Equal Workplace Adjustments for Indian and UK Employees

Why Indian Employees Deserve the Same Reasonable Adjustments as UK Colleagues

As HR professionals operating in multinational environments, we are all too familiar with the balancing act of maintaining fairness across a global workforce. Our policies may look uniform on paper, but the lived realities of employees in different countries often reveal a more nuanced picture. One area where this disparity is especially apparent is in the provision of reasonable adjustments – accommodations made to support employees with disabilities, health concerns, or specific personal circumstances. It’s time we address a key question: why should Indian employees not receive the same reasonable adjustments that their UK counterparts do?

Equal Value, Equal Respect

First and foremost, it's a matter of equity and respect. When we talk about global values, “inclusion” and “diversity” frequently make an appearance in company mission statements. These values should not be region-specific or adjusted based on geography. If an employee in Manchester who has a long-term back injury is granted a sit-stand desk and flexible working hours, then why shouldn’t an equally qualified and productive employee in Mumbai, facing similar health issues, receive comparable support?

When we deny parity in adjustments, we are essentially creating a two-tiered system: one for employees in high-income countries with robust legal frameworks, and another for those in emerging markets. This contradiction not only undermines our ethical obligations but erodes trust within the workforce.

Legal Protections Vary – But Values Shouldn’t

In the UK, the Equality Act 2010 places a legal duty on employers to make reasonable adjustments for employees with disabilities. Indian legislation, while developing, such as the Rights of Persons with Disabilities Act, 2016, lacks the same level of enforcement and detail in workplace application. This legal gap should not be an excuse to do less. In fact, it should compel us to lead by example.

Multinational companies have the capacity – and the moral imperative – to transcend local legal minimums. We should ask ourselves: are we merely ticking compliance boxes, or are we genuinely committed to fostering inclusive work environments across all our offices?

The Business Case Is Clear

Reasonable adjustments are not only ethically sound; they are commercially smart. Numerous studies show that inclusive workplaces see improved employee morale, lower turnover, and higher productivity. Providing assistive technologies, modifying workspaces, or allowing flexibility in work patterns can unleash the full potential of talent, regardless of location.

Let’s not forget that India is one of the most significant global talent hubs. The country’s thriving technology, finance, and customer service sectors are interwoven with the operations of major global firms. Acknowledging and supporting the needs of employees there isn’t just ‘nice to have’ – it’s essential to long-term success and sustainability.

Consistency Builds Culture

One of the most overlooked benefits of providing uniform reasonable adjustments globally is the message it sends about organisational culture. Employees talk. Virtual teams collaborate across borders every day. When an employee in Delhi hears that their peer in Bristol received tailored ergonomic support or a phased return to work after illness, but they were told to ‘manage on their own,’ the damage is done – to morale, engagement, and loyalty.

A consistent global policy on reasonable adjustments would help reinforce a unified culture of support and inclusivity. It becomes not just a benefit, but a standard, ingrained part of how the business operates. It encourages managers in all regions to adopt a solutions-focused mindset, rather than relying on outdated or rigid practices.

The Way Forward

So, what steps can we take? First, we must conduct a comprehensive review of current reasonable adjustment policies across all territories, identifying gaps and inconsistencies. Next, we must provide robust training for line managers globally to spot adjustment needs and respond proactively. Finally, we should establish a centralised fund or approval mechanism that allows HR teams in every region to access resources quickly without bureaucratic roadblocks.

Moreover, involving employees in these discussions is critical. Create safe spaces for feedback. Listen. Then act. The people closest to the problems often have the most practical insights into potential solutions.

Reasonable adjustments are not a privilege to be selectively granted; they are a right rooted in dignity and respect. As HR leaders in global firms, we are in a powerful position to bridge the gap between local practices and global values. Let’s ensure that our Indian colleagues – and indeed all our international teams – are given the same opportunities to thrive as their UK peers. Anything less is not only unfair; it’s unsustainable in the modern, interconnected workplace.