Reasonable adjustments in the workplace

Creating workplaces that are accessible for disabled employees is vital to provide equal opportunities for everyone. More than simply fostering empathy – it is about driving systemic change to ensure accessibility, inclusion, and empowerment. For employers, it’s about ensuring that you have a workplace culture that allows disabled colleagues to succeed, and that it is backed up with the right processes and policies.

What are reasonable adjustments?

Reasonable adjustments in the workplace are accommodations made to remove or reduce barriers for employees with disabilities.

Going beyond legal requirements and putting these small changes in place ensures employees can perform their job effectively and enjoy equal opportunities. The onus is on the employer to work with the individual to find adjustments that work and should not sit with the individual.

Many organisations find that by ingraining reasonable adjustments into their workplace that employees are more impactful, teams more productive, and outcomes more successful. Reasonable adjustments can be adaptations to the physical environment, the provision of assistive technology, offering flexible working or job redesign, additional training and support, or adjustments to workplace policies. Read on for examples of how this looks in practice.

Workplace adjustments

In many organisations, such as Inclusive Employers, the term ‘workplace adjustments’ is increasingly popular and preferred over ‘reasonable adjustments’, which is a legal term introduced under the Equality Act 2010. This has evolved to the term workplace adjustments, which is broader and more inclusive, supporting all employees regardless of whether or not they have a disability.

Workplace adjustments can support everyone, including people with injuries, caring responsibilities, or those facing significant life events. Embracing and normalising workplace adjustments encourages inclusion and reduces stigma.

It is important to note that the need for adjustments isn’t limited to a formal diagnosis – it’s based on need. If there is evidence of a need, there is a need for adjustment.

Examples of how to make the workplace more inclusive for disabled people

Workplace adjustments are hugely individual and context specific. What works for one will not necessarily work for another as even with the same ‘disability’ the individual may present differently and therefore have a very different need, or require a different way of meeting that need. An individual’s requirements may change over time too.

We asked the Inclusive Employers team for their recommendations for workplace adjustments and our top nine are listed below. We will be releasing a comprehensive list soon as a Members’ downloadable resource.

1. Physical environment and equipment adjustments

Access: Ensure all workspaces are accessible to all colleagues. Install ramps, handrails, or elevators for wheelchair users
Accessible facilities: Provide accessible toilets, kitchens, and parking spaces
Equipment: Provide suitable furniture and equipment, delivered with the individual’s needs in mind
Mobility: Rearrange office furniture to create space for mobility aids

2. Tools and Technology

Assistive Technology: Provide tools like speech-to-text software, task management apps, or ergonomic keyboards
Project Management Tools: Use software like Trello, Asana, or Notion to help organise tasks visually
Time Management Aids: Supply alarms, timers, or calendar reminders

3. Sensory Environment Adjustments

Quiet Spaces: Provide access to a quiet room or sensory retreat for breaks when needed
Lighting: Offer alternatives to harsh fluorescent lighting (e.g., natural light, dimmable lights
Noise Management: Use noise-cancelling headphones, white noise machines, or desk partitions to reduce auditory distractions
Flexible Workspaces: Allow employees to choose where they work (e.g., quiet zones or remote options)

4. Communication Support

Clear Instructions: Use concise, written instructions in addition to verbal communication
Visual Supports: Provide checklists, flowcharts, or visual schedules to clarify tasks and deadlines
Direct Communication Style: Avoid ambiguity, idioms, or indirect language
Regular Feedback: Schedule frequent, structured one-on-one check-ins to discuss progress and address concerns
Inclusion Passports: Introduce this tool to understand and respond to an individual’s needs

5. Job Role and Task Modifications

Structured Tasks: Clearly define roles, responsibilities, and expectations
Predictable Routine: Minimise sudden changes to schedules or tasks where possible, and provide advance notice of any change
Chunking Work: Break down tasks into smaller, manageable steps with realistic timelines
Flexible Deadlines: Allow extra time for tasks that require high levels of social interaction or executive functioning

6. Flexible Working Arrangements

Remote or Hybrid Work: Enable work from home options if the environment at work is overstimulating
Flexible Hours: Allow adjusted start and finish times to accommodate energy levels or commuting needs
Customised Breaks: Permit short, regular breaks for self-regulation

7. Social and Workplace Culture

Buddy or Mentor System: Pair the individual with a supportive colleague to provide guidance and a point of contact
Awareness Training for Staff: Provide autism awareness and inclusion training to colleagues and managers
Minimising Social Pressure: Avoid mandatory participation in social events or team activities unless the individual opts in

8. Emotional and Mental Health Support

Access to Support Services: Provide or signpost access to occupational health, counselling, or Employee Assistance Programmes (EAP)
Clear Channels for Escalation: Establish clear, confidential procedures for raising concerns
Workload Management: Ensure workload is manageable to avoid burnout

