Championing

Wellbeing

Beyond Compliance: What Do Reasonable Adjustments Actually Look Like?

14th May 2026

Lucy Harwood

Most employers have heard of reasonable adjustments. But in practice, knowing what’s actually required and what’s genuinely achievable can feel far less clear.

For employers, the question is often: how far do we need to go? For employees, it’s frequently: am I entitled to this, and will I be taken seriously if I ask?

The honest answer is that reasonable adjustments exist on a spectrum. They’re not a blank cheque, and they’re not just a tick-box exercise. They should be carried out with thought and with intent. They can make a real difference to someone’s ability to do their job well, but they require good communication, realistic expectations, and a genuine willingness to find workable solutions from both sides.

So let’s talk about what reasonable adjustments actually look like in practice, and what employers and employees can reasonably expect from the process.

What Are Reasonable Adjustments? (A Quick Recap)

Under the Equality Act 2010, employers have a legal duty to make reasonable adjustments for employees (and job applicants) who are disabled. A person is considered disabled under the Act if they have a physical or mental impairment that has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities.

The duty applies to three areas; this can arise in many other ways also:

Provisions, criteria or practices that cover the way you do things, such as policies, procedures, and performance targets

Physical features, which refer to the physical environment, including accessibility and office layout

Auxiliary aids, which means tools, equipment or support that can help, such as software, assistive technology, or a support worker
Employers are then expected to make reasonable adjustments to those factors, so that a disabled individual can participate on an equal basis as a non-disabled person.

However, beyond just the legal obligations, there is a logical aspect to making reasonable adjustments. As employers, the expectation is for a job to be done and (in ideal terms) the job done well. If staff are being supported reasonably, then there is a much better opportunity for that to be achieved.

“Reasonable” — What Does That Actually Mean?

This is the word that does a lot of heavy lifting, and it matters for both employers and employees to understand it properly.

“Reasonable” doesn’t mean any adjustment an employee requests must be granted. It also doesn’t mean employers can dismiss requests simply because they’re inconvenient or require some cost or effort. It’s genuinely a balancing exercise.

Key factors that courts and Tribunals consider include:

How effective the adjustment would be in removing or reducing the disadvantage – and this is key, as if it doesn’t alleviate the disadvantage it’s not a reasonable adjustment

How practical it is to implement in the context of the role

The cost involved and the size and resources of the organisation

Any disruption to the business, client delivery or other employees

Whether external funding is available, such as through the government’s Access to Work scheme

For employers: this means you’re not expected to do everything, but you are expected to genuinely consider what’s possible and to explore options before concluding something can’t be done. Dismissing requests without proper consideration is where employers most often go wrong; a trial or an alternative proposal can make all the difference in a productive relationship. .

For employees: it’s worth understanding that an adjustment that works perfectly in one organisation might not be feasible in another. A small business with limited resources is in a different position to a large corporate. That doesn’t mean your needs don’t matter. It means the solution might look different, and it’s worth having an open conversation about what could work and to understand what is reasonable and what is not.

So What Do Reasonable Adjustments Actually Look Like?

Adjustments aren’t one-size-fits-all. They’re as bespoke as the people who need them. This also means they don’t apply equally to all disabilities – we must avoid the assumptions that what worked for once employee with (for example) ADHD, works for all with ADHD. Those assumptions are a waste of resources and time for an employer; the better use of time is to engage in a genuine conversation about what that employee struggles with, and what would make it better.

One issue we are now seeing more often is the role of AI – employees who are unsure of their adjustments are using AI to tell them what to suggest. Whilst this has it’s place, in some cases it can be unhelpful as it is, again, just a generic list of adjustments and unlikely to be personalised to that individual, their struggles, or the organisational restraints.

Real-World Examples of Reasonable Adjustments

Physical Health

Flexible start/finish times to accommodate fatigue or medical appointments

Ergonomic equipment such as standing desks, ergonomic chairs, or walking pads

A closer parking space for someone with limited mobility

Reduced travel requirements — review your hybrid working policy if you don’t have one

Mental Health

A phased return to work following absence, with ongoing support

A quieter workspace or noise-cancelling equipment (yes, noise-cancelling plants exist!)

Adjusted workloads or deadlines during periods of poor mental health

Regular one-to-ones and short breaks throughout the day to manage stress

Mental health adjustments can feel less tangible — but they’re just as valid. For more, read our blog: Taking Action for Mental Health: What We Do at Thrive Law

Neurodivergent Employees

Written instructions alongside verbal briefings for those with dyslexia or ADHD

Noise-cancelling headphones or a private workspace for autistic colleagues

Additional processing time in meetings and tasks broken into clear, structured steps

Flexible appraisal formats to suit different communication styles

Long-Term or Fluctuating Conditions

Flexible attendance policies that account for flare-ups

Adaptable return-to-work plans that evolve as needs change

A clear, judgment-free communication channel for flagging difficulties

The Conversation Matters as Much as the Adjustment

Here’s something that often gets overlooked: how you have the conversation about adjustments is just as important as the outcome.

Employees who feel heard and taken seriously are far more likely to engage positively with the process, even if not every request is granted in full. And employers who approach these conversations with genuine curiosity, rather than defensiveness or reluctance, tend to find solutions that actually work and keep their business thriving.

For employers, some practical pointers:

Create a safe space. Be clear that raising a need for adjustments won’t negatively affect someone’s role or how they’re perceived.

Ask, don’t assume. As above, two people with the same diagnosis can have very different needs. Find out what this person needs in this role.

Involve occupational health or other third parties where it’s helpful, but don’t use it as a reason to delay action. If a straightforward adjustment is clearly needed, consider implementing it while the OH process runs.

Document what’s been discussed and agreed. This protects everyone and helps ensure adjustments are actually followed through.

Build in reviews. Needs can change over time, and adjustments should evolve too – it also gives you an opportunity to consider if an adjustment is genuinely helping, or not.

For employees, it helps to:

Be as specific as you can about how your condition affects your work and what would help. Vague requests can be harder for employers to act on.

Understand that your employer may need time to explore what’s feasible. That’s not necessarily a “no.”

If a request is declined, ask for the reasons in documentation, either through writing on recordings, so the information is retained and can be understood. A Note on Job Applicants

Don’t forget that the duty to make reasonable adjustments applies before someone joins your organisation too. This includes the recruitment and selection process. If a candidate discloses a disability or a need for support, you’re expected to consider what adjustments might allow them to participate fully and fairly.

Conclusion

Reasonable adjustments aren’t about perfection, they’re about good faith and good intentions. Employers who genuinely engage with the process, and employees who communicate their needs clearly, are usually the ones who find something that works.

The best outcomes tend to come from workplaces where this isn’t treated as a legal obligation to be managed, but as a normal part of supporting people to do their jobs well.

If you’re not sure whether your current approach is working, whether that’s as an employer reviewing your processes or an employee unsure of where you stand, it’s always worth getting the right guidance early.

Need Support with Reasonable Adjustments?

Whether you’re an employer looking to review your policies, a manager who wants to feel more confident in these conversations, or an employee who isn’t sure where you stand, we’re here to help.

Get in touch with our team at enquiries@thrivelaw.co.uk or call us on 0113 861 8101

You might also find these resources helpful: