What Is a Health & Wellbeing Workplace Risk Assessment?

A Health & Wellbeing Workplace Risk Assessment is a structured, collaborative conversation designed to help employers understand how an employee’s health or wellbeing may be affecting them at work.

It is not a medical assessment, a diagnosis or a performance management tool. Nor is it about making assumptions or judgements about an employee’s ability to do their job.

Instead, it provides a consistent framework for exploring the impact a health condition may be having in the workplace, identifying any barriers or risks, reviewing the support already in place, and agreeing practical actions that may help the employee work safely and effectively.

The discussion should always be tailored to the individual. Every employee’s experience is different, even where they share the same diagnosis. The assessment creates an opportunity to understand what is working well, what challenges may exist, and whether any reasonable adjustments or additional support could make a positive difference.

Most importantly, it encourages employers to work with employees, not make decisions about them.

Why Start with a Health & Wellbeing Workplace Risk Assessment?

One of the biggest misconceptions employers have is that they need to wait for a formal diagnosis before taking action.

In reality, waiting months for an assessment or Occupational Health report may mean an employee continues to struggle unnecessarily, while workplace issues become more difficult to resolve.

A Health & Wellbeing Workplace Risk Assessment allows employers to begin supportive conversations much earlier.

Rather than focusing solely on a medical condition, it explores practical questions such as:

• What aspects of the role are working well?
• Are there any workplace barriers affecting the employee?
• Are work demands contributing to stress or reduced wellbeing?
• What support is already in place?
• Are any reasonable adjustments appropriate?
• Does the employee feel they have the tools and support needed to succeed?

These conversations often identify simple, practical improvements that can be implemented quickly without waiting for formal medical advice. Where more specialist input is needed, the assessment can also help inform an Occupational Health referral or other professional support.

ADHD Is Different for Everyone

Although this article has been inspired by a recent case involving ADHD, the principles apply much more widely.

ADHD affects people differently. Some employees may experience challenges with concentration, organisation, prioritisation or managing competing demands. Others may thrive in fast-paced environments and bring exceptional creativity, problem-solving skills and innovation to their roles.

Likewise, not every employee with ADHD will require workplace adjustments, and two people with the same diagnosis may need entirely different support.

This is why employers should avoid making assumptions based solely on a diagnosis.

The focus should always be on understanding how the individual’s health or wellbeing affects them at work, rather than assuming what support they might need.

The same principle applies to many other health conditions, including autism, dyslexia, anxiety, depression, long-term physical health conditions, menopause and work-related stress. Every employee deserves an individual conversation about what will help them perform at their best.

Common Workplace Barriers

Health conditions do not always create risks on their own. Often, it is the interaction between the individual and their working environment that creates challenges.

For example, employees with ADHD may find the following workplace factors particularly difficult:

• Unclear or frequently changing priorities
• Competing deadlines
• Heavy reliance on verbal instructions
• Frequent interruptions or distractions
• Lack of routine or structure
• Prolonged focus-intensive work without breaks
• High workloads or uncertainty
• Inconsistent management support

Identifying these workplace barriers allows managers to focus on what can realistically be improved, rather than simply expecting the employee to adapt without support.

Agreeing Practical Support and Reasonable Adjustments

Once workplace barriers have been identified, the next step is to consider what practical support may help the employee carry out their role effectively.

Reasonable adjustments are not about lowering standards or removing accountability. They are about removing unnecessary barriers so employees have a fair opportunity to perform at their best.

Many adjustments are simple, inexpensive and can make a significant difference. Depending on the individual’s circumstances, examples may include:

• Setting clear priorities and agreed deadlines.
• Providing written instructions alongside verbal discussions.
• Breaking larger pieces of work into manageable stages.
• Scheduling regular one-to-one check-ins with the line manager.
• Allowing greater flexibility around working patterns where appropriate.
• Encouraging regular breaks during focus-intensive work.
• Providing a quieter working environment or reducing unnecessary distractions.
• Using calendars, task management tools or reminder systems to support organisation and planning.

The most effective adjustments are those agreed collaboratively with the employee. Rather than assuming what someone needs, employers should ask open questions, listen carefully and review what works in practice.

The Importance of Reviewing Support

Supporting an employee should never be viewed as a one-off exercise.

Health conditions, job roles and personal circumstances can all change over time, meaning that adjustments which were effective six months ago may no longer be appropriate today.

A Health & Wellbeing Workplace Risk Assessment should therefore include agreed review points to consider:

• whether existing adjustments remain effective
• whether any new workplace barriers have emerged
• whether additional support is required
• whether support can be reduced because circumstances have improved.

Regular review meetings also demonstrate that wellbeing is an ongoing priority rather than a reactive response when problems arise. They encourage open communication, help build trust between managers and employees, and enable issues to be addressed before they develop into more significant concerns.

When Should Occupational Health Be Involved?

Occupational Health can play an important role in supporting both employers and employees, but it should not always be the starting point.

In many cases, a Health & Wellbeing Workplace Risk Assessment will identify practical workplace adjustments that can be implemented immediately. Where the situation is more complex, or specialist medical advice is required, Occupational Health can provide valuable independent guidance.

An Occupational Health referral may be appropriate where:

• there are concerns about an employee’s fitness for work
• a health condition is having a significant impact on attendance or performance
• advice is needed on appropriate workplace adjustments
• a phased return to work is being considered
• the role involves safety-critical activities
• there is uncertainty about the long-term impact of a health condition.

Occupational Health provides medical and occupational advice to help employers make informed decisions. Responsibility for managing the employee, implementing adjustments and maintaining regular communication remains with the employer.

A Joined-Up Approach to Supporting Employees

The most successful organisations don’t treat health, wellbeing, HR and Health & Safety as separate issues.

Managers, HR professionals and Health & Safety practitioners each have an important role in creating a supportive workplace. By working together, they can identify risks early, put appropriate controls in place, and ensure employees receive consistent, practical support.

Taking a joined-up approach not only helps organisations meet their legal responsibilities, but also strengthens employee wellbeing, improves engagement, reduces sickness absence and creates healthier, more productive workplaces.