Reasonable Adjustments at Work 

A practical UK guide for employees, managers and HR

If you are struggling at work because of a health condition, impairment or neurodivergent difference, you are not alone. Workplaces are busy, roles evolve, and what felt manageable last year can become difficult following changes in symptoms, medication, workload, technology, line manager or even office layout. The good news is that UK law expects employers to remove or reduce barriers for disabled people through reasonable adjustments. When organisations handle adjustments well, people stay healthier, absence tends to reduce, and teams retain experience that would otherwise be lost.

This guide is written for two audiences. First, it is for employees and job applicants who need support, including people with mental health needs, long-term conditions, energy-limiting illnesses and neurodivergence. Second, it is for managers and HR teams who must respond fairly, consistently and promptly. Throughout, the focus stays practical: what counts, when the duty applies, how to ask, what evidence is relevant, how to document decisions and what to do if there is disagreement.

A useful way to think about adjustments is simple: work should fit people as well as people fitting work. Most roles already contain flexibility, but sometimes that flexibility stays unofficial, inconsistent or dependent on who your manager is. Adjustments make support clear and reliable. They also protect both sides, because everyone knows what is expected and when it will be reviewed.

Reasonable Adjustments at Work in the UK Explained

In the UK, ‘reasonable adjustments’ are changes an employer makes to remove or reduce a disadvantage related to disability. The duty comes from the Equality Act 2010 and applies to both employees and job applicants, meaning it can begin during recruitment as well as employment. In everyday terms, it means an employer should not wait for a person to fail, be disciplined or go off sick before considering support. Instead, action should be taken once the employer knows, or should reasonably know, that someone is disabled and facing a substantial disadvantage at work. (equalityhumanrights.com)

Reasonable adjustments are not a special favour. They are a legal duty and a sensible risk-control tool. They reduce the chance of disability discrimination claims, but they also support performance, retention and morale. Just as importantly, they can prevent problems escalating into conflict. A clear, timely adjustments process often avoids grievances, long sickness absences and abrupt resignations.

Adjustments can involve:

• The way work is done (e.g. changing a process or a deadline approach).
• The working environment (e.g. lighting, noise, access, seating).
• The working arrangement (e.g. start times, breaks, location).
• Support (e.g. assistive software, mentoring, job coaching).

Acas explains the idea clearly and includes examples across physical and mental health. If you want the short version from a trusted source, see the Acas guide to reasonable adjustments.

Who Qualifies for Reasonable Adjustments?

The legal duty to make reasonable adjustments protects disabled people. That includes employees, workers and many applicants. It can also cover some self-employed contractors depending on the working arrangement, because protection can extend beyond traditional employment in certain situations. In practice, most workplace processes treat ‘employee’ and ‘worker’ together for adjustments because the same problems show up: access, workload, communication and health management.

A key point is that you do not have to use the word ‘disabled’ to start the conversation. You might say:

• “I have a long-term health condition and I’m struggling with X.”
• “My ADHD affects concentration in open-plan spaces.”
• “Since my treatment began, fatigue is limiting my stamina.”
• “My anxiety is flaring and the current rota is making it worse.”

Those statements should prompt a manager to ask what support might help and, if needed, to involve HR or Occupational Health. The duty can arise when the employer knows or could reasonably be expected to know about the disability and the disadvantage. In other words, employers cannot keep their head in the sand if the signs are clear. (equalityhumanrights.com)

People also qualify for adjustments during recruitment. For example, an applicant may need extra time in a test, questions in advance for an interview, an accessible format or a quieter room. Recruitment adjustments matter because a barrier in selection can lock someone out before they even get the job.

What Counts as a Disability in the UK?

The Equality Act definition focuses on impact rather than diagnosis. Under GOV.UK guidance, you are disabled if you have a physical or mental impairment that has a substantial and long-term negative effect on your ability to do normal day-to-day activities. ‘Long term’ usually means it has lasted, or is likely to last, at least 12 months. ‘Substantial’ means more than minor or trivial. 

‘Normal day-to-day activities’ includes things most people do, such as concentrating, reading, using a computer, travelling, sleeping, communicating, lifting, walking and social interaction. Importantly, the effect can fluctuate. Many conditions come and go. You might cope well for weeks and then crash. The law can still treat that as long-term if the overall pattern meets the test.

