What Can Reasonable Adjustments Look Like at Work?
Short answer
Reasonable adjustments at work are changes that remove unnecessary barriers and help employees perform at their best. Most adjustments cost little or nothing and are often about changing how work is organised, communicated or measured. For managers, the key question is not "How can this person fit into our existing way of working?" but "Is there a better way to achieve the same outcome?"
When managers hear the phrase reasonable adjustments, many immediately think about expensive equipment, complicated processes or having to make exceptions to the rules.
In reality, most reasonable adjustments are far simpler than that.
The challenge is often not cost. It's mindset.
Many managers assume adjustments involve specialist equipment, large budgets or complex processes. In practice, some of the most effective adjustments involve changing communication, expectations, working patterns or helping employees make better use of tools they already have.
This is where managers often need to challenge what work has traditionally looked like.
For decades, many organisations have operated on assumptions such as:
Everyone should work 9am to 5pm.
Everyone should attend meetings in the same way.
Everyone should work best in a busy office.
Everyone should communicate verbally under pressure.
Everyone should sit at a desk all day to be productive.
But are those things genuinely necessary?
Or are they simply habits we've inherited from previous generations of work?
As we've written before, neuroinclusion is often less about changing people and more about changing systems that create unnecessary barriers. Many workplace difficulties are actually workplace design issues, not capability issues.
The goal isn't to lower standards.
The goal is to create the conditions that allow people to meet them.
What Is a Reasonable Adjustment?
A reasonable adjustment is a change that removes or reduces a workplace disadvantage experienced by a disabled employee.
Under the Equality Act 2010, employers have a duty to make reasonable adjustments when a disabled employee is placed at a substantial disadvantage compared with non-disabled colleagues.
The adjustment needs to be reasonable in the context of the organisation, taking into account factors such as cost, practicality, available resources and business needs.
Importantly, reasonable adjustments are not special treatment.
They're practical tools that help people perform effectively.
Are Managers Sometimes Adjusting the Wrong Thing?
Often, yes.
Here's the bit managers frequently get stuck on.
They focus on whether an employee can fit the existing system.
A better question is whether the system itself is creating unnecessary barriers.
For example:
Does Someone Really Need to Work 9am to 5pm?
Many jobs require coverage at certain times.
Many don't.
If the work can be completed effectively between 7am and 3pm, why insist on 9am to 5pm?
If someone consistently delivers high-quality work, does it matter whether they started at 8am instead of 9am?
For some neurodivergent employees, energy, focus and concentration vary significantly throughout the day. A rigid schedule may create barriers that have little to do with their ability to perform the role.
Does Someone Need to Be in the Office Five Days a Week?
Some roles genuinely require physical presence.
Others don't.
If the outcome can be achieved remotely, hybrid working may remove barriers relating to concentration, sensory overload, commuting stress or fatigue.
The question isn't whether someone is visible.
The question is whether the work is getting done.
Does Productivity Mean Sitting at a Desk?
For some people, yes.
For others, no.
Some employees focus better standing up, moving around, taking short movement breaks or working in different environments throughout the day.
If performance improves, should managers be measuring time spent sitting down or the quality of the outcome?
This is where neuroinclusive management often becomes more effective management for everyone.
Practical Examples of Reasonable Adjustments
Let's make this practical.
Communication Adjustments
Many workplace challenges stem from unclear communication rather than capability.
Practical adjustments might include:
Providing written instructions after meetings
Clarifying priorities in writing
Breaking large projects into smaller stages
Giving advance notice of changes
Sharing agendas before meetings
Providing examples of completed work
Allowing processing time before expecting an immediate response
These adjustments cost nothing but can significantly reduce misunderstandings and stress.
Flexible Working Adjustments
Flexibility is often one of the most effective adjustments available.
Examples include:
Flexible start and finish times
Hybrid working arrangements
Adjusted break schedules
Protected focus time
Reduced commuting requirements
Fewer unnecessary meetings
Adjusted workloads during periods of burnout recovery
This does not mean lowering standards.
Performance expectations remain exactly the same.
The adjustment is how someone achieves those outcomes.
Environmental Adjustments
Many workplaces create distractions that affect concentration.
Simple adjustments might include:
Moving desks away from busy walkways
Providing access to quieter spaces
Reducing unnecessary interruptions
Allowing remote work for concentration-heavy tasks
Adjusting lighting where practical
Creating options for lower-stimulation workspaces
Again, most of these changes cost little or nothing.
