Neurodiversity at Work: A 2025 Guide to Reasonable Adjustments for ADHD, Autism, and Dyslexia

Understanding Neurodiversity and Disability in the Modern Workplace

Picture this: you walk into your workplace knowing that the way different minds function isn't just tolerated—it's genuinely valued. Neurodiversity encompasses the natural variations in how our brains work, including conditions like ADHD, autism, and dyslexia. These neurological differences can be classified as disabilities under the Equality Act 2010 when they substantially affect someone's ability to perform daily activities over the long term.

The conversation around neurodiversity at work has evolved significantly. What started as basic awareness has grown into understanding how these conditions bring distinctive strengths and fresh perspectives to teams. Research from the Institute for Employment Studies shows that neurodivergent employees often demonstrate:

• Exceptional attention to detail
• Pattern recognition abilities
• Innovative thinking when properly supported

As an employer in the UK, you have a legal duty to make reasonable adjustments for disability at work. This isn't simply about ticking compliance boxes—it's about recognising untapped potential within your workforce. When you create environments where neurodivergent employees can perform at their best, everyone benefits from increased creativity and different approaches to problem-solving.

This comprehensive guide will walk you through the legal framework surrounding disability discrimination, provide practical adjustment strategies for employees with ADHD, autism, and dyslexia, and show you how to build an inclusive culture that supports all workers. By implementing these evidence-based approaches, you'll not only meet your legal obligations but also discover the competitive advantages that come with neurodiversity at work.

The Legal Landscape: Navigating Disability Discrimination and Reasonable Adjustments in the UK

Understanding your legal responsibilities forms the foundation of creating an inclusive workplace. The Equality Act 2010 establishes clear guidelines about disability at work, outlining when conditions qualify as disabilities and what adjustments employers must make. Getting this right protects both your business and your employees.

Defining Disability Under the Equality Act 2010

The legal definition of disability centres on whether someone has a physical or mental impairment that creates a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities. The term "substantial" means more than minor or trivial, while "long-term" indicates the condition has lasted or is expected to last at least 12 months.

Here's something many employers don't realise: you don't need to wait for a formal medical diagnosis before considering reasonable adjustments. What matters is how the condition affects the person's work performance and daily activities. Employment tribunal cases consistently show that the practical impact takes precedence over formal paperwork.

Progressive conditions present another important consideration. Someone might develop symptoms that only become apparent in certain work situations, yet these still qualify for protection under the Act. Conditions like ADHD might not significantly impact someone's home life but could create substantial challenges in an open-plan office environment.

The Act also covers conditions that are episodic or fluctuating. An employee with autism might cope well most days but struggle during particularly stressful periods or when routines change unexpectedly. Your duty to make reasonable adjustments remains constant, even when symptoms vary.

Understanding the Different Types of Disability Discrimination

Disability discrimination can occur in several ways:

1. Direct discrimination - treating someone less favourably purely because of their disability
2. Discrimination arising from disability - disadvantage due to something connected to their disability
3. Indirect discrimination - applying policies that disadvantage disabled people
4. Harassment and victimisation - unwanted conduct or poor treatment related to disability

Direct discrimination happens when you treat someone less favourably purely because of their disability. This might involve rejecting a job applicant solely due to their neurodivergent condition, regardless of their ability to perform the role.

Discrimination arising from disability occurs when someone faces disadvantage due to something connected to their disability. For example, disciplining an employee for higher absence rates that directly result from their condition could constitute this form of discrimination, unless you can objectively justify your actions.

Indirect discrimination involves applying policies that disadvantage disabled people, even when that wasn't your intention. A blanket rule requiring all employees to work in a noisy, open-plan office might indirectly discriminate against employees with autism or ADHD who need quieter environments to concentrate effectively.

Harassment and victimisation represent serious forms of discrimination that can create hostile work environments. This includes subjecting employees to unwanted conduct related to their disability or treating them poorly because they've raised discrimination concerns.