Some conditions can count as disabilities because of their effects, even when other people cannot see them. That includes many mental health conditions, chronic pain, migraine, long Covid, autoimmune conditions and neurodivergent profiles. Menopause symptoms can also amount to a disability in some cases if the impact is substantial and long-term, and the Equality and Human Rights Commission has published workplace guidance on this.

If you want the official summary, see GOV.UK: definition of disability under the Equality Act 2010.

Examples of Reasonable Adjustments at Work

It helps to group adjustments into common ‘lever points’ so that the conversation stays practical. Most solutions fit into one or more of these areas: time, place, pace, tools, communication and support.

Start by describing the barrier, not the label. For example, “I miss details in noisy meetings” is a barrier. “I have autism” is a label. The label may matter legally, yet the barrier guides the solution. This approach also helps managers who feel anxious about saying the wrong thing. They do not need to become clinicians. They need to remove barriers and manage work fairly.

Here are examples that often work well across roles:

Working time and breaks

• Flexible start and finish times to manage fatigue, medication side effects, or morning stiffness.
• Additional short breaks to regulate pain, anxiety, blood sugar, or sensory overload.
• A predictable rota with longer notice, because last-minute changes can trigger symptoms.
• Reduced hours temporarily with a review date, rather than an open-ended change.

Work location and environment

• A quiet desk, a private room for focused tasks, or a noise-reducing setup.
• Adjusted lighting (e.g. reduced glare) or a desk away from strong smells.
• A parking space closer to the building, or a step-free route into the workplace.
• A desk chair, footrest, sit-stand desk, or other ergonomic equipment.

How tasks are organised

• Reprioritising work so high-focus tasks happen at the person’s best time of day.
• Breaking large tasks into smaller stages with check-ins.
• Providing written instructions and clear deadlines rather than verbal-only requests.
• Adjusting performance targets during a flare-up, then reviewing when stable.

Tools and technology

• Speech-to-text or text-to-speech software.
• Screen readers, screen filters, larger monitors, or adapted keyboards and mice.
• Assistive apps for planning, reminders, or note-taking.
• Captioning for meetings, and transcripts for recorded calls.

Support and relationships

• A workplace mentor or buddy to help with planning, prioritising and confidence.
• Regular 1:1 meetings with a clear agenda to reduce uncertainty.
• Training for the manager on neurodiversity or mental health at work.
• A support worker, job coach, or interpreter where appropriate.

The EHRC Code of Practice lists many of these categories and highlights that adjustments can include altering hours, changing place of work (including home working), modifying procedures, providing support, and more. 

Reasonable Adjustments for Mental Health

Mental health conditions can be disabilities when they meet the legal impact test. Even when someone is not sure whether they meet the definition, supportive changes can still be good management practice. However, if the condition meets the definition, the employer must consider reasonable adjustments.

Mental health adjustments work best when they are specific and measurable. Vague agreements such as ‘be supportive’ rarely protect anyone. Instead, aim for practical changes tied to triggers and outcomes. That also helps when a new manager takes over, because the plan survives staff turnover.

Common barriers at work include:

• Unpredictable workload spikes that worsen anxiety.
• High-conflict environments that trigger trauma responses.
• Long video meetings that drain attention and increase stress.
• Lack of clarity that leads to rumination and sleeplessness.

Practical adjustments often include:

• A temporary change to workload, with priorities written down and reviewed weekly.
• Clear communication agreements, such as “urgent requests by email with a subject line tag”.
• Protected focus time, where meetings cannot be booked without agreement.
• A phased return plan after time off, with agreed duties and gradual increases.
• Permission to attend therapy or medical appointments during working hours, using flexi-time or paid time if available.
• A quiet room or agreed ‘step out’ option during panic symptoms.

Because mental health can fluctuate, review points matter. A three-month review might be realistic after a return to work. For some people, a two-week review is better at first, then monthly. The key is to set dates so nobody drifts and so support stays proportionate as things improve.

If you want a charity-based resource with workplace-focused examples, see Mind’s resources for employers. It can also help employees explain common needs without oversharing.

ADHD and Autism Workplace Adjustments

ADHD and autism can meet the Equality Act definition of disability depending on impact. Many people have strong skills in creativity, pattern spotting, problem solving, empathy or focus on specialist interests. However, the workplace can amplify barriers through noise, interruptions, unclear priorities and ‘hidden rules’.

