The tweaks that matter
Why a fresh approach to workplace adjustments is needed and why ignoring this is putting your organisation and employees at legal and financial risk.
When, what, how
Below is a collection of questions I have been asked by executives about why workplace adjustments matter to an organisation like theirs.
They can be used by leaders to understand and embed real change in their organisations and by HR teams to explain to line managers why they should prioritise compassionate conversations with their team members.
You said HR take care of this, then you said it’s not enough that HR are taking care of this, why not? What else is needed?
I’m a manager and I’ve made adjustments for my team when they’ve needed them. I think that’s pretty standard, no?
I can see why we should have workplace adjustments conversations and the importance of keeping a record of those conversations but when should my line managers have this conversation and what should they say?
Won’t some people take advantage of this process though and ask for unnecessary adjustments where none are needed? Perhaps they might exaggerate a little to get a few extra perks?
You’ve mentioned that the implementation of workplace adjustments is a process not a one-off task, can you explain this a bit further?