How to support neurodivergent staff

People’s brains work in different ways. The word neurodiversity “describes the differences in the way people process information and view the world”. There are different types of neurodiversity, including autism spectrum disorder (ASD), attention deficit hyperactivity disorder (ADHD), dyslexia, and dyspraxia.

 

People who are neurodivergent may think, behave, and process information differently to a neurotypical person (someone who is not neurodivergent). There are thought to be at least one in five neurodivergent people in the UK.

 

Workplaces can be difficult for people who are neurodivergent. For example, they can be noisy and busy. So, how can employers support people who are neurodivergent?

 

 

Treating people as individuals

 

Employers should adopt a person-centred strategy to neurodiversity. This means “treating everyone as an individual with their own likes and dislikes, with their own characteristics, with agency over their lives”.

 

Here are some ways that charities can make sure they are supporting people’s individual needs.

 

 

Tailoring support to each person

 

Lea Turner, who is neurodivergent and the Founder of The HoLT Community – for freelancers and small business owners – says in a LinkedIn post that “one solution is never going to fit all” neurodivergent people in the workplace.

 

She explains that many people don’t know what accommodations they need in the workplace, especially if they’re late diagnosed. So she advises employers to “create an environment where neurodivergent people are supported and encouraged to explore different working aids and environments”.

 

In the post, Lea shares some examples that people should explore to identify their needs in the workplace. These include listening to music or working in silence, working to long deadlines or short ones, and figuring out if a busy office motivates them, or whether they are better in a solo office.

 

The Scottish Union of Supported Employment adds that a person-centred approach involves listening to people, which includes trying to understand the neurodivergent team member’s experiences, finding out what support they already have in place, understanding their goals, exploring their fears, identifying their skills, and working with them to plan the support they need.

 

 

Making people feel safe

 

If you want staff to feel comfortable at work and open up about how being neurodivergent affects them in the workplace, they need to feel safe. This means employers need to work hard to create a working culture where people feel at ease.

 

 

Being flexible

 

People who are neurodivergent will have different needs, so it’s important for employers to be flexible. For example, you may need to adjust how you communicate with a team member who is neurodivergent. Some people, for instance, may prefer instructions recorded as audio rather than written down.

 

It’s important that neurodivergent team members feel they have control over how they work. It’s good, for example, to give people flexibility with the hours they work. Let them identify when they work best in the day – whether it’s starting work early or later in the day.

 

 

Training managers

 

Research published by ACAS in March 2025 highlights the importance of training and supporting managers, so they know how to support staff who are neurodivergent.

 

ACAS guidance says that managers should know how to handle reasonable adjustments for staff who are neurodivergent. They should also have one to one meetings with their team members to talk about the support they need.

 

It’s also important that managers have access to resources and information about neurodiversity from HR and advice from occupational health.

 

 

Adapting technology

 

It’s important to give people choice over their working environment. This includes being able to make decisions about the technology they use.

 

For instance, let staff decide whether they have their cameras on during video calls or turn them off. This will support staff who are feeling anxious or experiencing sensory overload.

 

It will also help people who find it hard to read other people’s facial expressions. Away from meetings, instant messaging and email can help those with autism, for example, who may struggle with social cues and body language.

 

There is different assistive technology that may be helpful for people, so support staff to try different options. These include everything from noise-cancelling headphones to text to speech software.

 

 

Using appropriate language

 

ACAS guidance says it’s important to use appropriate language around neurodiversity. This will make people feel more comfortable to have conversations about it in the workplace.

 

ACAS says the language around neurodiversity is changing and people may have different preferences, so it’s a good idea to ask each person what terms they prefer to use.

 

Employers should listen to what staff who are neurodivergent say and use the same language. If you don’t know something about neurodiversity, ACAS says to be honest about this. This will show that you are making an effort to learn and understand.

 

The National Autistic Society has a guide about how to talk and write about autism.

 

For employers who are looking for further guidance and support, here are some websites to look at:

• ACAS: www.acas.org.uk/neurodiversity-at-work
• ADHD UK: adhduk.co.uk/adhd-and-work/
• CIPD: www.cipd.org/uk/knowledge/guides/neuroinclusion-work
• Dyslexia Foundation: dyslexiafoundation.co.uk/employment/employment-employment-support
• National Autistic Society: www.autism.org.uk/what-we-do/employment
• Inclusive and accessible communication educator, Ettie Bailey-King: fightingtalk.uk/who-i-am