Reasonable adjustments: the step-by-step process for employers
If someone on your team has said something would make work easier, you may be wondering what you're expected to do. You're not alone. Many employers want to get this right but aren't sure where to begin.
Under the Equality Act 2010, UK employers have a duty to make reasonable adjustments for disabled people. This guide explains what that means in plain English.
We'll walk through who can ask, when adjustments start, how long they should take and what the process looks like. There are also examples for autistic and ADHD employees to help you picture what a good adjustment might be.
What are reasonable adjustments?
Reasonable adjustments are changes an employer makes to remove or reduce a disadvantage linked to someone's disability.
The change might be to how a task is done, the space someone works in, or the equipment they use. It could be small and low cost, or more involved.
The legal test for who counts as disabled, and when the duty applies, is covered in our Equality Act explainer. We won't repeat it here.
Who can ask for reasonable adjustments?
The duty covers more than permanent staff. Employees, workers, contractors and job applicants can all ask for adjustments.
Anyone can make a request. A formal diagnosis is not needed. What matters is whether the person is disabled under the Equality Act 2010, and whether the adjustment would help.
A request is not always needed, either. If an employer knows, or could reasonably be expected to know, that someone is disabled, the duty still applies. That might be because a manager has noticed a pattern, or because the person has shared something in a one-to-one.
This means that managers that can talk about reasonable adjustments proactively will likely make the conversation with a team member easier. Managers who raise the topic kindly, and early, tend to avoid problems later.
When do reasonable adjustments apply: recruitment or employment?
Both. The duty applies from the moment someone applies for a role, and it continues for as long as they work with you. At the recruitment stage, adjustments might include:
- Sharing interview questions in advance
- Offering extra time for written tests
- Choosing a quieter room, or a video interview instead of an in-person one
- Accepting a different format for a task, such as a written answer in place of a presentation
In the role, adjustments might include a change to how feedback is given, a different desk location, or a more flexible start time.
Adjustments are not a one-off decision. Needs can change as roles, teams and circumstances change. A request can be made, or reviewed, at any point.
How long does an employer have to make reasonable adjustments?
There is no fixed legal deadline. The law asks employers to act within a reasonable time frame.
What counts as reasonable depends on a few things:
1. How complex the adjustment is. Changing a start time is quick. Ordering specialist equipment takes longer.
2. How urgent the situation is. If someone is struggling day to day, the timeline is shorter.
3. The size and resources of the employer. A large organisation is generally expected to move faster than a very small one.
An employee asks to move to a quieter desk. The manager agrees within a few days, and the move happens the following week. That is a prompt response.
An employee asks for written instructions after meetings. Months pass with no reply, and no explanation. That is likely to be seen as an unreasonable delay.
If an adjustment will take time, say so. A short update and an interim step, where possible, make a difference.
The step-by-step process
There is no single legal process. This five-step approach is a practical way to stay consistent and fair.
1. Request or identification of need
Someone asks for an adjustment, or you become aware that they may need one. Acknowledge it quickly and let them know what happens next.
2. Conversation with the employee
Ask what is getting in the way and what would help. They often know best. Keep it open, private and supportive.
3. Assess what is reasonable and practical
Consider whether the change would work, what it costs, and how it affects others. Look at alternatives if the first idea isn't possible. Get specialist input if you need it.
4. Put the adjustment in place
Agree a start date and who is responsible. Explain any limits clearly and kindly.
5. Review and keep a record
Check in after a few weeks, then at regular points. Write down what was agreed and why. Needs can change, so adjustments should too.
Examples of reasonable adjustments
There is no fixed list. The right adjustment depends on the person, the role and the workplace. These examples show the range, grouped in the same way as GOV.UK.
Ways of working. Giving instructions in writing as well as in person. Breaking large tasks into smaller steps. Agreeing a clear way to ask for help.
Physical changes. Moving a desk away from a busy area. Adjusting lighting. Providing a quiet space for focused work.
Working arrangements. Flexible start and finish times. Hybrid or remote working. Planned breaks. Changing hours during a busy or difficult period.
Equipment and support. Noise-cancelling headphones. Software for planning or reminders. Coaching or mentoring. Support through Access to Work.
The examples below look at autism and ADHD in more detail. Every person is different, and these are starting points for a conversation, not a checklist.
Examples of reasonable adjustments for autism
Autistic people experience the world in many different ways. Some prefer a predictable routine. Some are sensitive to light, sound or touch. Others are not. Many bring close attention to detail and deep focus to their work.
Adjustments that tend to be useful include:
- Clear structure and routine. A consistent weekly pattern, and early notice of changes to plans, meetings or desk locations.
- Communication preferences. Written instructions, agendas before meetings, and direct, literal language. Some people prefer email or chat to phone calls.
- Sensory considerations. A quieter or lower-light workspace, headphones, or the option to work from home some days.
- Support with social situations. Choosing whether to join social events, and having clear expectations for meetings and team chat.
The best way to find out what helps is to ask. To see how this works in practice, read Ian's story.
A change in management can turn dream jobs into nightmares for me. But Brain in Hand helps a lot. It helps keep me on track and at work
Examples of reasonable adjustments for ADHD
ADHD looks different from one person to the next. Many ADHD people are creative, energetic and good at thinking on their feet. Others find some parts of work harder to organise.
Adjustments that tend to be useful include:
- Task structuring. Breaking projects into clear stages, with one priority at a time and written next steps after meetings.
- Flexible deadlines. Agreeing realistic timescales, with check-ins along the way rather than one final deadline.
- Fewer interruptions. Agreed focus time, a quieter space, or a clear way to flag when someone is not available.
- Reminders and planning tools. Shared calendars, task lists and alerts to help with time and priorities.
- Movement breaks. Short, regular breaks to stand, walk or reset. Some people also focus better with a standing desk or fidget tool.
For a real example, read Tim's case study.
Who pays for reasonable adjustments?
The employer is responsible for the cost. The employer cannot ask the disabled person to pay.
Cost is also part of what makes an adjustment reasonable. An employer's size and resources are considered when deciding what is practical.
What happens if an employer doesn't make reasonable adjustments?
Failing to make reasonable adjustments can count as discrimination under the Equality Act 2010. It can lead to grievances, employment tribunal claims and damage to your reputation as an employer.
It can also affect trust within a team, and how people feel about asking for support in future.
We cover the risks in more detail in the "what happens if you get it wrong" section of our Equality Act explainer.
Summary
Reasonable adjustments work best when they are treated as an ongoing conversation. The five steps give you a clear, consistent way to respond: listen, assess, act, then review.
The examples for autism and ADHD show how varied the right adjustment can be. What helps one person may not help another, so asking is always the best place to start.
Adjustments should be proportionate and shared between the employer and the employee. Done well, they are not a box to tick. They help people do their best work.
About Brain in Hand
Brain in Hand is a coaching platform that helps neurodivergent people, including autistic and ADHD people, achieve more in work, education and life. It brings together always-available digital support with specialist human coaching and chat, so support is there when people need it. If you'd like to see how it works for your organisation, take a look at our workplace support page.
