When Reasonable Adjustments at Work Stop Working: What Employers Should Do Next

When a reasonable adjustment stops working, an employer should not simply remove it or assume the employee is failing to engage.

The first step is to review what has changed, speak with the employee and check whether the adjustment was implemented correctly. The existing support may need to be modified, replaced or supported with additional training.

Where the cause is unclear or several workplace barriers are involved, a new workplace assessment can help identify what the employee now needs.

Mark Treagus – Senior Assessor & Trainer at AptoLink

“Often, the initial approach within organisations is to make use of tools that are already available, with Microsoft accessibility features being a common starting point. For individuals experiencing difficulties with their sight, this may include magnification tools and screen-reading functionality. For those who struggle to process lengthy or complex information, tools such as Immersive Reader can provide valuable support. Likewise, Dictation can assist individuals who find it difficult to express themselves in written form or who experience physical discomfort or pain when typing.

In many cases, these tools can be highly effective. However, without a clear understanding of how to use them appropriately and effectively, their impact may be limited. This can lead to frustration, ineffective use of the technology, and ultimately the abandonment of tools that might otherwise provide significant benefit”

Reasonable adjustments are changes an employer makes to remove or reduce a disadvantage experienced by a disabled employee. Depending on the employee and their role, reasonable adjustments at work could include:

• Changes to working hours, duties or communication methods
• Specialist ergonomic equipment
• Assistive technology or accessibility software
• Changes to the physical working environment
• Additional management support
• Disability awareness training
• Coping strategy coaching
• Changes to recruitment, induction or performance-management processes

Under the Equality Act 2010, employers have a duty to make reasonable adjustments where a disabled employee would otherwise be placed at a substantial disadvantage.

The purpose of an adjustment is not to give somebody an unfair advantage. It is to address a workplace barrier so that the employee can participate, perform and develop in their role.

However, agreeing an adjustment is not necessarily the end of the process. Employees, roles, technology and workplaces change. An adjustment that was effective six months ago may no longer meet the employee’s needs today.

Mark Treagus – Senior Assessor & Trainer at AptoLink

“A conversation that arises during the assessment process centres on previous support, discussions with Occupational Health, and what has or has not worked in practice. These conversations often include both recommendations made by Occupational Health and feedback from employees regarding their own experiences.

One area that is regularly identified as a challenge is note-taking. While there are many innovative technologies available, their effectiveness often depends on whether they can be fully implemented within an organisation. A common example is the Livescribe system, which combines traditional handwritten notes with digital functionality.

In many cases, the Livescribe pen and specialist notebooks can be supplied. However, the accompanying software, which is the primary reason for recommending the technology, is not always approved for use on corporate systems. Without access to the software, users lose key features such as searchable notes, enhanced organisation, and the ability to convert handwritten notes into editable text. At that point, the device effectively functions as a standard pen with recording capabilities, while many of its most valuable accessibility benefits remain unavailable.

A similar issue can be seen with the reMarkable tablet. For individuals who struggle to organise and maintain notes from meetings, calls, and day-to-day responsibilities, the device has the potential to be a highly effective solution. However, much of its value is derived from the associated software and cloud-based services that support note management, synchronisation, and accessibility features.

Within many organisations, the hardware itself may be approved, while the software or cloud services are not. This can leave users with a device that delivers only a fraction of its intended functionality. Unsurprisingly, this often leads to frustration and a perception that the organisation is unwilling or unable to provide meaningful support.”

An unsuccessful adjustment does not automatically mean that the original recommendation was wrong. It may mean that the circumstances surrounding it have changed.

Common reasons include the following.

A health condition may fluctuate, progress or affect the employee differently over time. The employee may also have developed new strategies or gained a better understanding of the barriers they experience.

Support should reflect the employee’s current needs rather than relying indefinitely on an earlier assessment.

A promotion, new manager, heavier workload or change in responsibilities can introduce workplace barriers that were not present when the original adjustments were agreed.

An adjustment designed for a mainly administrative role, for example, may be less effective if the employee is now expected to manage staff, attend more meetings or work across several locations.

Mark Treagus – Senior Assessor & Trainer at AptoLink

“Career development and progression within an organisation is a common topic during assessments. Initial discussions may focus on challenges associated with dyslexia, particularly around reading and writing. However, as individuals progress in their careers, their support requirements often change.

