- The duty to make reasonable adjustments applies where a disabled person is put at a substantial disadvantage compared with others.
- It is an anticipatory and continuing duty, and there is no requirement for a formal diagnosis.
- Whether an adjustment is "reasonable" depends on factors such as its effectiveness, cost, practicality and the employer's resources.
- Most adjustments are simple and inexpensive; occupational health can advise on what would help.
Few phrases in employment law are as widely used, and as often misunderstood, as "reasonable adjustments". The duty is central to the Equality Act 2010, yet many managers are unsure when it applies, what it requires, and how far it goes. Understanding it well protects both employees and employers.
When the duty applies
Under the Equality Act 2010, the duty to make reasonable adjustments arises where a disabled person is placed at a substantial disadvantage, compared with people who are not disabled, by a provision, criterion or practice; by a physical feature of the premises; or by the absence of an auxiliary aid. A disability is a physical or mental impairment that has a substantial and long-term adverse effect on the ability to carry out normal day-to-day activities. Importantly, the person does not need a formal diagnosis, and many people who are covered do not think of themselves as disabled.
"Reasonable" is judged case by case, and the most reasonable first step is almost always to ask the person what would help.
An anticipatory and continuing duty
The duty is not a one-off. It is anticipatory, meaning employers should think ahead about barriers rather than waiting for a problem, and it is continuing, so adjustments should be reviewed as someone's circumstances, or their role, change. An adjustment that worked a year ago may no longer be enough, and a new one may be needed.
Good practice
The single most reasonable first step is usually the simplest: ask the person what would help. They understand their own situation better than anyone, and an open, practical conversation resolves the majority of cases without the need for anything formal.
What "reasonable" actually means
The Act does not define "reasonable" with a checklist, because it depends on the circumstances. In practice, whether an adjustment is reasonable takes account of how effective it would be in removing the disadvantage, its practicality, the cost and disruption involved, the employer's resources, and the availability of support such as Access to Work. A large organisation may reasonably be expected to do more than a very small one, but no employer is expected to do the impossible. The test is objective, and ultimately a matter for an employment tribunal, which is why a fair, well-documented process matters.
Common adjustments
Most adjustments are modest. They include changes to working hours or patterns, such as a phased return or flexible start times; changes to the workplace or equipment, such as specialist software, a different chair or a quieter space; changes to how work is allocated or managed; and additional support or training. For many conditions, small changes make a large difference.
Medwyn tip
Keep a simple record of what was discussed, what was agreed, and when it will be reviewed. If an adjustment cannot be made, record why and what alternative was offered. This is good for the employee and provides a clear, defensible account if a decision is ever questioned.
Where occupational health fits
Occupational health is often the most useful source of advice on adjustments, because it focuses on the relationship between health and the specific job. A management referral gives you clear, work-focused recommendations on what would help and for how long, and an opinion on whether the person is likely to be covered by the Equality Act. For adjustments relating to mental health or neurodiversity, a workplace needs assessment can identify practical support. The decision always remains the employer's, but good clinical advice makes it a well-informed one.
This article is general guidance for employers and is not individual medical or legal advice. If you are unsure how it applies to your organisation, contact our team.