
For a while, Charlotte tried to carry on as normal. She worried about how disclosing her condition might affect how she was perceived, whether colleagues would treat her differently, or whether it might quietly limit her career prospects. But as her symptoms became harder to manage in silence, her performance began to dip. She started missing deadlines and arriving late, and eventually received an informal warning.
It was at this point that Charlotte decided to speak to her line manager. What happened next made all the difference.
How Her Employer Responded
Charlotte's manager listened without judgement and thanked her for sharing something so personal. Together, they agreed that an occupational health referral would help both of them understand what support might be most useful. Following the assessment, the employer worked with Charlotte - not simply for her - to put a package of adjustments in place:
- Flexible start and finish times so Charlotte could travel outside peak hours and manage her energy levels across the day
- A hybrid working arrangement, with two days from home each week, reducing the physical toll of commuting
- Access to a quiet rest area where she could take short breaks on difficult days without feeling self-conscious
- A temporary redistribution of certain tasks during flare-up periods, agreed openly with her team
- An ergonomic workstation assessment, which resulted in an adjustable sit-stand desk and supportive chair
- Regular, informal check-ins with her manager to see how things were going and adjust the arrangement as needed
The Outcome
Within a few months, Charlotte was back performing at her best. More than that, she felt genuinely valued and supported. The informal warning was removed from her record, and the following year she was promoted. The cost to the employer was modest, and the business retained a talented, experienced team member who might otherwise have quietly drifted away.
What can we take from Charlotte's experience?
- A culture where people feel safe to be open about their health makes early intervention possible - before small problems become big ones.
- Occupational health referrals give both sides confidence that the adjustments are appropriate and evidence-based.
- Many of the most impactful adjustments - like flexibility and understanding - cost nothing at all.
- Regular, low-key check-ins keep the conversation going and make it easy to adapt as things change.
What Happens When It Goes Wrong?
It is worth being candid about the risks. A failure to make reasonable adjustments is a form of disability discrimination under the Equality Act 2010. Employment tribunal claims in this area have been rising, and compensation awards are uncapped - meaning the financial exposure for employers can be significant.
But beyond the legal and financial risk, there is a human cost. Employees who feel unsupported tend to become disengaged. Their health often deteriorates further. They take more time off, or they leave altogether. And replacing an experienced colleague is almost always more expensive and disruptive than making adjustments that would have kept them well and productive.
A question worth sitting with: If someone in your team were struggling, would they feel able to tell you? And if they did, would you know what to do next?
Practical Steps You Can Take Today
Getting reasonable adjustments right does not require a complete overhaul of your policies overnight. It starts with small, intentional steps:
- Create a culture of openness. Make it clear - through your actions as much as your words - that employees will be supported if they share a health concern.
- Train your managers. They are usually the first point of contact, and a well-handled initial conversation can set the tone for everything that follows.
- Keep good records. Document discussions, referrals, and agreed adjustments. This protects both the employer and the employee.
- Engage with occupational health early, particularly for complex or fluctuating conditions where expert input is valuable.
- Look into Access to Work. Even a brief search of what is available may open up options you had not considered.
- Review adjustments regularly. People's needs change, and what works today may need adapting in six months.
- Remember that collaboration is key. The employee is the expert in their own experience. Work with them, not around them.
Reasonable Adjustments in the Workplace
If this article has given you food for thought, we would love to continue the conversation. We are running a free webinar on Reasonable Adjustments in the Workplace on Friday 29 May 2026 at 10:00am BST, and you are warmly invited to join us.
This session is designed for anyone with a role in supporting people at work: HR professionals, line managers, business owners, and anyone who wants to feel more confident navigating this area. Whether you are new to the topic or looking to refresh your understanding, we will cover the essentials in a practical, jargon-free way.
What we'll cover:
- The legal framework in plain language: what the Equality Act 2010 actually requires of you as an employer
- How to recognise when the duty to make adjustments applies, including situations where a disability has not been formally disclosed
- Real-world examples of adjustments that work, across a range of conditions and workplace settings
- How to manage the process well, from that first conversation through to implementation and ongoing review
- Common mistakes and how to avoid them, with reference to recent employment tribunal decisions
Final Thoughts
Reasonable adjustments are not just a legal obligation. They are one of the clearest ways an employer can show its people that they are valued as whole human beings, not simply as resources to be managed. When done thoughtfully, adjustments enable talented people to contribute fully, they reduce absence and turnover, and they build a culture where everyone feels they belong.
The process does not need to be complicated. It starts with listening. It continues with a willingness to be flexible. And it is sustained by regular, honest conversation.
At The Workplace Inclusion Consultancy, we work with organisations of all sizes to build workplaces where people can thrive. If this article has prompted any questions or if you would like support with your approach, we would be glad to hear from you. Get in touch here or email us at hello@theworkplaceinclusionconsultancy.com.