Small changes to how, when and where someone works can make the difference between an employee who is constantly working against their environment and one who can do their best work. For neurodivergent employees, those changes are usually called reasonable adjustments. In the UK they are a legal duty as well as good management.
This guide explains what reasonable adjustments are, when you have to make them, who pays, and how to put them in place well.
What are reasonable adjustments?
ACAS describes reasonable adjustments as changes an employer makes to remove or reduce a disadvantage related to someone’s disability. For neurodivergent people, that disadvantage usually comes from how work is organised: noisy open-plan offices, vague instructions, rigid hours, or meetings that reward whoever speaks fastest.
Most adjustments are small. Common examples include:
- sharing meeting agendas in advance
- giving instructions and feedback in writing as well as verbally
- providing assistive technology, such as text-to-speech or task management tools
- flexible hours or hybrid working
- a quieter workspace or access to a quiet room
You don’t have to transform how your business runs. The aim is to change the specific things that create barriers for a particular person.
What does “reasonable” mean?
It depends on the situation. ACAS guidance on reasonable adjustments says an employer should consider whether the adjustment would remove or reduce the disadvantage (which means talking to the person, not making assumptions), whether it’s practical, whether it’s affordable, and whether it could harm the health or safety of others.
If one adjustment isn’t reasonable, you should still look for other ways to support the person. We go into more depth in how to decide whether an adjustment request is reasonable.
When do you have to make reasonable adjustments?
Under the Equality Act 2010, the duty covers employees, workers, contractors and job applicants. It applies when you know, or could reasonably be expected to know, that someone is disabled; when a disabled employee or applicant asks for changes; when a disabled person is having difficulty with part of their job; and when absence or sickness is linked to their disability.
Many neurodivergent people meet the legal definition of disability, but you don’t need to wait for a diagnosis or a legal argument before making sensible changes. For the full picture, read our page on your legal responsibilities around reasonable adjustments.
Who pays for reasonable adjustments?
The employer does. Most adjustments are simple and cheap. Where there are larger costs, the employee may be able to apply to the government’s Access to Work scheme for a grant towards practical support, but it doesn’t replace the employer’s legal duty.
Examples of reasonable adjustments
Flexible working
Flexible start and finish times let people work when their energy and focus are strongest. Hybrid or remote working can reduce sensory load and commuting fatigue. Regular, predictable breaks help with concentration across long days.
The physical environment
A desk away from printers and walkways, adjustable lighting, permission to wear headphones and a quiet room people can use without having to explain themselves all reduce sensory barriers.
Communication and tasks
Written instructions, clear priorities and deadlines, agendas before meetings and documents in accessible formats help people take in information in the way that works for them. Assistive technology such as dictation, screen readers and mind-mapping software can also make a big difference.
Involving employees in decisions
Ask neurodivergent employees for input when you change policies, processes or office layouts. They’re the best source of information about what creates barriers in the first place.
For condition-specific ideas, see our examples of adjustments for employees with ADHD, autistic employees and dyslexic employees.
What to do when an employee asks for adjustments
Have a private conversation
Set aside time somewhere confidential and let the employee lead. Ask how their neurodivergence shows up at work, what they’re good at, where things get harder and what would help. Listen more than you talk, and don’t assume you already know the answer. Our guide to having a good conversation when an employee discloses has more on this.
Agree and record the adjustments
Agree what you’ll put in place and by when, write it down and give the employee a copy. A written record means the adjustments carry over if they change manager or team.
Review them regularly
Roles change, and so do people’s needs. A first review about a month after the adjustments start is sensible. After that, check in regularly to make sure they’re still working.
How Enna can help
Not sure which adjustments would work? A workplace needs assessment gives you clear, practical recommendations for the individual. Managers who want to feel confident in adjustment conversations can join our reasonable adjustments workshop. And if you have a tricky case, book a call with the Enna team.
