A practical guide to managing neurodivergent staff well

ADHD, Autism, dyslexia and dyspraxia are recognised disabilities under the Act. You have a legal duty to make reasonable adjustments when you know — or could reasonably be expected to know — about a disability. “We weren't told formally“ is rarely a lawful defence.

You can ask 'what helps you do your best work?'. You can't insist on medical evidence to make adjustments. Asking is often unlawful and always sends the wrong message.

Most ND candidates fail at interview, not at the job. Send questions ahead, allow written answers, run work-sample tasks, skip the 'culture-fit pub round'.

10 minutes with a new starter and their manager. “What environment / communication / workload pattern helps you do your best work?“ Document the answers in a simple Workplace Adjustment Passport.

Noise-cancelling headphones. Written agendas before meetings. Calendar buffers between meetings. Async-first communication. Permission to leave camera off. Flexible start times. A quiet desk by a wall. A bullet-point job description.

A UK government scheme that pays for coaching, assistive tech and travel for disabled employees. Your only cost is signposting your team to it. Average grant value £4,000+.

Most ND people leave because of one manager, not the company. A half-day training on ND-friendly management pays for itself within months in retention alone.

Standard performance reviews disadvantage ND staff (verbal recall, self-promotion, vague criteria). Use objective, behaviour-based criteria and written feedback. Allow time to digest before responding.

Open-plan, hot-desking and fluorescent lighting are some of the worst environments for ND people. Even small fixes — partition screens, plants, dimmable lights, a quiet room — make a measurable difference.

Most adjustments — quiet space, written agendas, recorded meetings — benefit everyone. Frame them as inclusive defaults, not exceptions. Universal design > individual accommodation.