Reasonable adjustments – understanding the cost and benefits

What’s the average cost of making reasonable adjustments for a disabled employee? I can’t give you a price, but I can tell you the value.

A decade ago, Acas bought me an ergonomic chair, without which I would have been unable to stay in the job. It cost £800. Or is that £80 a year for 10 years? But think instead of the thousands of pounds saved in costs of recruitment and training to backfill me. That’s without considering the benefits to me.

Photograph: iStock/Edwin Tan

With 23 per cent of working age people in the UK reporting a disability (according to a 2023 Department for Work and Pensions survey), many sectors facing a labour shortage, and productivity an ongoing concern, it’s a good time for employers to think how they can better make reasonable adjustments for employees to perform at their best at work.

There are copious ways employers can remove or reduce barriers in the workplace. Many of them are not at all costly or complicated, but we know some businesses lack confidence in this area. While some common misconceptions persist, there are tangible benefits of reasonable adjustments that every employer should know.

What are reasonable adjustments?

Reasonable adjustments are the changes to practices or the work environment that an employer must, by law, make to avoid a disadvantage to disabled staff and job applicants. They are, by very definition, reasonable. They could be as easy to do as adding an anti-glare screen to a computer monitor or providing written materials in a large font.

At Acas we’re often asked what “reasonable” is. There isn’t a one-size-fits-all answer. It depends on the size and nature of the workplace. Something that’s reasonable in a large government office might not be the same for a small independent plumbing company or a landscape gardener. It’s about what’s proportionate for the workplace and the person in the context of the benefit it brings.

What are the benefits?

It’s easy to think of an upfront price of an adaptation and not see the full value it provides. Ten years on, my chair was clearly a good investment.

This year, my manager supported me to adjust my work schedule to enable me to work around a new health condition, then further supported me with extra check-ins. The cost was a few more minutes of management time each week. The benefit is a happy, engaged and productive employee (I flatter myself) rather than one who is struggling and ineffective or even off sick long term.

That boost to morale and wellbeing is not just a benefit to the employee who is able to work at their best, or their colleagues who see they will be supported when they need it. Employers who effectively make reasonable adjustments for their people tell us of the range and value of the benefits they experience – far beyond greater productivity and reduced sick absence. Loyalty and engagement are higher. Retention rates are higher, and with that lower recruitment and training costs. Skills and knowledge are retained within the business, skills and knowledge that grow with time and increase in value to the company.

Being an employer that does the right thing by its people can enhance a business’s reputation too, and not only to potential new recruits. Customers are increasingly making choices on the ethics of a company. Any initial cost of adjustments can easily be outweighed by their value.

Types of reasonable adjustment

Reasonable adjustments take many forms and often aren’t expensive or complicated. They could be changes to the physical environment such as ramps, clear signage, quiet spaces or dimmable lighting. They could be equipment such as an ergonomic computer mouse, personalised equipment or assistive technology – for example, free screen-reading software. Changes to working practices like working flexibly or remotely might also be reasonable adjustments. Some people benefit from different communication options such as engaging with clear spoken instructions rather than long emails, or receiving planned rather than spontaneous phone calls.

People face different kinds of challenges in the workplace. Two people with the same diagnosis can benefit from very different adaptations, so it’s important to put the person first and not make assumptions.

Handling requests for reasonable adjustments

Everyone’s health changes over time, so even the smallest employer should be prepared for conversations about adjustments. It’s always best to have trained and supported managers. Acas has training and free resources to help.

With a little thought and preparation, starting the conversation doesn’t have to be daunting. It can be as straightforward as a manager making some time to ask, “How are you getting on? How can we make it easier for you to be at your best at work?” and allowing their employee to talk about what would be good for them. Or an employee asking: “Can we talk about some changes that would help me at work?”

The employee and employer should discuss the benefits and impacts of any requests for changes. If an employee suggests adjustments that can’t work for the business, both should keep talking and try together to find an adaptation that works for everyone.

People are often experts in themselves and what helps to reduce the barriers for them but when someone develops a new condition they might not be. Occupational health services can be a good starting point or a person might get suggestions from their GP or people with similar experiences.

Keep a written record of changes that have been agreed. Job roles, workplace practices and health conditions can all change. Remember to meet to review the adjustments as regularly as needed to make sure they are as effective as they could be. 

What now?

Reasonable adjustments are not too expensive, they are proportionate. The price is not the same as the value and the benefits.

Employers have a legal obligation. Not all employees will know they can ask for reasonable adjustments and most disabilities are non-visible.

If you are an employer, let all your staff know now that you can support them when they need it. If you have already put reasonable adjustments in place, check in to make sure that those adjustments are working as well as they can.

Faye Law is a senior policy advisor at Acas.

For further guidance see:

acas.org.uk/disability-at-work