One employee asks to sit near the door in meetings. Another requests written instructions after every team briefing. A third wants to adjust their start time. How do you know what’s reasonable and what’s not?
As awareness of neurodiversity grows, more employers are being asked to consider workplace adjustments. Most want to do the right thing, but balancing individual needs with the practical realities of running a business isn’t always straightforward.
What counts as a reasonable adjustment? Does an employee need a diagnosis? And how can requests be assessed fairly and consistently?
These were some of the key questions explored during our recent webinar, Rethinking the Workplace: Neurodiversity and Employment Law. The message was simple: reasonable adjustments are about removing barriers that may prevent someone from performing at their best. And in many cases, small, practical changes can have a significant impact on wellbeing, engagement and productivity.
Understanding Neurodiversity
Neurodiversity refers to the natural differences in how people think, learn, process information and interact with the world around them. Some of the most common neurodivergent conditions include:
| Condition | Common Workplace Challenges | Potential Strengths |
| Autism | Communication differences, adapting to change, sensory overload, large meetings | Attention to detail, consistency, specialist knowledge |
| ADHD | Organisation, prioritisation, focus management | Creativity, innovation, energy and problem-solving |
| Dyslexia | Reading and processing written information | Big-picture thinking, creativity |
| Dyspraxia | Coordination, organisation and planning | Adaptability and resilience |
| Dyscalculia | Working with numbers and calculations | Strong verbal and creative skills |
| Tourette Syndrome | Managing tics in certain environments | Determination and concentration |
| Acquired Neurodiversity | Changes to memory, processing or concentration following brain injury | Varies depending on the individual |
It’s important to remember that neurodiversity is not a one-size-fits-all experience. Two people with the same diagnosis may have very different strengths, challenges and support needs.
Start with the challenge, not the diagnosis
One of the most valuable insights from the webinar was that employers should focus on the challenge an employee is experiencing, rather than waiting for a formal diagnosis. This is particularly relevant given the lengthy waiting times many people face for assessments.
According to NHS England, demand for autism assessments now far exceeds available capacity, with waiting lists reaching “unsustainable levels” across England. As a result, many people face lengthy waits for assessment and diagnosis.
In the meantime, employees may still be struggling with workplace barriers. For example, an employee may find noisy environments overwhelming, struggle to process verbal instructions, or become anxious in large meetings. Rather than focusing on a diagnosis, employers can look at the practical adjustments that could help remove those barriers and enable the individual to work more effectively.
As Samantha explained during the webinar, support should be based on what someone needs to succeed in their role, not simply on whether they have received a formal diagnosis.
What makes an adjustment “reasonable”?
The word “reasonable” does a lot of heavy lifting!
From a legal perspective, adjustments need to be effective for the employee while also being practical for the business. During the webinar, Ellie Walsh explained that every request should be considered on a case-by-case basis, taking into account both individual circumstances and business needs.
When considering a request, employers should ask:
- Will this help remove a workplace barrier?
- Is it practical to implement?
- What impact will it have on the wider organisation?
- Are there alternative solutions that could achieve the same outcome?
The aim is not necessarily to agree to every request, but to find a reasonable solution that works for both the employee and the business.
“A reasonable adjustment isn’t for the business. It’s for the person. The question is: what adjustment can support that person without negatively impacting the business?” – Samantha Lavender
Examples of Reasonable Adjustments
Many adjustments cost little or nothing to implement. Examples discussed during the webinar included:
- Providing written instructions after meetings.
- Allowing additional processing time.
- Offering flexible start and finish times.
- Creating clearer routines and expectations.
- Reducing sensory distractions.
- Providing quieter workspaces.
- Offering mentoring or buddy support.
- Allowing employees to step away from overwhelming situations when needed.
Acas guidance notes that providing appropriate workplace support and reasonable adjustments can improve employee performance, help reduce absence and support employees to stay in work, contributing to a more inclusive and supportive workplace.
Don’t overlook Occupational Health
Occupational Health can be an invaluable resource when considering reasonable adjustments. Rather than focusing solely on a diagnosis, assessments can help identify workplace barriers, recommend practical support measures and provide guidance on adjustments that may help employees thrive.
The webinar highlighted Occupational Health as a particularly useful starting point for employees who are awaiting assessment or diagnosis, enabling employers to support individuals based on their needs today rather than waiting for a future outcome.
“Focus on the workplace challenge. Don’t wait for the diagnosis.” – Samantha Lavender
Supporting employees beyond the workplace
Supporting neurodivergent employees doesn’t stop with workplace adjustments. That’s why we’ve recently launched our new Neurodiversity Support – a new employee benefit giving employees confidential access to independent specialists for guidance on assessments, diagnoses, education support, reasonable adjustments and navigating health and care services.
Working alongside Occupational Health and EAPs, the service helps employers provide more comprehensive support while demonstrating a genuine commitment to creating an inclusive workplace.
Creating a workplace where everyone can succeed
Reasonable adjustments are not about lowering standards or giving special treatment. They are about creating an environment where employees can perform at their best.
By focusing on individual challenges, having open conversations and considering requests fairly, employers can build more inclusive workplaces that support wellbeing, engagement and productivity. And that’s something that benefits everyone.
FAQs
Does an employee need a diagnosis before requesting reasonable adjustments?
No. Employers can and should consider workplace barriers and support needs regardless of whether a formal diagnosis has been received.
Can an employer refuse a reasonable adjustment?
Yes, if the adjustment is not considered reasonable for the organisation. However, employers should explore alternative solutions where possible.
Are reasonable adjustments only for neurodivergent employees?
No. Reasonable adjustments can be made for any employee whose condition places them at a disadvantage in the workplace.
What are some examples of low-cost adjustments?
Written instructions, flexible working arrangements, quieter workspaces, mentoring support and clearer communication are all common examples.
How can Occupational Health help?
Occupational Health can assess workplace challenges and recommend practical support measures that help employees work more effectively.
