Practical Steps For Neurodiversity In The Workplace

Neurodiversity refers to the differences in brain processing that can affect social interaction, learning, attention, and/or sensory processing.

Neurodiversity refers to the differences in brain processing that can affect social interaction, learning, attention, and/or sensory processing. It encompasses a range of neurological conditions, including autism spectrum disorder, ADHD, dyslexia, and dyspraxia.  Employers are increasingly having to grapple with this because of a growing number of people being diagnosed with neurodiverse conditions in adulthood.

The number of Employment Tribunal claims where the Claimant cites discrimination because of a neurodiverse condition has increased year on year between 2020 – 2024.

Neurodiversity and the Equality Act 2010

Neurodivergent conditions are not automatically protected as disabilities under the Equality Act 2010. Whether a condition meets the definition of a ‘disability’ will depend on whether it has a substantial impact on an individual’s ability to carry out day to day activities. Neurodiverse conditions usually exist on a spectrum – meaning that the impact the condition has on the individual will vary from person to person.

That said, it is important for employers to recognise that neurodiverse conditions certainly can be protected as disabilities. Care needs to be taken not to inadvertently discriminate against an employee because of their condition, which includes considering whether there are any reasonable adjustments that can be made to remove barriers that could place neurodivergent employees at a disadvantage. The question of whether an adjustment is reasonable will vary from job role to job role and from employer to employer. However, examples can include providing assistive technology, offering flexible working arrangements, and adjusting communication styles. Do call me for further advice.

With an increase both in the number of people being diagnosed and in the number of Tribunal claims being made, there are series of proactive steps employers can take to help them adjust for neurodiversity in the workplace.

Increase awareness and training: Provide line managers and staff with training to understand neurodiversity, focusing on the benefits of diverse perspectives, and the challenges neurodivergent employees may face (for example, communication differences).

Make reasonable adjustments: Occupational health referrals will help employers establish what adjustments and support a neurodivergent employee may require. However, this is no substitute for engaging in open dialogue with an employee to understand their individual needs. Common adjustments include flexible working arrangements, alternative methods of communication, task structuring and the provision of technologies. Adjustments should be made to help the employee fulfil their role but that are also proportionate to the business.

Review your procedures: As an extension to considering reasonable adjustments, employers should review their practices and procedures. For example:

  • traditional recruitment processes can place some dyslexic candidates at a disadvantage. Employers should consider alternative approaches which will allow neurodivergent candidates to demonstrate their abilities in a more suitable setting.
  • During any disciplinary investigation involving a neurodivergent employee, consideration should be given to their neurodiversity when assessing their conduct.

Foster an inclusive culture: Encourage a workplace culture where diverse thinking styles are valued and which supports employees who are neurodivergent. Greater inclusivity and awareness of neurodivergence across the workforce will help prevent grievances and harassment claims from arising.

2025 will be a year of change

Change is tough because it challenges our brain’s need for certainty. However, understanding the psychology behind resistance can turn hesitation into acceptance.

Leadership expert Simon Sinek said, “Start with Why.” People don’t buy into what you’re doing until they understand why it matters. This is especially true with change. Why does this shift matter to the organisation, to the team, and most importantly, to them personally? Once isn’t enough. Neuroscience shows that repeated exposure helps ideas stick. Share the “why” early and often, in conversations, emails, team meetings, and even casual check-ins. When the why becomes part of the narrative, it reduces ambiguity and builds trust.

Acknowledge the fear: Here’s a common misstep: brushing off resistance as negativity. Change triggers fear—fear of failure, obsolescence, or even losing status. If you dismiss these emotions, employees will feel unheard, and their resistance will deepen. Instead, acknowledge the discomfort. 

Show them the mirror: People want to feel like they have control, even when they don’t. One of the best ways to foster this is by involving them in the process. Use open-ended questions like, “What challenges do you see in this change?” or “How might we make this transition easier for the team?”

Paint the picture of success: When employees can’t see what success looks like, their minds fill the gaps with worst-case scenarios. Your job is to create a vivid, tangible picture of what’s on the other side of the change. When you make the benefits personal and concrete, you shift mindsets from scepticism to optimism.

Celebrate small wins:  Behavioural science tells us that small rewards trigger dopamine, the brain’s feel-good chemical. Find opportunities to celebrate incremental progress. Did a team hit a milestone? Acknowledge it. Did an employee adapt to a new system ahead of schedule? Shout them out. These micro-celebrations reinforce the behaviour you want to see and build momentum.

Change is an emotional journey. When you understand and respect the psychological barriers your employees face, you can create an environment where they feel supported, heard, and valued.

Next Month ……

We will be examining how psychometrics can help you build effective teams.

We are here to assist. If you require any further support with this topic, please email or call one of our team. We partner with many businesses to support their business growth, be it through reorganisations, reducing ET risk when faced with common employment issues, executive coaching, leadership development, robust HR policies and procedures, payroll or health and safety, please contact one of our team.

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