Neurodiversity is receiving growing attention in the workplace.
Over half of enquiries to Business Disability Forum’s Advice Service are about meeting the needs of neurodivergent colleagues. And with an estimated 15 per cent of the UK population believed to be neurodivergent, employers are recognising that supporting neurodivergent colleagues to thrive is fundamental for business.
Yet while many employers see the value of a diverse workforce, the City & Guilds Foundation’s Neurodiversity Index Report 2026 suggests a significant gap between managers’ confidence around neurodiversity and the practical support that neurodivergent team members receive.
1. Understand neurodivergence
Managers cannot deliver the support that neurodivergent colleagues need without first gaining an understanding of how neurodivergence can impact on a person’s working day.
We all process information differently and this affects how we experience the world. People who are neurodivergent process information in a way which differs from what is considered typical.
The term neurodivergent covers a wide range of conditions, including ADHD, autism and dyslexia. It also covers lesser-known conditions such as Development co-ordination disorder (dyspraxia), Tourette’s Syndrome and Rejection Sensitive Dysphoria (RSD). Some people may experience multiple conditions.
Neurodivergent colleagues can bring many strengths to the workplace. This can include the ability to grasp concepts quickly and see “the big picture” in a way that others may not or, conversely, having an eye for detail and the ability to spot patterns. But people who are neurodivergent often also face barriers working in a world not designed to meet their needs.
Barriers will vary depending on a person’s condition and their personal experience. Some common barriers include difficulties with time management and organisation, understanding workplace expectations and following verbal instructions.
Neurodivergence is not experienced consistently. Factors such as stress, fatigue, illness, sensory overload, changing routines and overall wellbeing can affect someone’s experiences.
Managers should focus less on labels and more on barriers
2. Understand the manager’s role
Common mistakes managers can make include assuming that a diagnosis is needed before they are able to offer a colleague support. Or that a diagnosis tells them everything they need to know.
Every neurodivergent person’s experience is different and people who have the same diagnosis may present differently from each other. #
Managers should focus less on labels and more on barriers. Instead of asking: “What is the diagnosis and what does this mean?”, rather ask: “What is making work difficult for you right now, and what can I do to help?”.
3. What to do when an employee shares they are neurodivergent
Some colleagues may feel uncomfortable sharing that they are neurodivergent as they may have experienced stigma or negative feedback previously. This makes the manager’s response even more important.
- Thank the colleague for being open
- Ask what support might help
- Focus on barriers rather than conditions or assumptions
- Listen carefully to their experiences
- Work together to identify solutions
- Reassure them about their value to the team
- Book in a time to follow up with them.
Some employees will already know what works for them and may suggest practical adjustments themselves. Others may be less certain and need guidance. HR teams should offer advice on adjustments and direct managers and colleagues to a workplace needs assessment if unsure.
4. How to spot when someone may need support
Of course, a colleague may not know they are neurodivergent or recognise that they need support. Many adults with neurodivergent conditions are undiagnosed.
Managers should never attempt to diagnose a team member. But there are clear signs that someone may be struggling and could benefit from additional support, including:
- Persistent fatigue or exhaustion
- Anxiety about workload or performance
- Perfectionism that impacts productivity
- Sensitivity to negative feedback
- Frequent minor errors despite strong capability
- Fluctuations between intense focus and distraction
- Difficulty coping with uncertainty or change
- Sensory sensitivities to noise, light, temperature or smells
- Finding social interaction and meetings particularly draining.
These signs can have many causes and do not automatically indicate neurodivergence. The key is to approach conversations in a collaborative way.
Asking about any difficulties the person is experiencing and the support they need will often be more productive than focusing on whether a particular condition is involved.
5. Make adjustments that work
The most effective adjustments are developed collaboratively. What works well for one person may be unhelpful for another. Managers and HR teams should also remember that support is rarely a one-off exercise. Adjustments should be reviewed regularly to ensure they remain effective as circumstances change.
A manager should work with the employee to identify what adjustments could help reduce or remove barriers. HR professionals can help managers identify adjustments that might work and to navigate the adjustments process.
Put any adjustments in place as soon as possible. Waiting for adjustments can cause anxiety and negatively affect productivity. Remember that small changes can make a big difference and not all changes cost money.
Review adjustments regularly to see if they are working and whether further support is needed. Make sure colleagues have time to learn new strategies and technologies and factor this in before assessing effectiveness.
Asking about any difficulties the person is experiencing and the support they need will often be more productive than focusing on whether a particular condition is involved
A practical approach
A ‘Way of working’ document is a practical approach that many teams find helpful. The document is an easy way for team members to share their preferred ways of working with their manager and each other to gain the most productive and supportive environment for everyone.
This can include preferred communication methods and timings for contact. Also, information about working styles that help them be productive and changes in behaviour that may show they are struggling as well as how they would like colleagues to respond.
The documents should be regularly reviewed and, if colleagues are comfortable to do so, discussed openly as a team. This allows colleagues to be aware of each other’s needs regardless of the presence or absence of disability or neurodivergence.
It is also a helpful way to spot and resolve any potential clashes where one colleague’s needs may conflict with another’s. A discussion can help determine work arounds which ensure everyone gets what they need and feels comfortable with the outcomes.
Business Disability Forum’s new Supporting neurodiversity in the workplace: a practical guide for managers, provides tips and advice on discussing and putting in place adjustments, and links to factsheets on neurodivergence and common adjustments.
If you found this article useful, read: What HR leaders get wrong about AI and disabled employees
