Understanding neurodiversity in the workplace

Neurodiversity refers to the natural variation in how people think, process information, communicate, and experience the world. It recognises that neurological differences are a normal part of human diversity, rather than deficits or disorders that need to be corrected.

In the workplace, neurodiversity is particularly relevant to occupational health, line management, and employee wellbeing. Neurodivergent employees may experience barriers related to work environments, job design, communication styles, or management practices. Without appropriate understanding and support, these barriers can affect performance, mental health, and staff retention.

Understanding neurodiversity enables employers and line managers to identify potential workplace challenges early, make appropriate adjustments, and create inclusive working environments that support both employee wellbeing and organisational effectiveness. Neurodiverse conditions may be considered a disability under the Equality Act (2010), if the condition has a ‘substantial’ and ‘long term’ negative effect on their ability to carry out normal day-to-day activities. This means that employees have a right to ‘reasonable adjustments’ to make their working environment safe and productive. These should be things that don’t pose any undue hardship to you, the employer. These will include providing support that isn’t outrageously expensive or burdensome to the business. It is often helpful to have an occupational health assessment at the start of this process to work with your employee to identify the support they need

Examples of Neurodivergent Conditions

Neurodivergent conditions describe natural variations in how people think, process information, communicate, and interact with their environment. Individuals may experience one or more conditions, and experiences will vary from person to person. Here are some examples of neurodiverse conditions:

Autism. Autism is a lifelong developmental condition that affects communication, social interaction, sensory processing, and preferences for routine or predictability. It is a spectrum condition, meaning autistic people have diverse profiles and experiences. Common characteristics may include differences in social communication, sensory sensitivities and a preference for structure.

Attention Deficit Hyperactivity Disorder (ADHD). ADHD is a lifelong neurodevelopmental condition affecting attention regulation, activity levels, and impulse control. It may influence concentration, organisation, time management, and restlessness. ADHD can present differently across individuals and may be experienced and present differently by men and women.

Dyslexia. Dyslexia is a specific learning difference that primarily affects reading, writing, spelling, and information processing. It is not related to intelligence and may impact how written information is accessed and used in the workplace.

Dyspraxia (Developmental Coordination Disorder). Dyspraxia affects motor coordination, planning, and organisation. In the workplace, this may influence tasks involving sequencing, time management, or fine motor skills.

Dyscalculia. Dyscalculia affects numerical understanding and mathematical processing. This may impact tasks involving calculations, data handling, or estimating time and quantities.

Each individual’s experience is unique, and not all neurodivergent employees will require the same type or level of support.

Supporting Neurodivergent Employees at Work

Line managers and employers play a key role in reducing barriers and supporting neurodivergent employees. Effective support may include:

• Open and respectful communication, allowing employees to discuss what helps them work effectively without fear of stigma

• Flexible working arrangements, such as adjusted hours, remote working, or changes to workload structure

• Reasonable adjustments, including changes to the physical environment, assistive technology, or alternative ways of completing tasks

• Clear expectations and instructions, provided in written and verbal formats where helpful

• Consistent management approaches, including regular check-ins and predictable routines

• Collaboration with occupational health and HR to ensure support is appropriate, proportionate, and sustainable

By taking an individualised and proactive approach, employers can support neurodivergent employees to perform well, remain healthy at work, and feel included and valued.

Reasonable Adjustments for adhd

Here are some examples of reasonable adjustments for employees with ADHD.

• Allow staff to take short breaks throughout the day. The frequency should be agreed with the employee.

• Provide bullet pointed key points or actions from meetings. Some people with ADHD have issues with working memory and focus and meetings can be challenging.

• Try to facilitate your staff member focusing on one job at a time rather than requiring multi-tasking

• Use assistive technology where appropriate - apps like Asana and Trello can help organise tasks, or Microsoft To Do can help with priority setting

• Allow the use of a “do not disturb” door sign, and any equivalent function on telephone and email, especially when your staff member has a specific task that requires intense concentration.

• A quiet space - this might be a sole occupancy office, or the use of noise cancelling headphones.

• Optimise the sensory environment. Many adults with ADHD also have photophobia so allow them to adapt their work environment to limit sensory stimulation.

• Allow working from home where possible, especially if they have anxiety issues

• The use of a quiet room for stressful times can be helpful, especially if anxiety or other associated issues arise whilst at work.

Confidentiality and GDPR

Many people who are neurodiverse choose not to tell their employer about it, so disclosing this information may have been a big decision. There can be stigma in society in general around different conditions, so many people are afraid they will be seen as less capable or as troublesome. They may additionally fear that disclosing their diagnosis might affect career progression or job security. You should ensure that any information your employee shares with you about any condition remains confidential. This means not discussing their disclosure with other team members, without consent, not discussing their condition with them in an open forum, clarifying with them exactly who can see any occupational health assessment report and keeping secure any documents which discuss your employee’s health conditions. This is also compliant with GDPR regulations.