Neurodiversity at work
A recent case reported by People Management, has highlighted the growing importance of understanding neurodiversity at work.
The case concerned an employee with Rejection Sensitive Dysphoria (RSD), commonly associated with ADHD, who was awarded £12,000 after her manager dismissed her concerns and told her to “get back in your box”. The tribunal ruled that this behaviour constituted disability harassment.
While the circumstances were specific, the message is much broader. Many employers are still unsure how best to recognise and support neurodivergent colleagues – and small misunderstandings can quickly become wellbeing, performance or employee relations issues.
What is neurodiversity?
Neurodiversity simply reflects the natural differences in how people think, learn and process information. This may include autism, ADHD, dyslexia or dyspraxia, among others. In most organisations, this represents a significant proportion of the workforce, whether formally diagnosed or not.
When supported well, neurodivergent employees often bring creativity, innovation and fresh thinking. When support is lacking, those same employees may feel overwhelmed, misunderstood or unfairly managed. If concerns are mishandled or adjustments are not properly considered, this can quickly escalate into formal grievances or disability discrimination claims, creating significant legal and reputational risk for employers.
Neurodiversity in the workplace
Research by ACAS into neurodiversity at work (2025) estimates that in the UK around 15%–20% of adults are neurodivergent, though many of these individuals are undiagnosed or receive their diagnosis later in life – particularly in adulthood as awareness increases. This means, some diagnoses are happening in real time, in the workplace.
Receiving a formal diagnosis can be an emotionally significant event for the individual. For HR and managers, understanding this transition period – and responding with empathy and flexibility – can make all the difference in supporting someone’s ongoing wellbeing and performance. Engaging Occupational Health can help employers better understand the impact of a condition, clarify what adjustments may be appropriate, and provide practical recommendations to support both performance and wellbeing.
Building confidence and capability
In practice, supporting neurodiversity often comes down to good people management.
Neurodivergence can present in the workplace in a variety of ways: a capable employee may struggle in a noisy office. Someone might need clearer structure. Feedback that feels constructive to a manager may feel intensely personal to another colleague. Without awareness, these differences can be mistaken for poor attitude or performance.
Managers don’t need to be experts in every condition, but they do need the confidence to listen, ask questions and adapt their approach.
Small changes – such as following up meetings in writing, reducing unnecessary distractions or offering alternative ways to demonstrate skills – can remove barriers without disrupting the wider team.
Creating psychological safety is equally important. When employees feel comfortable saying “this is how I work best,” challenges are far easier to address informally and early.
Taking a proactive, organisation-wide view
ACAS’ research underlines that supporting neurodiverse staff shouldn’t be treated as a niche or reactive issue but as a core workplace priority. The report emphasises that proactive support – including inclusive policies, ongoing line-manager training and personalised adjustments – can be achieved without requiring a formal diagnosis or disclosure, and that doing so benefits both individuals and organisations. Inclusive practices can reduce turnover, improve engagement and help teams perform more effectively.
Recruitment, onboarding, performance management and absence procedures should all allow for flexibility and reasonable adjustments. Clear communication, transparent expectations and consistent management practices benefit everyone, not just those who identify as neurodivergent.
Reviewing policies through this lens can also reduce risk and ensure managers aren’t left making decisions without guidance.
A workplace that works for everyone
Supporting neurodiversity isn’t about ticking boxes. It’s about thoughtful, everyday practices that help people do their best work while ensuring fair and consistent management.
For many employers, having the right HR advice and structure in place makes these changes more manageable and sustainable. Clear policies, confident managers and proactive adjustments not only create a more inclusive culture but also help protect the business against avoidable grievances and discrimination claims. With the right support, neurodiversity becomes less of a challenge to navigate and more of a strength to build on.