Perhaps most importantly for employers, failing to make reasonable adjustments constitutes discrimination in itself. This places a proactive duty on you to identify potential barriers and remove them before they become problems.

The Duty to Make Reasonable Adjustments

Your duty to make reasonable adjustments kicks in once you know, or could reasonably be expected to know, about an employee's disability and the substantial disadvantage it creates. This duty extends beyond just employees to include job applicants, people on work experience, and anyone else working for your organisation.

The adjustment must be "reasonable," which courts assess based on several factors including your organisation's size, available resources, and the potential effectiveness of the proposed change. However, don't assume that reasonable adjustments require significant financial investment. Research from the Job Accommodation Network shows that 58% of workplace adjustments cost nothing to implement, while 37% cost less than £500.

"The duty to make reasonable adjustments is not about charity - it's about removing barriers that prevent talented people from contributing fully to the workplace." - Baroness Jane Campbell, Disability Rights Commissioner

You cannot charge disabled employees for these adjustments—they're a business expense, not a personal cost. The Access to Work scheme might provide funding for certain adjustments, but this doesn't reduce your legal obligation to ensure your workplace remains accessible.

Why does this matter so much for your business?

Failing to make reasonable adjustments can result in employment tribunal claims, compensation awards, and significant reputational damage. More positively, getting it right opens up access to a talented pool of workers who might otherwise struggle to find suitable employment.

Practical Reasonable Adjustments for Neurodivergent Employees

Making effective adjustments for neurodivergent employees requires moving beyond generic solutions to truly individualised approaches. The most successful adjustments address specific challenges while building on each person's unique strengths and working preferences.

General Principles for Implementing Adjustments

Start every adjustment conversation by consulting directly with the employee. They understand their condition better than anyone else and can often suggest practical solutions that work within your existing systems. Dr Amanda Kirby, a leading expert in neurodevelopmental conditions, emphasises that "the best adjustments are often the simplest ones that employees themselves identify."

Conduct a thorough workplace assessment that examines both physical and procedural barriers. Look at the employee's typical day, from arriving at work through to completing their main tasks. Consider factors like noise levels, lighting, meeting formats, and communication styles that might create challenges.

Adopt a "trial and adjust" approach rather than expecting perfect solutions immediately. Implement changes gradually, gather feedback regularly, and refine your approach based on what works best. Many successful adjustments evolve over time as both you and the employee better understand what helps them perform optimally.

Remember that cost-effective doesn't mean low-value. Simple changes like allowing flexible start times or providing noise-cancelling headphones can dramatically improve an employee's ability to concentrate and contribute effectively to your team.

Adjustments for ADHD (Attention Deficit Hyperactivity Disorder)

Employees with ADHD often excel in roles requiring creativity, problem-solving, and high energy, but they may struggle with sustained attention and organisation in traditional office environments. Understanding these patterns helps you design adjustments that work with, rather than against, their natural working style.

Effective adjustments for employees with ADHD include:

• Creating distraction-reduced environments with noise-cancelling headphones
• Providing visual schedules and project management software
• Offering flexible working arrangements during peak energy periods
• Breaking large projects into smaller, manageable tasks

Creating a distraction-reduced environment can significantly improve focus and productivity. This might involve relocating the employee's desk away from high-traffic areas, providing noise-cancelling headphones, or allowing them to work from a quieter part of the office during tasks requiring deep concentration. Some employees find that soft background music actually helps them focus, while others need complete silence.

Time management and organisation support proves crucial for many employees with ADHD. Visual schedules, calendar reminders, and project management software can help structure their workday. Breaking large projects into smaller, manageable tasks makes them feel less overwhelming and provides regular opportunities for achievement and motivation.

Flexible working arrangements often work exceptionally well for employees with ADHD. Allowing them to start earlier or later in the day can help them work during their peak energy periods. Some employees find they're most productive in short, intense bursts followed by brief breaks, while others prefer longer, uninterrupted work sessions.

