Essential Guide to Workplace Adjustments for Managers

Managers are often the “make it work” point between an employee’s needs and the business they work for. Very often they are not equipped with the necessary people skills or the understanding of the employees impairment to enable them to approach the task with an informed and empathetic approach.

In the UK, reasonable adjustments are more than good practice – they’re a legal duty – where an employee is disabled (under the UK Government guidance and the Equality Act framework) and where the employer knows (or should reasonably know) about the disability.

The good news is: most adjustments are low-cost, practical changes, to how work is done, how information is shared, or how the environment is set up – and because its good practice to have the workforce included in the understanding of the employees needs –  they often improve productivity for everyone.

• Listen and don’t assume. Manager will often approach the task with a preset mindset.
• Identify the barrier – which tasks are hard/difficult to complete – when and why.
• Agree a practical trial (of a new way of working) – this offers a quick result (even if only temporary).
• Write it down (what, when, who owns it and a review date).
• Review regularly  – for example, every 3 months or when something changes.

These are “triggers” or observations you or your staff report or comment on. They can be any one of the following or a number of them over a period of time.

• an employee asks directly for support.
• you notice performance/attendance changes that may relate to health/disability/impairment or condition.
• HR/Occupational Health recommends adjustments though a standard review process.
• a workplace assessment recommends changes

Start the conversation early – it’s easier to adjust tasks and expectations before someone is struggling or collapses completely.

Keep it simple, it’s a sensitive subject, people are proud and don’t want to admit to struggling, so:

• choose a confidential setting. In work, outside of work, where everyone feels more comfortable about having an opening conversation.
• ask what would help them do their job well.
• focus on workplace barriers, not personal details

ACAS explicitly recommends arranging a meeting, listening, understanding how the condition affects work, and avoiding all assumptions. You want know what the issues are until they are confided to you.

A trained manager might use the following wording

• “Which parts of your role are hardest right now and what would make them easier?”
• “Let’s trial a couple of options and review what’s working.”
• “Whats the one thing we could do that would make the biggest difference to you?”

A useful structure:

1. Task   (“writing reports”, “joining meetings”, “reading spreadsheets”)
2. Barrier   (“visual stress”, “audio clarity”, “focus fatigue”, “processing speed”)
3. Impact   (what goes wrong, when)
4. Adjustment idea   (what removes or reduces the disadvantage)

This keeps the discussion practical, avoids guesswork and provides a useful framework as the employee contributes to each point.

Building a menu together creates a joint plan. Employees feel part of the process rather than have a “solution” imposed on them. Consider categories, not products:

• Time & flexibility (when work happens)
• Environment (noise, lighting, seating)
• Communication (how instructions/meetings are handled)
• Tools & tech (settings, equipment, software)
• Support (buddying, coaching, supervision)
• Process (how performance/capability is managed)

For neurodiversity specifically, ACAS notes employers should offer support whether or not someone has a diagnosis, and adjustments may reduce absence and improve performance.

The Equality and Human Rights Commission explains the duty is proactive and applies where the employer is aware (or should be aware), and that “reasonable” is an objective test with factors such as practicality, effectiveness, resources and disruption.

Practical way to decide

• Will it remove or reduce the disadvantage?
• Is it practical to implement?
• What’s the cost and can it be reduced with alternatives?
• What’s the impact on the team/service – and can it be managed?
• Can we trial it for 4–8 weeks?

If you, as the manager, declines an option, ACAS advises explaining why and discussing alternatives – there should always be a solution.

You don’t need a huge HR pack, this doesn’t need to be onerous on either party, you just need a clear record. Keeping a record, allows a centre sharing point, its all detailed for both parties. Nothing is said and then denied – its documented. Then its can be reviewed and agreed adjustments can be made over time.

• Employee role + key tasks impacted:
• Barrier(s) and when they occur:
• Agreed adjustments (what/where/how):
• Owner (manager/IT/HR/employee) + due date:
• Any temporary measures while waiting:
• Review date (e.g., 6–8 weeks first review, then 6-monthly):
• What “success” looks like (e.g., fewer errors, less fatigue, stable attendance):

Start with the easiest wins (often within 48 hours):

• Distribute meeting agendas in advance, issue written actions after
• Captions on by default if required.
• Quieter workstation/space
• Task checklists and priorities
• Flexible breaks

Then review at an agreed interval. ACAS suggests regular review for example every 3 months or when something changes.

Access to Work can help with specialist support, but it will not pay for reasonable adjustments – those are changes the employer must legally make.

Use it when you’ve identified a need for specialist elements (for example, certain assistive tech, specialist training, or human support), alongside employer-led baseline adjustments. Its there to help in those special situations and the employer can be a great help in assisting with the application.

• Send agendas and key documents in advance
• Use clear action lists after meetings
• Allow questions in writing (chat/email)
• Turn on live captions and ensure one speaker at a time
  These are commonly recommended approaches to remove disadvantage, particularly for hearing loss and neurodiversity.

• Protected focus time blocks; fewer context switches
• Shorter meetings; regular breaks; “no-meeting” windows
• Written step-by-step instructions and checklists
• Quiet space / permission for noise-cancelling headphones (where safe)

• Extra time for reading-heavy tasks and exams/assessments
• Alternatives to dense text: audio, diagrams, recorded instructions
• Proofing support or assistive tools; allow recording meetings

• Improve room layout and lighting for lipreading
• Reduce background noise; improve acoustics
• Choose quieter meeting spaces; seat positioning that supports hearing access

• Improve lighting and glare control; consistent layouts
• Larger fonts, display settings, high contrast screens/text
• Accessible formats and practical workstation changes

• Move workstation, adjust furniture layout, ramps/door access changes where needed.
  EHRC (Equality and Human Rights commission) provides examples such as ramps, moving furniture, relocating controls, and contrast changes to support safe movement.

• Flexible start/finish times, hybrid working where possible
• Temporary workload adjustments during flare-ups
• Regular 1:1 check-ins, clear priorities, predictable deadlines

ACAS provides mental health adjustments guidance and emphasises supportive conversations. Mind also provides employee-facing guidance on reasonable adjustments linked to disability discrimination rights.

• Waiting for a diagnosis before offering support (often unnecessary to start practical adjustments).
• Treating adjustments as “one and done” (they often need regular review as roles or health changes over time).
• Not recording what was agreed (creates confusion and inconsistency).
• Only offering one option instead of trialing alternatives

AptoLink can provide expert help in providing a detailed employee assessment and then go on to recommend assistive hardware, software and/or training to support your employees