Employees moving into management or project-based roles may find themselves balancing multiple priorities, managing people, attending frequent meetings, producing reports, and maintaining regular communication with stakeholders. While dyslexia-related challenges may remain, these additional responsibilities can introduce difficulties with organisation, time management, and workload planning.

Reassessment often finds that existing adjustments continue to provide value, but additional support may be beneficial. This could include mind mapping software, task management tools such as OmniFocus, or further training on existing applications such as Microsoft To Do. In some cases, specialist coaching can also help individuals develop effective strategies for managing increasing responsibilities.”

Hybrid working, an office move, new software or a change in working patterns can all affect existing adjustments.

Equipment that works well in the office may not solve difficulties at home. A quiet workspace may become ineffective if the employee is required to spend more time in busy meetings or shared environments.

Some recommendations describe the type of support required without explaining how it should be implemented.

“Provide regular management support” might sound clear, but it leaves several questions unanswered:

• How often should meetings take place?
• Who is responsible for arranging them?
• What should be discussed?
• How will priorities and actions be recorded?
• What should happen if the employee’s manager changes?

Without that detail, the adjustment can become inconsistent or gradually disappear.

Assistive technology is only effective when the employee knows how to use it confidently within their actual role. Installing software without providing individual training can leave the employee with an unfamiliar tool, additional pressure and no clear way of incorporating it into their daily work.

Mark Treagus – Senior Assessor & Trainer at AptoLink

“I had a period of several months during which I completed a large number of reassessments for a government department. A recurring topic of discussion was the use of Dragon Professional. The software had been recommended on numerous occasions for individuals with conditions such as carpal tunnel syndrome and arthritis, and it was generally an appropriate recommendation given its ability to function as an alternative to keyboard and mouse input.

However, while the software had been deployed, many users had received little or no training. As a result, they were often unaware of basic functionality, effective voice commands, and simple techniques for improving recognition accuracy. Consequently, feedback regarding Dragon Professional was frequently negative, with users reporting poor performance and frustration with the software.

When these concerns were investigated, the root cause was often not the software itself, but issues with implementation and configuration. In several cases, the laptop’s internal microphone had been selected as the audio source instead of a headset microphone. This resulted in poor audio quality, significantly reducing speech recognition accuracy and creating a frustrating user experience.

Issues such as these had a substantial impact on both usability and productivity. A technology that had the potential to provide meaningful support was often perceived as ineffective, not because the recommendation was inappropriate, but because users had not received the training or technical setup required to use it successfully”.

Sometimes an adjustment appears to have failed when it was not put in place as intended. Equipment may have been ordered but not set up correctly. Recommendations may have been shared with a manager but not translated into working practices. Other members of the team may not understand the changes they need to make.

Before replacing an adjustment, employers should confirm what was actually implemented.

A reasonable adjustment may need to be reviewed if:

1. The employee is still experiencing the original workplace barrier.
2. The adjustment has created a new difficulty or additional workload.
3. The employee is avoiding or has stopped using the equipment or software.
4. Sickness absence, fatigue, pain or work-related stress has increased.
5. The employee’s role, manager, location or working pattern has changed.
6. The adjustment depends too heavily on one manager or colleague.
7. Nobody can clearly explain whether the adjustment is achieving its intended outcome.

These signs should prompt a constructive review, not an assumption that the employee is being uncooperative.

If an employee is still struggling despite adjustments being in place, AptoLink can review their workplace needs and identify what should change.

1. Speak with the employee

Start with a private, supportive conversation. Ask what is working, what is not working and whether anything has changed since the adjustment was introduced.

The employee should be involved throughout the review. They understand their day-to-day experience, although they may not always know which equipment, technology or workplace solution is available.

Useful questions include:

• What barrier was the adjustment intended to address?
• Is that still the main difficulty?
• When does the current adjustment help?
• When is it less effective?
• Has the role or working environment changed?
• Has appropriate training been provided?
• Is there another form of support the employee would like to explore?