A good adjustments conversation avoids stereotypes. Instead, it maps the individual’s strengths and friction points. The same diagnosis can look very different between two people, and the same person can have different needs on different days.

ADHD: common barriers and solutions

People with ADHD may struggle with working memory, time perception, task initiation, sustained attention or switching between tasks. As a result, a person can be brilliant in a crisis and overwhelmed by admin.

Adjustments that often help include:

• Agreeing priorities in writing, with a single ‘top three’ list for the week.
• Shorter meetings with clear decisions and written follow-ups.
• Structured check-ins at set times, rather than ad hoc interruptions.
• Permission to use noise-cancelling headphones, fidget tools or movement breaks.
• Using assistive tools such as timers, task boards, reminder apps or dictation.
• Training on the role’s admin systems in short sessions rather than one long block.

Autism: common barriers and solutions

Autistic people may find sensory overload, ambiguous communication and sudden change difficult. Social fatigue can also be a real issue, especially in customer-facing roles where ‘masking’ drains energy.

Adjustments that often help include:

• Providing information in advance (agendas, questions, changes to plans).
• Clear, literal instructions and explicit expectations, rather than hints.
• A quieter workspace, flexible seating or remote days to manage sensory load.
• Allowing written communication where possible for complex issues.
• Using predictable routines for shift patterns, breaks and task handovers.
• Pairing the person with one point of contact for feedback and queries.

For trustworthy, practical guidance, see the National Autistic Society employment resources and ADHD UK workplace information.

Reasonable Adjustments for Chronic Illness

Chronic illness is an umbrella term, so adjustments must follow the actual effects. Some people manage pain, fatigue or mobility limitations every day. Others experience flare-ups. Some conditions involve cognitive fog, temperature sensitivity, digestive urgency or immune suppression.

A useful framework is to ask: “What is hardest on a bad day, and what keeps work safe on those days?” Then build the plan around that, because ‘bad day planning’ prevents a crisis and gives the employee confidence that they can keep working without jeopardising their health.

Common chronic illness adjustments include:

• Flexibility around start times and attendance when symptoms flare, with clear reporting steps.
• Time off for treatment, rehabilitation or monitoring, using agreed processes.
• Remote or hybrid working to reduce travel strain and conserve energy.
• Ergonomic equipment, pacing strategies and job design that reduces repetitive strain.
• Adjusted performance expectations during medication changes or recovery periods.
• Temporary reallocation of non-essential duties that trigger symptoms.

In addition, many people benefit from ‘energy budgeting’. For example, the person might schedule demanding tasks for mornings, then use afternoons for lower cognitive load work. This is not about doing less. Instead, it is about doing the right work at the right time so output stays steady across the week.

Where fatigue is significant, a manager can also help by reducing unnecessary ‘context switching’. Fewer meetings, clearer ownership and protected time blocks can reduce exhaustion. For health information in plain language, you can refer to NHS advice on long-term conditions and condition-specific charities where relevant.

Phased Return and Reduced Hours Adjustments

After sickness absence, many people need a gradual return so they do not relapse. A phased return is often one of the most effective adjustments because it reduces risk while rebuilding capacity. It also gives the employer a clear plan, so everyone knows what support looks like week by week.

A strong phased return plan answers five questions:

1. What hours will the person work each week, and for how long?
2. Which duties are included at each stage?
3. What is temporarily removed or delegated?
4. What support will be in place (check-ins, training refreshers, equipment)?
5. When will you review, and what criteria will you use to move to the next stage?

Phased returns might look like:

• Week 1-2: 50% hours, priority tasks only, no late shifts, no travel.
• Week 3-4: 60-70% hours, some meetings added back, still protected breaks.
• Week 5-6: 80-90% hours, full duties except one high-trigger task.
• Week 7+: Full hours if well, or extend the plan if symptoms persist.

Reduced hours can be temporary or long-term. Sometimes a permanent reduction is the most reasonable option, especially if the alternative is repeated absence. However, reduced hours can also affect pay, so the conversation needs transparency and, ideally, written confirmation of how pay and benefits will change.

A common mistake is rushing the timeline because the team is under pressure. That can backfire. A slower, steadier return often prevents a second, longer absence. It also reduces the emotional load on colleagues, because the plan feels controlled rather than chaotic.