Equipment and Technology Adjustments
While adjustments are often assumed to be expensive, many aren't.
In fact, managers are often surprised by how little money is involved. The biggest impact frequently comes from changing how work is organised rather than purchasing equipment.
Noise-Cancelling Headphones
A basic pair can cost around £30.
For someone who is highly sensitive to noise or struggles with concentration, this can significantly reduce distraction and improve focus.
Sit-Stand Desks
Basic sit-stand desk converters can often be purchased for under £100.
For employees who focus better while standing or moving, this can be a simple and effective adjustment.
Existing Technology and Built-In Accessibility Tools
One of the most overlooked adjustments is simply making better use of technology employees already have access to.
Many laptops, smartphones and workplace software packages include built-in accessibility features that can make work easier without any additional cost.
Examples include:
Speech-to-text tools for drafting emails, reports and notes
Text-to-speech functions that read documents aloud
Dictation features within Microsoft 365 and Google Workspace
Live captions during meetings
Focus modes and notification controls
Colour and display settings that reduce visual strain
Often the challenge isn't buying new software.
It's knowing what's already available and helping employees understand how to use it effectively.
A short conversation, a demonstration from IT, or sharing existing accessibility features can sometimes have more impact than purchasing new technology.
Meeting Adjustments
Meetings are a common source of workplace friction.
Practical adjustments may include:
Sharing agendas in advance
Clearly defining meeting objectives
Providing written summaries afterwards
Allowing contributions in writing
Giving people time to process information
Being clear about actions and deadlines
For some employees, written contributions produce better outcomes than expecting immediate verbal responses.
What About Access to Work?
Managers often assume they must fund every adjustment themselves.
That isn’t always the case.
The Government’s Access to Work scheme can provide practical advice and funding for disabled employees, including many neurodivergent people.
Access to Work can help identify appropriate support and may contribute towards funding specialist equipment, workplace coaching, software or support that goes beyond what would normally be reasonable for an employer to provide.
This can be particularly valuable for smaller organisations with limited budgets.
However, Access to Work waiting times can be extremely long, so employers should not delay putting reasonable support in place while an employee waits for an assessment.
Many employers are surprised by how much support is available.
What Managers Should Focus On
A common mistake is jumping straight to solutions.
A better question is:
"What's getting in the way of this person doing their best work?"
The goal is not to diagnose people at work.
The goal is to understand barriers.
A productive conversation might explore:
Which parts of the role are working well?
Which parts feel difficult?
What conditions help concentration and performance?
What creates unnecessary friction?
What support would make the biggest difference?
The answers are often simpler than managers expect.
What Managers Should Do Next
If you're reviewing reasonable adjustments within your team:
Challenge assumptions about how work "should" be done.
Focus on outcomes rather than presenteeism.
Clarify expectations and priorities.
Ask employees what helps them work effectively.
Explore low-cost and no-cost adjustments first.
Consider Access to Work where specialist support may be helpful.
Review adjustments regularly and adapt as circumstances change.
Remember: reasonable adjustments are not about lowering standards.
They're about removing unnecessary barriers so people can meet them.
How NeuroConfetti Can Help
Many managers understand that neuroinclusion matters but aren't always sure what to do in practice.
That's where confidence and capability matter.
If your managers know neuroinclusion matters but aren't sure what to say or do next, NeuroInclusion Unlocked is designed for exactly that gap.
It gives managers practical confidence with conversations, adjustments, performance management and everyday support, helping them move beyond good intentions and into confident action.
FAQs
Are reasonable adjustments expensive?
Usually not. Many adjustments cost nothing at all and involve changing communication methods, work patterns or expectations.
Do reasonable adjustments lower performance standards?
No. Adjustments remove barriers. They do not reduce expectations around performance, quality or accountability.
Can someone receive adjustments without a formal diagnosis?
In many cases, yes. Good management often focuses on barriers and support needs rather than waiting for a formal assessment.
What is Access to Work?
Access to Work is a government scheme that can provide advice and funding for workplace support, equipment and specialist services for disabled employees.
Should every neurodivergent employee receive the same adjustments?
No. Neurodivergent employees are individuals with different experiences, strengths and support needs.
What's the most important adjustment a manager can make?
Often it's not equipment at all. Clear communication, flexibility and a willingness to challenge traditional ways of working can have the biggest impact.