Reasonable Adjustment Process

Making reasonable adjustments can be a complex process that involves several stakeholders. We wrote our seven step guide within our disability policy to provide greater clarity for line managers and staff on accountabilities and the order of events.

The following is a step-by-step guide to the reasonable adjustment process.

Step 1
Line manager contacts the HR Call Centre (HRCC) to start the process. The HRCC logs the call and ensures that all relevant internal procedures have been followed. If a referral is agreed the HRCC asks the line manager to complete an on-line referral form.

Step 2
The line manager completes the referral form which is designed to gather relevant information about the employee’s disability related employment issues. It is important that Health & Safety risk assessments are carried out, where appropriate, and that all sections of the form are completed. The line manager sends the form directly to Lloyds TSB’s employee health consultants.

Step 3
The consultancy will contact the line manager within 48 hours of receiving the referral to discuss the case and agree an action plan. The consultancy will work with all parties concerned until the issues are resolved and the case can be closed.

Step 4
The agreed action plan may suggest one or more of the following.

• The consultancy will advise the line manager how to contact the local Disability Employment Adviser (DEA) to request support. The DEA works directly with the disabled client and it is therefore usual for them to liaise directly with that individual, rather than with line management or HR.
• If necessary the consultancy, or the DEA, suggest that an Occupational Health Assessment is carried out. This type of assessment is carried out by an external specialist and therefore will only be progressed when authorisation and agreement to meet the costs has been given by the local cost centre.
• The consultancy suggests and arranges alternative specialist involvement.

Note: The consultancy is there to help with the process but does not implement any recommendations, e.g. purchasing equipment, carrying out occupational health assessments. It is important that the line manager manages the individual’s needs and keeps the consultancy informed.

Step 5
The assessments are carried out and recommendations for action are given by the assessors. If no adjustments can be made or the individual is unable to continue in their role after all recommended reasonable adjustments have been implemented, the consultancy may recommend to line management, the HR Call Centre and the business HR representatives, that re-deployment is considered. See ‘Redeployment as a reasonable adjustment’.
If the individual is able to work, but prevented from doing so because the required adjustment is essential for them to undertake their role, then the consultancy may recommend a period of reasonable adjustment absence until the adjustment has been obtained. This would be on full pay. (People, Policies and Practice Section 1.28a and HR Operational Guidelines Section 1.10a Reasonable adjustment absence).

Step 6
The consultancy will keep in touch with the line manager until an outcome, satisfactory to all parties, has been reached. During this period, they will be available to provide advice and assistance to any of the parties involved.

Step 7
Because an individual’s condition/impairment may alter over time, the line manager must undertake a review of the individual work arrangements at regular, agreed intervals, not less than once a year. A review should also be undertaken if the role changes, or if the individual feels further adjustments may be needed. The line manager also needs to ensure that the equipment and/or adjustment is being regularly and properly used by the individual.

(www.lloydstsb.com)