Reasonable Adjustments
Under the Equality Act 2010, once you know (or should reasonably know) that an employee has a disability, you have a duty to make reasonable adjustments. The key word is "reasonable" – but what does that mean in practice?
Step 1: Identify the Disadvantage
What specific aspects of the job/workplace are creating substantial disadvantage for this employee? Be precise:
• "Cannot sit for more than 30 minutes due to back condition"
• "Struggles with concentration in open-plan office due to ADHD"
• "Unable to climb stairs following knee surgery"
Step 2: Generate Adjustment Options
Brainstorm multiple solutions, from simple to complex:
• Physical adjustments: Equipment, workspace layout, parking
• Procedural adjustments: Modified duties, different reporting methods
• Time adjustments: Flexible hours, phased returns, additional breaks
• Support adjustments: Mentoring, training, assistive technology
Step 3: Apply the Reasonableness Test
Consider these factors for each potential adjustment:
• Cost vs. organization size and resources
• Effectiveness in removing the disadvantage
• Impact on other employees and operations
• Availability of external support/funding
• Health and safety implications
Step 4: Implement and Review
Set clear trial periods, success measures, and review dates.
Common Mistakes to Avoid
Don't assume cost is prohibitive without checking – Access to Work grants can fund up to £62,900 annually for workplace adjustments.
Don't implement adjustments in isolation – Consider the ripple effects on team dynamics and workload distribution.
Don't make adjustments permanent immediately – Start with trial periods to assess effectiveness.