A reasonable adjustment is mainly (but not exclusively) used when someone has a disability (anything that affects the staff members day to day living; lasts more than a year or is likely to) and can be long or short term; the aim is to remove any barriers, but we can implement them for any members of staff. Some examples of when we have implemented reasonable adjustments include if a staff member is experiencing symptoms of the menopause, or has injured their back or has ADHD.
It may be that a staff member has highlighted a need within their initial support agreement, following a period of absence or as part of a one to one. If this is the case then as a line manager you should offer to arrange to have a reasonable adjustments conversation with the staff member. Ideally this conversation would not be at the same time as discussing other areas of work. (note more guidance around having these conversations in relation to the menopause can be found here)
Prior to this discussion, encourage the staff member to think through their own health, and any medical advice they need to seek or would like to share with you. Including any areas in their role they feel they need further support, and possible solutions to these. Ensure the staff member is aware that any information shared with you as their line manager will also be accessible to the People and Culture Team and the Line Managers Manager. E.g. Senior Family Support Manager and Programme Director.
The conversation regarding reasonable adjustments will take place in two parts. Please ensure this is explained to the staff member. The documentation to record the meeting is attached.
- The first meeting is aimed at understanding the situation in more detail and starting to think through possible reasonable solutions. After meeting with the staff member, the line manager should then meet with the senior / SLT lead to discuss what can be agreed within the plan.
- A second meeting should then take place with the staff member and line manager to confirm the plan. This process should not take longer than two weeks where possible from start to finish (as part of the first meeting a short-term interim plan can be agreed whilst the full plan is being discussed). A regular review date should be put in place.
Frequently Asked Questions
- What should I do if a staff member seems to be struggling within work and it is having an impact on their ability to do their role but doesn’t want to share information / discuss this with me?
Within a one to one you can highlight your concerns regarding performance and ask if there is anything they would like to share that is impacting this – if the staff member does not want to discuss any wider information about their situation etc. Then record the discussion within their one to one and make staff member aware that if we can discuss this if they want to, but no adjustments can be made if they do not want to share information. However if we know of a staff members disability (this could be due to sickness record) then we should still make reasonable adjustments.
- How do I know if something is 'reasonable' ?
"What is reasonable depends on each situation. The employer must consider carefully if the adjustment:
- will remove or reduce the disadvantage – the employer should talk with the person and not make assumptions
- is practical to make
- is affordable
- could harm the health and safety of others
The employer does not have to change the basic nature of the job. For example, if someone in a call centre asks for a job that does not involve taking calls, this might not be reasonable if there is no other job to give them.
An employer does not have to make adjustments that are unreasonable. However, they should still find other ways to support the disabled person. This could include making other adjustments that are reasonable." - taken from Acas website - more information can be found - ACAS - reasonable adjustments
It may be helpful to get some externally advice from occupational health - if you think this is the case please contact the People and Culture Team.
- What are some examples of reasonable adjustments?
Reasonable adjustments are always going to be specific to an individual and could cover any area of work. We could make a change to a workplace, change working arrangements, find a different way of doing something or provide equipment, services or support (more information can be found here). Below should be seen as some brief examples and not an exhaustive list:
- If a staff member is dyslexic then one reasonable adjustment could be that we provide a read / write software to support them within their work.
- If a staff member is struggling to sleep due to a medical condition then we could adjust their start time
- If a staff member will be unwell from work more often, we could adjust the absence threshold.
- What if Line Manager’s senior is on A/L/ on sick leave and I need to discuss the reasonable adjustments plan with them?
You can discuss this with their manager (SLT lead) or the People and Culture Team