How to create a neuroinclusive workplace

“Neurodiversity” refers to natural variations in how the human brain functions and processes information. The term recognizes that neurological differences – such as autism, attention deficit hyperactivity disorder (ADHD), dyslexia, and dyspraxia – are part of normal human diversity rather than deficits in need of correction.  

Awareness about today’s workforce

It is estimated that between 15-20% of the population are neurodivergent. This means that a significant proportion of most workforces will include neurodivergent employees. As of 2025, according to recent studies, neurodivergent conditions were the third most common reason for referrals to an occupational health specialist – accounting for one in every 10 referrals. Moreover, analysis shows that there has been a significant increase in the number of Employment Tribunal decisions that refer to neurodivergent conditions.

Neurodiverse individuals may conduct themselves and process information differently to how a “neurotypical” individual might. For example, an autistic individual may have difficulty interpreting social cues or take things literally, an individual with ADHD may find it difficult to concentrate on certain tasks for a prolonged period of time or struggle receiving instructions delivered in certain manners. Someone who is dyslexic may have difficulty reading or writing, and someone who has a developmental co-ordination disorder may have poor balance.

Neurodivergent individuals may also bring valuable strengths to the workplace, such as creative thinking, strong pattern recognition, deep subject expertise, or innovative problem-solving.

The above underscores the importance of employers taking steps to create a workplace which is inclusive, to account for the specific needs and strengths of neurodivergent employees and, insofar as possible, to mitigate the risk of disputes arising.

Creating a neuroinclusive workplace is not simply a legal obligation but also a strategic advantage.

Many neurodivergent individuals may not consider themselves to be disabled. However, they may be for the purposes of the UK Equality Act 2010, which provides that an individual is disabled if they have “a physical or mental impairment, and the impairment has a substantial and long-term adverse effect on his ability to carry out normal day-to-day activities”.

In order to have substantial adverse effect, it must be “more than minor or trivial.” It should be noted that, given neurodivergence exists on a spectrum, not all neurodivergent individuals will be disabled. Further, some neurodivergent individuals may not have received a formal diagnosis – the absence of which does not mean that the individual is not disabled and, conversely, a diagnosis does not necessarily mean that the individual is disabled. Each situation should be assessed on a case-by-case basis.

As being disabled is a “protected characteristic” under the Equality Act 2010, disabled employees are protected from discrimination, and the employer is under a duty to make reasonable adjustments to accommodate that individual’s disability.

Steps to create a neuroinclusive workplace

There are a number of steps employers may take to create an inclusive workplace for neurodivergent individuals.

Promote awareness and openness

Employers ought to create an environment in which neurodiverse individuals feel comfortable communicating when they may be facing particular issues with certain tasks and responsibilities and require additional support or specific accommodations.

In order to achieve this, promote awareness, and create an environment which encourages openness, employers might;

• circulate resources to employees;
• organize events during Neurodiversity Celebration Week;
• encourage senior individuals to act as role models in terms of spreading awareness of neurodiversity;
• establish internal networks;
• cover neurodiversity during inductions, in relevant policies and diversity training.

In any such written resources, presentations, or discussions, individuals ought to be conscious of the language used, show respect and sensitivity.

Encourage open dialogue

If an employee discloses that they are neurodiverse, employers ought to engage in a discussion about how the business might support them and whether there are any reasonable adjustments which ought to be put in place. Employers will only be under a duty to make reasonable adjustments if the relevant employee is disabled according to the above legal definition, but they may nonetheless wish to make such adjustments even when the employee is not disabled, in order to help the employee succeed and feel supported.

Training

Employers should train managers and consider providing all employees with specific diversity training related to neurodivergent conditions so as to ensure that colleagues are informed of how such conditions may present in the workplace, to encourage colleagues to use inclusive language, and to be conscious of how neurodiverse individuals may work differently.

Reasonable adjustments

As noted above, depending on the specific needs of the individual, employers ought to consider what reasonable adjustments may be necessary. For example, providing the individual with noise-cancelling headphones, relaying instructions in a specific manner, holding meetings via a particular medium, and providing quiet, private workspaces.

Such adjustments may help alleviate some of the challenges faced by neurodivergent individuals. In certain cases (such as where the employee’s neurodiversity is significantly impacting their performance or causing absence), employers may wish to seek advice from Occupational Health as to appropriate adjustments.

Review policies and procedures

Employers should also ensure that their policies and procedures account for neurodivergent individuals and any specific needs they have or any accommodations which they require.

In particular, when dealing with conduct or capability issues, employers ought to consider whether the individual has a neurodivergent condition which may be a mitigating factor or whether changes to the standard procedure ought to be considered as a reasonable adjustment.

For example, an autistic individual may have made a comment which was perceived as being offensive by a colleague, who subsequently raised a complaint against the autistic employee. Consider whether it is appropriate in the circumstances to conduct a formal disciplinary process or whether the complaint might be resolved through alternative means, such as a discussion with the autistic individual about why such comments may be offensive, requesting that they avoid making similar comments in the future, and a dialogue between colleagues to mend the working relationship.

Creating a neuroinclusive workplace is not simply a legal obligation but also a strategic advantage. By recognizing different ways of thinking and working, employers can foster a more supportive culture, reduce the risk of disputes, and benefit from the diverse perspectives that neurodivergent employees bring to the organization.