Mark Treagus – Senior Assessor & Trainer at AptoLink

“A adjustment that is commonly provided internally, particularly within the defence sector where many veterans are employed, is the use of active noise-cancelling headphones for individuals who experience tinnitus. While there is nothing inherently wrong with trialling this approach, especially where background noise in an open-plan office is affecting concentration or making it difficult to participate effectively in meetings, it is not always the most suitable solution.

For some individuals, active noise cancellation can actually make tinnitus more noticeable. By reducing environmental sounds, particularly during quieter periods, the perception of tinnitus may become more prominent and distracting. As a result, an adjustment intended to improve comfort and concentration can sometimes have the opposite effect.

Alternative approaches may be more effective depending on the individual’s needs and working environment. Taking calls or meetings in a private meeting room can reduce competing background noise without creating complete silence. Using a speakerphone in a suitable environment may also provide a more comfortable listening experience.

Similarly, bone conduction headsets can be a useful option. By leaving the ears open while still delivering clear audio, they allow users to remain aware of their surroundings and avoid the feeling of isolation that some experience with traditional headsets. For some people with tinnitus, this can provide a more comfortable and sustainable solution.”

2. Return to the original workplace barrier

Review the purpose of the adjustment rather than focusing only on the product or arrangement that was provided.

For example, if speech-recognition software is not being used, the underlying need may still be to reduce keyboard use. The appropriate next step could involve additional training, different software, changes to equipment or another method of completing the task.

The aim is to solve the workplace barrier, not to preserve a particular adjustment at all costs.

3. Check how the adjustment was implemented

Confirm whether:

• The recommended equipment or software was supplied
• Equipment was correctly installed and configured
• The employee received appropriate training
• Managers understand their responsibilities
• Agreed changes have been applied consistently
• The adjustment works across office and remote-working environments
• IT, security or procurement restrictions are affecting its use

This can distinguish an unsuitable adjustment from an implementation problem.

4. Establish what has changed

Compare the circumstances at the time of the original assessment with the employee’s situation now.

Changes might include:

• New duties or performance expectations
• Different working hours
• A new manager or team
• Increased home working
• New IT systems
• A workplace relocation
• Changes in symptoms, medication or functional ability
• Increased or reduced management support

The review should consider the employee’s complete working environment rather than examining one adjustment in isolation.

5. Modify, replace or supplement the adjustment

The outcome does not always need to be a completely new solution.

An existing adjustment might become effective with:

• Better setup or configuration
• Individual training
• Clearer management processes
• Complementary equipment
• A change in working practice
• A trial of an alternative solution
• Additional coaching or human support

Where several options are available, a structured trial can help establish what works before a longer-term decision is made.

6. Record the outcome and agree a review date

The employer should record:

• The barrier being addressed
• What was discussed
• Which adjustments were agreed
• Who is responsible for each action
• When the actions will be completed
• How success will be evaluated
• When the arrangements will be reviewed

A reasonable adjustment passport can help preserve this information if the employee changes manager or moves to another role. ACAS recommends keeping adjustments under review, particularly when circumstances change.

An employee who does not use an adjustment may be described as resistant, disengaged or unwilling to accept support. That conclusion can overlook practical reasons for their behaviour.

The employee may:

• Feel self-conscious using visibly different equipment
• Be concerned about colleagues’ reactions
• Lack confidence in the software
• Have received inadequate training
• Find that the adjustment slows down another part of their role
• Be unable to use the solution with approved workplace systems
• Experience fluctuating needs
• Feel uncomfortable repeatedly discussing personal information
• Have agreed to a recommendation without fully understanding it

A supportive review can uncover these issues without blaming the employee or the manager.

Buying a product is not the same as implementing an effective adjustment.

Mark Treagus – Senior Assessor & Trainer at AptoLink

“Coloured overlays have, for many years, been a common and relatively inexpensive adjustment. Many individuals have prior experience of using them at school and will often reference them during conversations with their managers. However, discussions frequently reveal that while overlays were provided, little consideration was given to whether they were genuinely effective. In many cases, they were simply purchased and distributed, only to spend most of their time in a drawer or storage cupboard.

Today, operating systems such as Windows 11 and macOS include built-in colour filters and display customisation options that can often achieve similar outcomes without the need for additional equipment. As with any adjustment, the focus should be on identifying the individual’s needs rather than assuming that a commonly recommended solution will be beneficial.