Consider co-occurring conditions that frequently accompany ADHD, such as anxiety or depression. Creating a supportive environment where employees feel comfortable discussing their needs without fear of judgement helps address these additional challenges.

Adjustments for Autism Spectrum Conditions

Employees with autism often bring exceptional attention to detail, systematic thinking, and strong analytical skills to their roles. However, they may need adjustments around sensory environments, communication styles, and workplace routines to perform at their best.

Key adjustments for employees with autism include:

• Sensory-friendly environments with adjustable lighting
• Clear, written instructions alongside verbal briefings
• Consistent schedules with advance notice of changes
• Designated quiet spaces for when feeling overwhelmed

Sensory-friendly environments can make an enormous difference to employee comfort and productivity. Adjustable lighting that reduces harsh fluorescents, sound management to control noise levels, and workspace organisation that minimises visual clutter all contribute to a more comfortable working environment. Some employees benefit from having a designated quiet space where they can retreat when feeling overwhelmed.

Clear, direct communication removes ambiguity that might cause anxiety or confusion. Provide written instructions alongside verbal briefings, offer step-by-step guides for complex procedures, and be explicit about expectations and deadlines. Many employees with autism appreciate having meeting agendas in advance and knowing exactly what their role will be in discussions.

Routine and predictability reduce stress and allow employees to focus on their work rather than navigating constant change. Where possible, maintain consistent schedules, provide advance notice of any alterations to normal routines, and establish clear processes for regular tasks.

Social interaction support might include assigning a workplace mentor or buddy, providing guidance on office social norms, or adjusting expectations around team social events. Some employees prefer written communication over face-to-face meetings, while others benefit from having a trusted colleague they can approach with questions.

Adjustments for Dyslexia

Employees with dyslexia often demonstrate strong creative thinking, problem-solving abilities, and big-picture perspective. However, they may need support with reading, writing, and information processing to fully contribute their skills to your organisation.

Essential adjustments for employees with dyslexia include:

• Assistive technology such as screen readers and speech-to-text software
• Additional time allowances for reading and writing tasks
• Alternative information formats including audio recordings
• Multiple format options for receiving instructions

Assistive technology can remove many traditional barriers faced by employees with dyslexia. Screen readers that convert text to speech, speech-to-text software for creating documents, and spell-checkers with advanced grammar support all help employees work more efficiently. Coloured paper or screen backgrounds can reduce visual stress and make text easier to read.

Additional time allowances for reading and writing tasks recognise that employees with dyslexia may process written information more slowly, even though their understanding and insights remain excellent. This might involve extended deadlines for report writing or additional time to review complex documents before meetings.

Alternative information formats support different learning and processing styles. Providing audio recordings of important documents, using visual aids in presentations, and offering information in multiple formats ensures employees can access content in ways that work best for them.

Consider the employee's communication preferences when assigning tasks. Some individuals with dyslexia prefer verbal instructions over written ones, while others find it helpful to receive information in both formats so they can refer back as needed.

Examples of Adjustments Across Neurodivergent Conditions

Many workplace adjustments benefit multiple neurodivergent conditions while also improving the working environment for all employees. Flexible working arrangements, including remote work options and adjusted hours, allow employees to work when and where they're most productive. This flexibility can help manage energy levels, reduce commuting stress, and create optimal working conditions.

Ergonomic equipment and workspace modifications support physical comfort and concentration. Adjustable desks, supportive seating, and proper lighting benefit everyone but can be particularly important for employees whose conditions affect their physical comfort or sensory processing.

Additional training and supervision opportunities ensure employees receive the support they need to succeed in their roles. This might involve extended induction periods, regular check-ins with managers, or access to mentoring programmes that provide ongoing guidance and support.

Job restructuring can help focus employees on their strengths while minimising areas of difficulty. This might involve reallocating certain tasks to other team members, adjusting job descriptions to better match individual capabilities, or providing additional support for challenging aspects of the role.