9. Recruitment and Onboarding

Alternative Interview Formats: Use practical assessments or work trials instead of traditional interviews
Advance Preparation: Provide clear information about the interview or onboarding process, including a schedule and the names of attendees
Orientation Plan: Offer an extended and structured onboarding period to ease the transition

Best Practices for implementing workplace adjustments

Individualisation: Engage directly with the person to understand their unique needs and preferences
Trial and Feedback: Implement adjustments on a trial basis and adapt based on their feedback
Proactive Approach: Anticipate adjustments instead of waiting for issues to arise
Maintain a record of agreed adjustments and regularly review them

Making a positive impact to disabled colleagues in the workplace

Supporting underrepresented groups in the workplace is at the core of Inclusive Employers’ mission. We want to highlight the inspiring work our talented team does to create more inclusive environments for disabled colleagues. Read on to learn more about the experiences of our colleagues and inclusion specialists in this area and the positive impact they’re making.

Matheus Carvalho, Director of Global Services, Delivery of training on ADHD and Dyspraxia

In my role supporting members, I’m fortunate to deliver training on the varied experiences that fall under the disability umbrella. Growing up, I always felt a bit “different” – I was the clumsy kid at school, the one who’d drop or break things and struggle in Physical Education classes. When I joined the workplace, some of those challenges resurfaced; I still remember splattering tomato sauce on my new employer’s white wall on my first day! It wasn’t until later that I learned these experiences were due to dyspraxia and ADHD, conditions that affect my motor coordination and concentration.

In our training sessions, I make it a priority to share not only what it’s like to be neurodivergent in a world that isn’t designed for us but also to discuss ways colleagues can become better allies and help create inclusive spaces. The most rewarding part of this work is witnessing the immediate impact on attendees. I often hear from neurodivergent participants who express gratitude for these discussions and feel their experiences are finally being recognised. It’s deeply meaningful to me, as I wish these conversations had been happening when I first entered the workplace—it would have made a world of difference.

Cheryl Padgham (she/her), Diversity and Inclusion Consultant

Image shows Cheryl smiling at the camera.

One of my areas of specialism is disability and I have always been passionate about upskilling managers to support their disabled staff. A member of mine was keen to update their disability training for managers, so I undertook a thorough review of the training itself.

One of my aims was to make it much more constructive, rather than something problematic to do and highlight the value of having disabled staff in an organisation. The organisation is now going to use this format for other inclusion and diversity training that they are developing going forwards. I really felt that the work that I did has made a positive difference to their disability training and will make other inclusion and diversity training much more progressive going forwards.

Clare Robertson (she/her), Global Senior Diversity and Inclusion Consultant

Image shoes Clare smiling at the camera

As someone diagnosed with autism, dyscalculia, and ARFID later in life, I bring a personal perspective to my role in delivering impactful training and advice on these conditions. Through my experiences and those of my colleagues and loved ones, I’ve developed a deep understanding of the unique challenges faced by individuals with neurodivergence and other hidden disabilities. In my training sessions, I focus on creating an open environment where colleagues and clients can share openly, and gain insight into these experiences and learn practical ways to develop an inclusive culture that respects neurodivergent needs.

One of the most rewarding aspects of this work is witnessing the impact it has on clients and colleagues. I often receive feedback from participants who appreciate the space to openly discuss neurodiversity and develop allyship skills. For me, knowing that these conversations can lead to real, tangible change in how we view disability and neurodiversity in the workplace is profoundly meaningful—it’s the type of support I would have valued when navigating my own challenges early on.

“The Inclusive Employers inclusion passport has been amazingly helpful in shaping these conversations.”

A quick guide to Inclusion Passports

Image shows colleagues putting their hands together in celebration

Kate Adams (she/her) Senior Inclusion and Diversity Consultant

Image shows Kate smiling at the camera.

I’m proud to share my journey and commitment to building inclusive workplaces that ensure everyone can thrive. Living with a long-term condition and undiagnosed ADHD myself, alongside what will soon become a full-time caring role for a family member with physical disabilities, continues to deepen my own growth, knowledge and understanding of the need for strategic planning and inclusive design. My work at Inclusive Employers aims to raise awareness, educate, open doors and amplify voices whilst building knowledge and skills for successful allyship so that everyone can get involved.

Enabling disabled and neurodivergent staff to thrive at work isn’t just the right thing to do, it’s essential to building innovative, resilient, and high performing teams. When we create workplaces that embrace and support all forms of diversity, we empower every individual to contribute their unique strengths and perspectives. By removing barriers, providing tailored resources, and fostering an inclusive culture, we don’t just help disabled and neurodivergent staff succeed; we drive creativity, adaptability, and growth across the entire organisation. An inclusive workplace is a stronger, more dynamic workplace that benefits everyone.

Reasonable adjustments and disability inclusion

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