Remote Working as a Reasonable Adjustment

Remote or hybrid working can be a powerful adjustment, but it is not automatically the right answer for every role or person. The question is whether working from home removes or reduces the disadvantage, and whether it is reasonable given the role, business needs and alternatives.

Remote working can help with:

• Fatigue and pain by removing commute strain.
• Anxiety by reducing sensory overload and social pressure.
• ADHD by allowing a controlled environment and fewer interruptions.
• Immune suppression by reducing infection exposure.
• Mobility impairments by avoiding inaccessible travel routes.

However, remote working can also create issues, such as isolation, blurred boundaries or reduced informal support. So, a good plan includes structure:

• Set core hours for availability and breaks.
• Agree communication norms, such as response times and channels.
• Provide equipment for home use, including an appropriate chair and screen.
• Schedule regular check-ins that focus on workload, not surveillance.
• Protect the person from meeting overload by using clear agendas and optional attendance where appropriate.

If an employer thinks remote working is not suitable, it helps to offer alternatives rather than a flat ‘no’. For example, hybrid working, a quieter office zone, compressed hours to avoid rush hour or a different pattern of in-person days.

For people who want to understand their broader statutory rights to request flexible working, GOV.UK provides a route into the topic at Flexible working: overview. (Flexible working rights and reasonable adjustments are related but not the same. It is still useful to know both.)

How to Request Reasonable Adjustments

A good request is clear, calm and evidence-informed without becoming a courtroom bundle. You do not need legal language. You do need a description of the barrier and an idea of what would help.

A practical request usually includes:

• Your role and the tasks that are difficult.
• The impact on you (e.g. pain flare-ups, panic symptoms, mistakes, fatigue).
• The likely reason (e.g. a long-term condition, treatment, neurodivergence).
• The adjustment(s) you propose, and why they would help.
• Any urgency, such as safety risk or worsening symptoms.
• A request for a meeting and a reasonable timescale.

For example:
“I have a long-term condition that causes severe fatigue. The open-plan office and long commute are making symptoms worse. I can work effectively from home, and my output is consistent when I do. I would like to discuss hybrid working with three days at home, plus a later start on office days for the next eight weeks, then review.”

If you want to use a template structure, Acas has information about the process and what to consider. See Acas: reasonable adjustments.

For managers, the key is to respond promptly, set up a conversation and start exploring options. Even if you cannot implement the exact request, you should still engage and look for alternatives. Silence often feels like rejection, and rejection often triggers grievances. Early dialogue prevents that.

What Evidence Can Employers Ask For?

Employers can ask for enough information to understand the impact and identify appropriate adjustments. However, they should not ask for excessive, irrelevant or overly intrusive medical detail. The focus should stay on functional effects and work needs, because that is what guides practical support.

Evidence may include:

• A fit note from a GP, which may recommend adjustments or a phased return.
• A report from Occupational Health, which focuses on work capability and support.
• A specialist letter where relevant, though waiting times can be long.
• A workplace needs assessment report (e.g. via Access to Work).

Often, the most useful evidence is not a diagnosis letter. It is a description of how the condition affects work tasks, what triggers symptoms, what helps and what the likely timescale is. That is also fairer to employees, because many conditions have long diagnosis pathways, and some people will never receive a tidy label even when their impact is real.

Confidentiality matters. Health information is considered special category data under data protection law. Employers should limit access, store it securely and share it only with consent and on a need-to-know basis.

A balanced approach is: ask for what you need, explain why you need it, and avoid making the person ‘prove’ themselves beyond reason. This keeps trust intact and speeds up solutions.

Occupational Health: When to Refer

Occupational Health (OH) can be extremely helpful when:

• The manager and employee cannot agree on what would help.
• The condition is complex, fluctuating or hard to describe.
• Safety-critical duties are involved.
• Absence has been long, recurrent or linked to workplace triggers.
• The employer needs guidance on phased return or redeployment.

A good OH referral is specific. Instead of asking “Is this person fit for work?”, ask questions like:

• What work-related limitations are likely?
• What adjustments could reduce disadvantage and support performance?
• Is a phased return advisable, and what pattern is realistic?
• Are there risks to the employee or others, and how can we reduce them?
• What review period would you suggest?

Employees usually have rights regarding consent and seeing the report. Practically, it helps when employees share their own view with OH before the appointment: what is hard, what has already been tried and what they believe would work. That increases the chance that OH recommendations feel realistic and personalised.