Trial periods for new roles or working arrangements allow both employee and employer to assess whether adjustments are working effectively. This approach reduces risk while demonstrating commitment to finding solutions that work for everyone involved.

Overcoming Barriers and Fostering an Inclusive Culture

Creating a truly inclusive workplace goes beyond making individual adjustments. It requires addressing systemic barriers, challenging outdated assumptions, and building a culture where neurodiversity at work is genuinely valued rather than merely tolerated.

Addressing Employer Attitudes and Misconceptions

Many employers still hold misconceptions about the cost and complexity of supporting neurodivergent employees. The reality, backed by extensive research, contradicts most of these concerns. A study by DePaul University found that employees with disabilities have equal or better performance ratings, lower turnover rates, and fewer safety incidents compared to their non-disabled colleagues.

The myth that reasonable adjustments are expensive persists despite evidence to the contrary. Accenture's research on neurodivergent employees found that teams including people with autism were 30% more productive and made 92% fewer errors than other teams. When you factor in reduced recruitment costs, lower turnover, and improved innovation, supporting neurodivergent employees often provides a positive return on investment.

Concerns about productivity often stem from misunderstanding how neurodivergent employees work best. While they might approach tasks differently, they frequently demonstrate exceptional focus, attention to detail, and creative problem-solving abilities. Microsoft's neurodiversity hiring programme reports that neurodivergent employees often outperform expectations when given appropriate support.

"When we changed our perspective from seeing disability as a limitation to recognising it as a different way of thinking, we unlocked innovation we never knew was possible." - Hiren Shukla, Director of Talent Acquisition, Microsoft

Breaking down these barriers requires education and exposure. When decision-makers meet successful neurodivergent employees and see their contributions firsthand, misconceptions naturally fade. Consider inviting guest speakers, sharing success stories, or partnering with organisations that specialise in neurodiversity employment to educate your leadership team.

The Challenge of Disclosure and Hidden Disabilities

Many neurodivergent employees face difficult decisions about whether to disclose their conditions. Fear of discrimination, concerns about career progression, and worries about being treated differently can prevent people from seeking the adjustments they need. This creates a challenging situation where those who would benefit most from support may be least likely to ask for it.

Creating a psychologically safe environment for disclosure requires deliberate effort and clear policies. Establish confidential channels for employees to discuss their needs, ensure that disclosed information is only shared on a need-to-know basis, and provide clear guidance about how the organisation responds to disclosure requests.

Train managers to recognise signs that an employee might be struggling and to approach these conversations with sensitivity and support. Sometimes employees haven't recognised their own neurodivergent traits or don't realise that workplace adjustments might help them perform better.

Your organisation's response to initial disclosures sets the tone for future openness. When employees see colleagues receiving support without negative consequences, they're more likely to feel comfortable seeking help themselves.

Consider implementing regular check-ins where employees can discuss their working arrangements without specifically focusing on disability. This normalises conversations about workplace preferences and makes it easier for people to request adjustments when needed.

Building a Proactive and Inclusive Environment

Leadership commitment drives cultural change more than any other factor. When senior leaders visibly champion neurodiversity and speak openly about its benefits, this message filters throughout the organisation. Leaders should receive training on neurodiversity, participate in awareness initiatives, and regularly communicate their commitment to inclusion.

Accessible recruitment practices signal your commitment from the very first interaction with potential employees. Use clear, jargon-free job descriptions, offer multiple ways for candidates to demonstrate their abilities, and explicitly welcome applications from neurodivergent individuals. Consider partnering with specialist recruitment agencies or attending neurodiversity job fairs to reach qualified candidates.

Regular training keeps neurodiversity awareness fresh and relevant across your organisation. Cover topics like recognising different working styles, effective communication techniques, and practical adjustment strategies. Make this training interactive and scenario-based rather than purely theoretical.

Physical accessibility improvements benefit everyone while specifically supporting neurodivergent employees. Good lighting, quiet spaces, clear signage, and flexible workspace options create an environment where different sensory and cognitive needs can be accommodated.

