MELBOURNE: Experts now recommend 7 workplace adjustments employers should consider to better support disabled workers.
According to figures cited by the Department for Work and Pensions, around 300,000 Brits with a health condition leave work each year, and 2.8 million are economically inactive because of ill health or disability.
Meanwhile, disability-related disputes have contributed to a 26% rise in demand for Acas’s individual dispute resolution service in the past year.
That’s why Matt Ward, Disability Aids Expert at Manage At Home, is sharing 7 workplace adjustments employers can make to help disabled people and those with long-term health conditions stay in work – and reduce the risk of costly disputes.
Matt Ward, Disability Aids Expert at Manage At Home said,
“With workplace conflict already estimated to cost UK employers £28.5 billion annually, failing to address reasonable adjustments early can carry a significant financial as well as human cost.
“Government figures show the average compensation award in successful disability discrimination Employment Tribunal cases was £45,000 in 2022/23.
“The consequences to employers can also be seen in individual cases. Earlier this year, an employment tribunal ordered the Department for Work and Pensions to pay a worker £16,208 after finding it had failed to provide permanent hybrid working and suitable standing-desk arrangements.
“It’s clear that too many disabled people and those with long-term health conditions are leaving work not because their condition makes it impossible, but because their workplace hasn’t made the adjustments that would have enabled them to stay.
“While the Government has recently announced the next phase of its Keep Britain Working programme, including plans to develop Britain’s first Workplace Health System, the report makes clear that earlier employer intervention will be crucial.
“The conversation must now go further than simply encouraging workers to stay in contact with their employer. The rising cost of workplace disputes underlines why employers need to get better at understanding what practical support looks like day to day, and what changes they can make before someone reaches the point of leaving work altogether.”
7 workplace adjustments employers can make to help people with health conditions stay in work + common misconceptions to avoid include:
Build adjustments into the recruitment process from the start
“Inclusive hiring isn’t just about saying the right things, it’s about designing a process that doesn’t exclude disabled candidates before they’ve had a chance to demonstrate their abilities.
“Over eight in ten disabled workers (82%) wait between four months to over a year to have agreed adjustments put in place, and for candidates, that often means the opportunity has already passed.
“That means offering alternative interview formats, providing questions in advance where appropriate, and being clear about what adjustments are available.”
Don’t make disabled parents fight for flexibility
“Disabled parents are nearly twice as likely to have a flexible working request refused, and even when approved, 66% report no reduction in workload.
“Later starts, home working or shorter days during flare-ups can help people manage fluctuating conditions. But flexible working is often available in theory and not in practice. Many roles advertised as flexible still expect full-time hours or a set number of office days that simply don’t work for someone with a fluctuating condition.”
Train managers to discuss adjustments confidently
“Research from Scope found that 48% of disabled people who fell out of work did so because of a lack of reasonable adjustments.
“For neurodivergent employees, a dedicated quiet area or permission to step away when needed can be transformative. It’s a small change that signals understanding. Only 6.5% of HR professionals say managers are “very confident” in having these conversations and tribunal claims involving neurodiversity discrimination have risen 95% over five years. This all provides proof that getting this wrong has real consequences.”
Stop waiting until employees reach breaking point
“Government research into delays found that employers often lack clarity over what constitutes a ‘reasonable’ adjustment, with many relying on external organisations and causing further delays, so having a clear, proactive process in place benefits everyone.
“Don’t wait for someone to go off sick before discussing support, and don’t treat adjustments as a one-time fix. Needs evolve, and regular check-ins show employees they’re valued.”
A rushed return can push people out of work
“For someone returning after a period of illness, jumping straight back into full duties can be overwhelming and counterproductive. A phased return, temporary reduction in hours, or gradual increase in responsibilities gives people time to rebuild confidence and stamina.
“Disabled people are twice as likely to be unemployed as non-disabled people (6.9% compared with 3.6%) so getting the return-to-work process right matters, a phased return can be the difference between someone staying in work and leaving altogether.”
Don’t let poor communication become a barrier
“Nearly one in four working-age people in the UK are disabled, so employers cannot assume that one way of communicating will work for everyone. Written follow-ups, visual aids, clearer step-by-step instructions or extra time to process verbal information can all help remove unnecessary barriers.
“For people with cognitive impairments, learning disabilities or neurodivergent conditions, these small changes can make information easier to understand without lowering expectations.”
Discuss support as early as possible, before absence becomes long-term
“Someone who has been off work for four to six weeks has a 96% chance of returning, but after a year, fewer than half do. Employers need to therefore discuss adjustments and support as early as possible, rather than waiting until an employee has been absent for an extended period.
“While 69% of employers cite cost as a barrier to hiring disabled people, only 4% of disabled employees require an adjustment that isn’t cost-neutral. Employers should assess what an individual actually needs rather than assuming reasonable adjustments will involve significant expense.”