What is adjusted and why

Reasonable accommodations for mental health conditions aim to support entry into work, continued employment or return after absence. They form part of job adjustment, but extend beyond furniture: hours, task organisation and communication may all be relevant.

WHO recommends adapting the environment to capabilities, needs and preferences. Legal duties depend on the jurisdiction and circumstances. General guidance does not replace occupational assessment or automatically determine which adjustment an individual should receive in a particular role.

Start with the specific barrier

Asking what makes work difficult is more useful than assuming needs from a diagnosis. Difficulties may change over time, and people with the same condition do not necessarily need identical measures.

Acas provides examples such as reviewing deadlines and responsibilities, agreeing communication methods or arranging supportive check-ins. These are options to consider rather than a mandatory package. An adjustment that helps in one job may not fit the demands of another job or workplace.

Make the agreement workable

For example, where interruptions hinder concentration, a protected work period and a defined route for urgent matters could be trialled. Specify duration, responsibilities, coordination needs and a review date, without removing essential safety alerts or emergency communication.

Where appropriate, occupational health can provide functional recommendations. Operational managers need to understand implementation rather than gain unrestricted access to clinical information. Sharing personal details with colleagues should not become an informal condition for obtaining support at work.

Review and retain collective prevention

An accommodation is not necessarily permanent or a test someone must pass to keep their job. Check whether it reduces the barrier and creates any new difficulties, adapting it through respectful discussion with the person concerned.

It also does not replace correcting excessive workload, harassment or risks affecting the whole team. During return to work, it may be coordinated with healthcare and phased re-entry where appropriate. Decisions should consider actual tasks, safety, resources and applicable law without promising a particular clinical outcome or assuming that one arrangement will remain suitable indefinitely.