Regular consultation with neurodivergent employees ensures your policies and practices remain relevant and effective. Consider establishing an employee resource group or regular feedback sessions where people can suggest improvements and share what's working well.

Support Systems and Resources for Employers and Employees

Numerous support systems exist to help both employers and employees navigate reasonable adjustments and create inclusive workplaces. Understanding and utilising these resources can significantly ease the process of implementing disability support measures.

Access to Work Scheme

The Access to Work scheme provides practical and financial support to help overcome work-related obstacles resulting from disability. This government-funded programme can contribute towards specialist equipment, workplace adaptations, support workers, mental health support, and additional travel costs that arise from disability-related needs.

The Access to Work scheme can contribute towards:

• Specialist equipment and workplace adaptations
• Support workers and mental health support
• Additional travel costs arising from disability-related needs
• Up to 100% of approved costs for new employees

Employees or self-employed individuals can apply for Access to Work support, with grants typically covering between 80-100% of approved costs depending on the employer's size. For new employees, the scheme might cover the full cost of adjustments during the first six weeks of employment, after which the employer contribution gradually increases.

The application process involves an assessment of individual needs and circumstances. Advisors work with both employee and employer to identify appropriate solutions and determine funding levels. This collaborative approach ensures that recommended adjustments are practical and effective within your specific workplace context.

Access to Work operates alongside, rather than replacing, your duty to make reasonable adjustments. The scheme can help fund more expensive equipment or specialist support, but employers remain responsible for basic workplace accessibility and standard reasonable adjustments.

Applications can be made before starting a new job or when circumstances change in an existing role. Early application often works best, allowing time to arrange necessary support before it's needed and demonstrating proactive planning for inclusive employment.

The Disability Confident Scheme

The Disability Confident scheme encourages employers to think differently about disability and take action to improve how they recruit, retain, and develop disabled people. The scheme operates at three levels:

1. Level 1 (Committed) - Basic pledges about disability recruitment
2. Level 2 (Employer) - Demonstrated proactive recruitment efforts
3. Level 3 (Leader) - Championship of disability inclusion and advocacy

Level 1 (Committed) involves making basic pledges about disability recruitment and retention, while Level 2 (Employer) requires demonstrating proactive efforts to recruit and support disabled employees. Level 3 (Leader) recognises organisations that champion disability inclusion and support other employers in their journey.

Benefits of participation include access to government guidance and resources, networking opportunities with other inclusive employers, and recognition as a disability-confident organisation. This can enhance your reputation as an employer of choice and help attract talented disabled candidates who specifically seek supportive workplaces.

The scheme provides practical tools including recruitment guidance, retention strategies, and templates for disability policies. These resources can save significant time and effort in developing your own inclusive practices while ensuring alignment with best practice standards.

The Role of Trade Unions and Employee Resource Groups

Trade unions play a vital advocacy role in supporting disabled workers and promoting inclusive workplace practices. They can provide advice on individual cases, negotiate collective agreements that benefit disabled employees, and campaign for broader policy changes that improve workplace accessibility.

Union representatives often receive specialised training on disability rights and reasonable adjustments, making them valuable sources of practical guidance. They can help employees understand their rights, support them through adjustment processes, and intervene when problems arise.

Employee Resource Groups (ERGs) focusing on disability or neurodiversity create peer support networks within organisations. These groups provide safe spaces for employees to share experiences, offer mutual support, and collectively influence organisational policies and practices.

ERGs can serve as valuable feedback mechanisms for employers, highlighting areas where improvements are needed and suggesting practical solutions based on lived experience. They often organise awareness events, provide training for colleagues, and support recruitment efforts by sharing positive experiences with potential candidates.

The combination of formal union representation and informal peer support creates a comprehensive support network that benefits both individual employees and the organisation as a whole.

