Beyond Reasonable Adjustments: Rethinking Workplace Support for Health and Disability
- Elevation Occ Psy
- Feb 20
- 3 min read
When we talk about workplace inclusion for employees with health conditions or disabilities, the phrase "reasonable adjustments" often dominates the conversation.
Adjustments—such as flexible working hours, assistive technology, or workload adaptations—are essential. But true inclusion goes beyond policy-based accommodations. It’s about rethinking how we structure work itself so that employees don’t have to fight for adjustments—they’re simply part of how work is done.
The Psychology of Workplace Inclusion: Why Adjustments Aren’t Enough
Occupational psychology tells us that employees thrive when they feel valued, autonomous, and psychologically safe. Yet, many workplace cultures still see adjustments as exceptions to the rule rather than essential design features of an inclusive work environment.
Here’s why that approach needs to change:
1. The “Burden of Asking” Creates Unnecessary Barriers
For many employees, the hardest part isn’t the adjustment itself—it’s having to ask for it. Research on stigma and self-disclosure (Clair, Beatty & MacLean, 2005) shows that employees weigh up risk versus reward before disclosing a health condition.
If an organisation’s default response is reactive rather than proactive, employees may avoid requesting adjustments altogether, fearing they’ll be seen as “difficult” or “needy.” This leads to presenteeism, stress, and burnout—all of which impact productivity more than a simple adjustment ever would.
✔ Solution: Build flexibility into standard work practices, so that adjustments feel normal rather than exceptional. If everyone has the option of flexible work, those who need it don’t have to stand out.
2. Psychological Safety Determines Whether Adjustments Are Effective
Amy Edmondson’s (1999) psychological safety framework highlights that employees need to feel safe to ask for support without fear of judgement.
Even when adjustments are available, employees may hesitate to use them if they feel:
❌ Their career progression will be affected.
❌ They will be seen as less committed.
❌ Their manager lacks understanding or empathy.
✔ Solution: Train leaders to be proactively supportive rather than waiting for employees to speak up. Managers should check in regularly about workload, wellbeing, and support needs without employees needing to initiate the conversation.
3. The “Ideal Worker” Bias Excludes Many Talented People
Workplace culture often rewards constant availability, long hours, and high energy—a model that excludes many employees with chronic illnesses or disabilities. The assumption that the best workers are those who “go above and beyond” overlooks the value of consistency, innovation, and adaptability.
✔ Solution: Shift performance metrics from time spent at work to impact and outcomes. Productivity should not be measured by physical presence or “perceived effort” but by actual results.
Rethinking Workplace Design: Inclusion at the Core, Not the Periphery
A truly inclusive workplace doesn’t just make adjustments when requested—it removes barriers before they arise. This means:
🔹 Designing jobs with flexibility in mind—offering multiple ways to structure work, so employees can choose what works best for them.
🔹 Normalising health-related conversations—so employees don’t feel they are sharing something “taboo” when they disclose a condition.
🔹 Embedding accessibility from day one—so that inclusion isn’t an afterthought, but a core part of how work is structured.
Final Thoughts
The best workplaces don’t just accommodate difference—they embrace it as a strength.
Instead of focusing only on “reasonable adjustments,” organisations should ask:
How can we design work in a way that removes barriers before they even appear?
That’s the future of workplace inclusion.
What do you think?
How can organisations go beyond adjustments to build truly inclusive workplaces? Let’s discuss. 👇
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