OH is advisory. The employer still makes the decision. However, following OH advice and documenting reasons if you do not follow it can reduce conflict later.

Access to Work Scheme: How it Helps

Access to Work is a government scheme that can provide practical support and grants for disabled people and those with health conditions to start work, stay in work or move into self-employment. It can fund or contribute to things like specialist equipment, support workers, workplace assessments, and sometimes travel support if you cannot use public transport. (GOV.UK)

It is important to understand the relationship between Access to Work and reasonable adjustments:

• The employer still has the legal duty to make reasonable adjustments.
• Access to Work can help pay for support, especially where costs would otherwise be a barrier.
• Access to Work can also provide an assessment that recommends changes.

You can learn the basics and apply through GOV.UK: Access to Work.

A practical tip: do not wait until everything is agreed internally to start exploring Access to Work, because assessment and approval can take time. Instead, run both tracks: workplace conversation and Access to Work application, then bring the recommendations together.

Can an Employer Refuse Adjustments?

Yes, an employer can refuse a particular adjustment if it is not reasonable. ‘Reasonable’ depends on context. Tribunals look at factors such as effectiveness, practicality, cost, disruption, resources, and availability of financial or other support. The EHRC Code of Practice discusses how employers should consider ‘reasonable steps’ and what can be relevant when weighing options.

However, ‘refuse’ should not mean ‘end the conversation’. A defensible refusal usually includes:

• A clear explanation of why the specific change is not workable.
• Evidence, such as role requirements, operational impact or safety constraints.
• Consideration of alternatives, not just a blanket rejection.
• A review option if circumstances change.

For example, an employer might refuse full-time remote work for a role that requires daily in-person handling of equipment. Yet they might offer:

• Hybrid working where duties allow.
• A different shift to avoid peak travel.
• Assistive equipment on site.
• A move to a similar vacancy that better matches needs.

Managers should also avoid informal ‘no’ decisions made in isolation. A consistent process, involving HR and sometimes OH, supports fairness across the organisation. It also reassures teams that adjustments are not a popularity contest.

What to Do if Adjustments Are Ignored

When adjustments are promised but not implemented, people often feel stuck. They may worry about appearing to be difficult. Meanwhile, the disadvantage continues and symptoms often worsen. So, it helps to act early and keep the tone factual.

If you are an employee, you can take these steps:

• Put the request in writing, even if you discussed it verbally, and ask for a response date.
• Summarise what was agreed, including timescales and who will do what.
• Ask for an interim measure if the full solution will take time, such as temporary home working, reduced duties or a quiet desk.
• Keep your own record of key dates, meetings and impacts.

If progress stalls, escalate in a structured way:

• Speak to HR or a more senior manager, focusing on problem-solving.
• Request an Occupational Health referral if it would help clarify options.
• Use internal policies, such as a formal grievance, if informal routes fail.

It is also useful to understand external routes. Acas provides information about employment tribunal time limits and how Early Conciliation works. Claims often have strict deadlines, and early conciliation can pause the clock while Acas supports settlement discussions. See Acas: employment tribunal time limits.

For independent guidance, Citizens Advice on discrimination and time limits can help you understand practical next steps, including what to do if the discrimination is ongoing.

For managers and HR, the message is just as clear: if you agree an adjustment, implement it. If you cannot, explain why and offer alternatives. Silence or delay increases the risk of grievance, ill health and legal claims.

Before conflict escalates, consider a reset meeting. Go back to the barrier. Ask what has changed. Agree a revised plan with dates. Document it. That simple step resolves many situations that otherwise spiral.

Conclusion

Reasonable adjustments are one of the most practical tools the UK has for making work fair, safe and sustainable for disabled people. They are also a smart way to reduce absence and retain skilled staff. The best outcomes come from early, clear conversations that focus on barriers and solutions rather than labels and assumptions.

For employees, the strongest approach is to describe the impact, propose workable changes, and keep a written record of what you have asked for and what has been agreed. For managers and HR, the strongest approach is to respond promptly, explore options creatively, use Occupational Health and Access to Work where helpful, and document decisions so everyone understands the plan.

When adjustments happen quickly and thoughtfully, the benefits ripple outward. People feel respected, performance improves, teams become more stable, and conflict becomes far less likely. In most workplaces, that is a win worth designing for.