Reasonable adjustments

The point is to remove a barrier

A reasonable adjustment changes the way work is organised, the workplace itself or the support available to a disabled person. It can apply during recruitment as well as employment. Examples include changing hours, providing equipment, moving a task or supplying information in another format.

In Great Britain, an employer's duty can arise when it knows, or could reasonably be expected to know, that a job applicant or member of staff is disabled and placed at a disadvantage. The Acas reasonable-adjustments guidance covers employees, workers and some people contracted to do work personally.

Work out what is reasonable together

Start with the barrier, not a stock list of adjustments. Ask the person what would help, consider how well each option would work and look at practicality, cost, resources and any effect on health and safety. The employer pays for an agreed adjustment. Access to Work support can help in some cases, but it does not replace the employer's legal duty.

An employer does not have to make a change that is unreasonable or remove an essential part of the job. That is a decision to reach from the facts, not an assumption based on the organisation's size or a diagnosis.

Record the decision and revisit it

Write down the barrier discussed, options considered, what was agreed, who will arrange it and when it will be reviewed. Check that the adjustment works in practice, especially after a role, workplace or health change.

If absence or performance is connected with disability, pause before moving into a capability process. An adjustment to duties, support, targets or the process itself may be needed first. A reliable record helps everyone understand what was tried and prevents the same conversation starting from scratch.