Other Valuable Resources

ACAS (Advisory, Conciliation and Arbitration Service) provides free, impartial advice on employment rights and responsibilities, including detailed guidance on reasonable adjustments and disability discrimination. Their resources include practical guides, template policies, and telephone helplines staffed by employment relations experts.

Citizens Advice offers guidance on disability rights at work, helping employees understand their entitlements and supporting them through disputes or concerns. Their local offices provide face-to-face advice, while their website offers comprehensive information on employment law.

Specialist organisations like the Business Disability Forum provide research, training, and consultancy services focused on disability inclusion. They offer benchmarking tools, policy templates, and networking opportunities that can significantly accelerate your inclusion journey.

Industry-specific resources may also be available through professional associations or sector bodies. These often provide tailored guidance that addresses particular challenges or opportunities within specific industries or roles.

Measuring Progress and Demonstrating Commitment

Effective measurement helps you understand whether your neurodiversity initiatives are working and where improvements might be needed. Regular monitoring and evaluation demonstrate genuine commitment to inclusion while providing evidence of your progress over time.

The Importance of Data and Metrics

Essential metrics for tracking progress include:

• Disability employment representation data
• Employee satisfaction survey results
• Adjustment effectiveness and implementation times
• Qualitative feedback and employee experiences

Tracking disability at work data helps you understand representation within your organisation and identify potential areas for improvement. This might include monitoring recruitment success rates, retention levels, and career progression for disabled employees compared to the overall workforce.

Employee satisfaction surveys can reveal how well your adjustments are working and whether disabled employees feel genuinely supported and valued. Include specific questions about accessibility, adjustment processes, and workplace culture to gather targeted feedback.

Adjustment effectiveness metrics help you understand which types of support work best and where resources should be focused. Track factors like time taken to implement adjustments, employee feedback on their effectiveness, and any ongoing refinements needed.

Collect both quantitative data and qualitative feedback to build a complete picture. Numbers tell you what's happening, while personal stories and experiences help you understand why and how to improve further.

Regular reporting to senior leadership ensures that disability inclusion remains a strategic priority and that progress is visible across the organisation. This accountability helps maintain momentum and demonstrates the business case for continued investment in inclusive practices.

Auditing and Reviewing Policies

Comprehensive policy reviews should examine all aspects of the employee lifecycle, from recruitment through to development and retention. Look for potential barriers that might disadvantage disabled employees and identify opportunities for improvement.

Regular audits of physical accessibility ensure that workplace environments continue to meet diverse needs as your organisation grows and changes. This includes checking that any refurbishments or relocations maintain or improve accessibility standards.

Technology audits examine whether digital systems and tools remain accessible and user-friendly for employees with different needs. As technology evolves rapidly, regular reviews ensure that accessibility isn't inadvertently compromised by system updates or new software implementations.

Consultation with disabled employees during policy reviews ensures that changes reflect real-world needs and experiences. This participatory approach often identifies issues that might not be apparent to non-disabled policy makers.

Leadership Accountability and Action Plans

Assigning clear responsibility for disability inclusion at senior level ensures accountability and drives action. This might involve appointing a diversity champion among your executive team or establishing a steering group with senior representation.

Comprehensive action plans should include specific, measurable objectives with clear timelines and assigned responsibilities. These plans work best when they're integrated with broader business strategies rather than treated as separate initiatives.

Regular progress reviews allow you to celebrate successes, address challenges, and adjust strategies based on learning and changing circumstances. These reviews should involve disabled employees to ensure that plans remain relevant and effective.

External recognition through awards or accreditation schemes can motivate continued progress while demonstrating your commitment to potential employees and business partners. However, the focus should remain on genuine improvement rather than external validation alone.

Litigated: Your Partner in Navigating Disability Employment Law

Employment law around disability at work continues to evolve through tribunal decisions and legislative updates. At Litigated, we specialise in analysing these developments and translating complex legal requirements into practical guidance that employers can actually implement.

Our comprehensive case analysis goes beyond simple reporting to examine the practical implications of tribunal decisions for employers across different sectors and sizes. We track emerging trends in reasonable adjustment claims, helping you understand where risks might be developing and how to proactively address them.

