Many common workplace practices, while well-intended, can unintentionally exclude disabled and neurodivergent people. For example, expectations around attending after-work drinks, working in busy open-plan offices, participating in fast-paced meetings without written follow-up, or adhering to rigid 9–5 schedules can create barriers for some individuals.

Sometimes businesses assume that everyone can and should work in the same way, at the same pace, and in the same environment.

Have you heard about reasonable adjustments at work?

A reasonable adjustment is a change or adaptation made to remove or reduce a disadvantage experienced by a disabled person at work.

There can be a perception that reasonable adjustments are complex, costly, or only necessary in more visible or severe cases of disability. In reality, these assumptions can unintentionally prevent organisations from creating inclusive environments where everyone can thrive.

When workplaces are designed around a narrow idea of what “good work” looks like, talented individuals who work differently can be overlooked. However, when adjustments are made, they often improve the working environment for everyone, not just those who request them.

The most inclusive organisations are those willing to pause and ask: Who might this not be working for? And more importantly, what could we do differently?

Often, the biggest impact of reasonable adjustments is felt by disabled and neurodivergent employees, as small, thoughtful changes can remove significant barriers to participation, performance, and progression. Adjustments such as flexibility in how work is done, clearer communication, or changes to the environment can make a meaningful difference to someone’s ability to succeed at work.

Examples of simple adjustments include:

  • Flexible or hybrid working options
  • Clear, structured communication (such as written follow-ups after meetings)
  • Access to quiet or low-distraction workspaces
  • The option to use headphones or adjust sensory input
  • Regular check-ins and clear expectations
  • Providing information in different formats (written, verbal, visual)
  • Allowing additional time for tasks where needed

 

 

Claire Martel, People & Business Manager at Channel Islands Co-op, says it best.

“People may be overthinking reasonable adjustments. Whilst there are cases where employees need more tailored support, adjustments can often be as simple as adapting communication or management style when allocating tasks.”

It’s natural for businesses to have questions or concerns when it comes to making adjustments, particularly around potential disruption or how changes might affect other employees. However, in practice, these concerns are often less significant than anticipated, and the benefits can far outweigh any challenges.

 

 

Alex Martinson, Supported Employment Team Lead at GET said “Having worked at GET for over 10 years, I’ve seen a wide range of reasonable adjustments that can make a real difference, most low cost and rooted in flexibility and openness.

One example is when I sat alongside a client full‑time for their first two weeks to create clear notes on the daily processes, giving them a guide to continue learning the role independently. It was a free practical adjustment that demonstrates the tailored support GET provides to help create the best conditions for an individual to be a success and thrive in their role and workplace.”

 

Reasonable adjustments don’t have to be daunting,  explore GET’s Employer Disability Charter for practical, tangible guidance that supports clarity, confidence, and good practice.

 

For more information, please head over to the GET Website

– Article provided by Paul Walsh