Neurodiversity at work: It’s not as complicated as we make it
We’re talking more about neurodiversity in the workplace, and that’s a good thing. But too often, it still feels like something people want to get right but don’t quite know how.
As a result, it either ends up sidelined in broader EDI strategies or becomes so focused on policies and diagnoses that we lose sight of the people behind it all.
Let’s be honest: some of the hesitancy comes from fear.
“What if they don’t disclose?”
“What if we get it wrong?”
“What even counts as a reasonable adjustment?”
But the reality is: inclusion doesn’t need to be perfect, and it definitely doesn’t need to be complicated. In fact, most of the time, it’s just about listening well and designing things better.
Disclosure isn’t the goal it’s the test of your culture
A lot of organisations are still stuck in the mindset that support can only happen after someone discloses. But that misses the point.
The real question is: what happens when someone does?
Do they feel believed? Supported? Regretful?
Because if someone discloses and then spends the next six months chasing basic support, or worse, gets treated differently you’ve unintentionally sent a message to the rest of the organisation that silence is safer.
Neurodivergent people don’t just want a legal process they want to know they won’t be penalised for being honest about what they need.
And considering that over 15% of the UK population is thought to be neurodivergent (ONS, 2022), this isn’t a marginal issue. It’s a mainstream one.
Reasonable adjustments don’t need to be hard work
The phrase “reasonable adjustments” gets thrown around a lot, but in reality it often falls to HR or line managers to work out what that actually means in practice.
But here’s the good news: most adjustments are straightforward and low cost.
Think:
- Giving someone more control over their workspace or schedule
- Allowing extra time to process and respond after meetings
- Following up verbal instructions with a quick email
- Being mindful of sensory triggers in the environment
These aren’t huge changes but they can make a huge difference. And they’re often helpful for everyone, not just neurodivergent colleagues.
If you’re looking for a good reason to be proactive about this, consider that neurodivergent employees are more than twice as likely to be unemployed than neurotypical people (Office for National Statistics, 2021). And for those in work, many are masking or struggling to access even basic support.
We can do better than that.
The role of HR and leadership: Make it easier to do the right thing
This is where HR has real power. Not just in the policies you write but in the clarity you give to managers who are trying to do the right thing and don’t want to get it wrong.
That might mean:
- Normalising the idea that adjustments aren’t only for people with a diagnosis
- Encouraging early, informal conversations rather than waiting for problems to escalate
- Coaching managers to stop worrying about “treating people the same” and start focusing on fairness
And leadership matters too. People watch how senior leaders behave when someone’s needs don’t fit the mould. Inclusion isn’t just what you say in your strategy it’s what you do in a team meeting when someone says they need something different.
Free resource: A practical guide that cuts through the noise
If you’re unsure where to start, or just want something concrete to help guide your managers, we’ve created a free resource that can help:
🧠 Neurodiversity & Mental Health: Making Adjustments That Truly Work
A practical guide for HR
This factsheet was written to take the ambiguity out of adjustments. It’s packed with person-centred strategies you can use right away without waiting for disclosure or a diagnosis.
Because neuroinclusive workplaces aren’t built on paperwork. They’re built on understanding, trust and a willingness to adapt.
📥 Download your free guide here
Tell Jane supports organisations to nurture inclusive and supportive workplaces. From independent consultancy, to managing surveys and focus groups, we can give you an independent view on how you are really operating. Email hello@telljane.co.uk to get in touch.