Through our detailed monthly updates and members-only resources, we help HR professionals, business owners, and employment law specialists stay ahead of changes that could affect their organisations. Our analysis covers not just the letter of the law, but the practical reality of how employment tribunals are interpreting duties around neurodiversity at work.

At Litigated we bridge the gap between legal theory and workplace reality, helping you create genuinely inclusive environments while maintaining full legal compliance under the Equality Act 2010.

Conclusion

Supporting neurodiversity at work represents both a legal requirement and a significant business opportunity. The Equality Act 2010 places clear duties on employers to make reasonable adjustments for disability at work, but the benefits extend far beyond mere compliance. When organisations create inclusive environments that support ADHD, autism, and dyslexia, they tap into unique talents and perspectives that drive innovation and competitive advantage.

The evidence consistently shows that inclusive workplaces perform better across multiple metrics. They attract and retain talented employees, demonstrate lower turnover rates, and benefit from the creativity and problem-solving abilities that neurodivergent employees bring. Most importantly, the adjustments that support neurodivergent employees often improve the working environment for everyone.

Building truly inclusive cultures requires ongoing commitment, regular evaluation, and willingness to learn and adapt. The conversation around neurodiversity at work will continue evolving as our understanding deepens and society becomes more aware of different ways of thinking and working.

Your journey towards neurodiversity inclusion starts with understanding your legal obligations, but it shouldn't end there. The most successful organisations go beyond minimum requirements to create environments where every employee can contribute their best work. This investment in inclusion pays dividends through increased innovation, improved employee satisfaction, and access to the full spectrum of human talent and potential.

FAQs

What is a reasonable adjustment?
A reasonable adjustment is any change to workplace policies, practices, or physical environments that removes or reduces disadvantages faced by disabled employees. These adjustments must be practical and affordable relative to your organisation's size and resources, and they should effectively address the specific barriers the employee faces. Examples include:

• Flexible working hours
• Assistive technology
• Modified job duties

Does an employee need a formal diagnosis to ask for reasonable adjustments?
No formal diagnosis is required to request reasonable adjustments. The Equality Act 2010 focuses on whether someone's condition substantially affects their ability to carry out normal day-to-day activities over the long term. If an employee's difficulties significantly impact their work performance, adjustments should be considered regardless of whether they have received an official medical diagnosis.

Who pays for reasonable adjustments?
Employers are responsible for funding reasonable adjustments as part of their legal duty under the Equality Act 2010. The Access to Work scheme may provide grants to help with costs, but this doesn't reduce the employer's obligation to ensure workplace accessibility. Most adjustments are low-cost or free, and employers cannot pass these costs on to disabled employees.

Can an employer refuse a request for reasonable adjustments?
Employers can only refuse adjustment requests if they can demonstrate that the proposed changes would not be reasonable given factors like cost, practicality, or effectiveness. However, you must genuinely consider each request and explore alternative solutions. Simply refusing without proper consideration could constitute disability discrimination and lead to employment tribunal claims.

What is the Access to Work scheme?
Access to Work is a government programme that provides grants to help cover disability-related costs in the workplace. It can fund specialist equipment, workplace adaptations, support workers, and additional travel expenses. Both employees and self-employed people can apply, with grants typically covering 80-100% of approved costs depending on circumstances and employer size.

What are the benefits of employing neurodivergent individuals?
Neurodivergent employees often bring exceptional skills including:

• Attention to detail and pattern recognition
• Creative problem-solving abilities
• Systematic thinking approaches
• Strong loyalty and retention rates

Research shows that teams including neurodivergent members can be significantly more productive and make fewer errors than other teams. These employees also tend to have strong loyalty and retention rates when properly supported, reducing recruitment costs and maintaining valuable institutional knowledge.

Nick

With a background in international business and a passion for technology, Nick aims to blend his diverse expertise to advocate for justice in employment and technology law.