Reasonable adjustments can be the difference between a neurodivergent employee thriving in their role or quietly burning out. Yet for many managers, the question of what counts as “reasonable” is a source of confusion, worry, and uncertainty.

You might wonder:

• “Is this adjustment too much for our team?”

• “Will it cause resentment with other employees?”

• “Are we legally required to agree?”

• “What if saying no creates conflict?”

Understanding how to confidently determine whether an adjustment is reasonable is one of the most important skills you can develop as a people manager. In this blog, we’ll break down what a reasonable adjustment is, why it matters, and four key factors that can help you decide if a request is reasonable, all in plain, actionable language.

What is a Reasonable Adjustment?

A reasonable adjustment is a change to the workplace, working arrangements, or the way things are done that helps a disabled or neurodivergent employee do their job effectively. Under the Equality Act 2010 in the UK (and similar legislation elsewhere), employers have a legal duty to provide reasonable adjustments if an employee is at a disadvantage because of a disability, including neurodivergent conditions like autism, ADHD, dyslexia, and dyspraxia.

Examples of reasonable adjustments include:

• Flexible working hours

• Providing noise-cancelling headphones or a quieter workspace

• Giving instructions in writing instead of verbally

• Allowing remote work some or all of the time

• Using assistive technology, like screen readers or mind-mapping software

These changes don’t lower expectations or standards but remove barriers so employees can meet them.

Why Do Reasonable Adjustments Matter?

Adjustments aren’t just about legal compliance. They’re an investment in people. When you make reasonable adjustments:

• Employees feel valued and supported

• Engagement and productivity increase

• Absenteeism and turnover decrease

• Your organisation shows it truly cares about diversity and inclusion

Plus, by removing unnecessary obstacles for neurodivergent staff, you often make work better for everyone — a classic example of the curb-cut effect.

How to Determine if an Adjustment is Reasonable

Deciding whether an adjustment is reasonable isn’t about gut feeling or comparing one employee’s request with another’s. Instead, it’s about considering four key factors together:

1) Appropriateness for the Role

Ask yourself: Does the adjustment enable the employee to perform the essential functions of their role without compromising quality or safety?

For example:

• Allowing flexible start times for an analyst with ADHD might help them focus during their most productive hours, improving work outcomes.

• Permitting an employee to work from home part of the week could be entirely appropriate if their duties don’t require constant in-person collaboration.

But if an adjustment would fundamentally prevent the employee from performing key tasks (e.g., a forklift driver requesting to work fully from home), it may not be reasonable because it conflicts directly with the role’s essential requirements.

2) Practicality of Implementation

Consider: How practical is it to put the adjustment in place given the current work environment, resources, and operational needs?

Questions to reflect on include:

• How complex is the adjustment?

• Can you implement it within a reasonable timeframe?

• Are there existing processes or systems that support it?

For instance, providing written instructions is practical for almost any role and can be done immediately. But restructuring entire shifts for one employee on short notice might not be practical without broader planning.

Remember: practical doesn’t mean “easy” but whether it can reasonably be done with available resources.

3) Financial and Organisational Cost

The Equality Act doesn’t require you to make adjustments that would cause disproportionate cost or disrupt operations unreasonably. Consider:

• The cost of the adjustment relative to the organisation’s size and resources

• Potential funding sources (e.g., UK Access to Work scheme can cover adjustments)

• The potential cost of not providing the adjustment, such as losing valuable talent or facing legal risk

For example, noise-cancelling headphones are a small one-off expense that most employers can easily absorb. But building a private office for one employee in a shared coworking space might not be reasonable if costs are prohibitive.

Remember: what’s “reasonable” for a small charity may differ from what’s reasonable for a multinational corporation.

4) Impact on Other Employees and the Business

Finally, ask: Would the adjustment negatively affect colleagues’ ability to do their jobs or create an unfair burden?

For example:

• Allowing a flexible break schedule likely has minimal impact on others.

• Requiring all meetings to change time every week around one person’s needs could significantly disrupt team collaboration.

However, it’s important not to conflate “impact on team morale” with reasonableness. Some employees may resent adjustments if they don’t understand them. That doesn’t mean the adjustment is unreasonable; it means you may need to communicate clearly about your commitment to inclusion.

Bringing the Four Factors Together

When assessing an adjustment, look at all four factors together, not in isolation. Ask yourself:

• Does it enable the person to perform their essential duties?

• Is it practical?

• Is it affordable relative to our resources?

• Does it cause undue disruption?

Document your decision-making process to show you considered the request carefully and fairly.

Practical Steps for Managers When an Adjustment is Requested

1. Acknowledge the request with empathy. Thank the employee for sharing their needs. Avoid dismissing it or promising an immediate yes/no.

2. Discuss specifics. Ask the employee how the adjustment will help them, what barriers they’re experiencing, and what they hope to achieve.

3. Assess the request against the four factors. Use them as your decision-making framework rather than relying on instinct.

4. Explore alternatives if needed. If you can’t provide exactly what’s requested, discuss similar adjustments that might meet the same need.

5. Decide promptly. Delays can add stress. Keep the employee informed about timelines and next steps.

6. Document agreements clearly. Share the decision in writing, specifying what adjustments will be made, for how long, and how they’ll be reviewed.

Examples of Reasonable and Unreasonable Adjustments

✅ Reasonable: Allowing an autistic employee to have a fixed desk location instead of hot-desking, reducing sensory overwhelm and uncertainty.

❌ Unreasonable: Granting indefinite paid leave when an employee cannot perform any duties, especially if no alternative work arrangements are possible.

✅ Reasonable: Permitting an employee with dyslexia to use text-to-speech software.

❌ Unreasonable: Removing essential tasks from the role entirely when no alternative responsibilities exist.

What If You’re Not Sure?

If you’re unsure, seek advice. HR, occupational health providers, and specialists like Enna can help you navigate tricky situations, explore creative solutions, and stay compliant.

Communicating About Adjustments with Your Team

Reasonable adjustments can cause confusion or resentment among other employees if not handled carefully. Avoid disclosing private details, but reinforce that adjustments help everyone succeed and are part of creating an inclusive workplace.

For example:
“Our company is committed to supporting all employees, including those with different ways of thinking or working. Sometimes this means making small changes to how we do things, and we appreciate everyone’s cooperation.”

Conclusion

Determining whether an adjustment is reasonable doesn’t have to be overwhelming. By considering appropriateness, practicality, cost, and impact on others, you can make fair, confident decisions that support neurodivergent team members and help your entire organisation thrive.

Remember: reasonable adjustments are not special treatment. They are a legal and moral responsibility that allows every employee to meet their potential.

Need help assessing reasonable adjustments?
Enna provides training, policy reviews, and 1:1 consultations to help organisations create neuroinclusive workplaces. Learn more at enna.org or book a call with our team.