A similar issue can be seen with ergonomic mice. These are often purchased with the intention of reducing discomfort, but without first understanding the nature of the problem they are intended to solve. The term “ergonomic mouse” covers a wide range of devices, including trackballs, trackpads, central pointing devices, vertical mice, left- and right-handed designs, and models with integrated hand or wrist support.

Many of these devices can provide significant benefits when matched to the right user and the right circumstances. However, without appropriate assessment and consideration, it is easy for an organisation to purchase equipment that is unsuitable for the individual. In some cases, the wrong device may provide little benefit; in others, it may even exacerbate existing discomfort or create new difficulties.”

Common problems include:

• Software that is incompatible with the employer’s systems
• Technology that cannot be used because of information-security restrictions
• Generic ergonomic equipment that does not fit the employee
• Equipment supplied without an ergonomic setup
• Paid specialist software being recommended when approved accessibility features could meet the need
• Technology being selected based on a diagnosis rather than the employee’s actual workplace barriers
• Tools being installed without role-specific training

An assistive technology assessment considers the employee’s tasks, existing technology, working environment and organisational restrictions. This helps employers choose support that can be used in practice, not simply purchased.

Occupational health reports can provide important medical and workplace guidance. However, some recommendations require a further assessment before they can be implemented.

Occupational health recommendation	Further action that may be needed
Consider ergonomic equipment	Identify, configure and correctly set up suitable equipment
Assistive technology may help	Assess appropriate software, hardware and compatibility
Provide regular management support	Define the meeting frequency, format and responsibilities
Adjust the employee’s workload	Agree a practical task, priority and capacity plan
Coaching may be beneficial	Identify suitable coaching objectives and expected outcomes
Consider workplace adjustments	Complete an individual workplace-needs assessment and implementation plan

AptoLink helps employers turn broad recommendations into practical, individual actions through its occupational health recommendation implementation service.

There is no single review schedule suitable for every employee.

ACAS gives an example of reviewing adjustments every six months, as well as whenever something significant changes.

In practice, a newly implemented adjustment may benefit from an earlier review. A useful approach can be:

• An initial check after approximately four to eight weeks
• A planned review around every six months
• An additional review whenever the employee’s role, health, workplace or working pattern changes

The four-to-eight-week check is a practical suggestion rather than a statutory requirement. It allows enough time for the employee to try the adjustment while helping the employer identify setup or training problems early.

A new workplace assessment may be appropriate when:

• The original assessment is no longer current
• The employee’s responsibilities have substantially changed
• Several previous adjustments have been unsuccessful
• The underlying barrier is unclear
• Physical, sensory, cognitive and organisational factors overlap
• Specialist equipment or technology is being considered
• Occupational health recommendations need translating into practical actions
• The employer and employee are unsure what to try next

An assessment should consider the person, their role, their environment and the organisation’s systems. It should produce clear recommendations explaining what is needed, why it is needed and how it should be implemented.

An employer should not remove an agreed reasonable adjustment simply because it appears ineffective.

The employer should first discuss the situation with the employee, understand why the arrangement is not working and consider whether an alternative could remove the disadvantage more effectively.

Whether a particular adjustment is reasonable depends on factors such as its effectiveness, practicality, cost, available resources and the organisation’s circumstances. The legal duty applies where the requirements of the Equality Act 2010 are met.

If the adjustment is going to be changed or withdrawn, the reasons and any alternative support should be clearly recorded. Employers should seek appropriate HR or legal advice where the position is uncertain.

AptoLink supports employers when existing reasonable adjustments are unclear, incomplete or no longer effective.

Our support can include:

• Workplace-needs assessments
• Reviews of existing reasonable adjustments
• Ergonomic and DSE assessments
• Assistive technology assessments
• Equipment and software recommendations
• Implementation of occupational health recommendations
• Assistive technology training
• Coping strategy coaching
• Manager and disability-awareness training

We help organisations move from broad recommendations to practical support through an end-to-end approach:

The outcome is a clearer adjustment plan for the employer and support that reflects how the employee actually works.

If an existing adjustment is not delivering the intended outcome, contact AptoLink to arrange a workplace assessment or discuss the most appropriate next step.