Is your workplace neuroinclusive? Practical lessons from new government report

Earlier this month, the Expert Academic Panel on Neurodiversity published its Final Report and Recommendations for government and employers. The report identifies that ‘standard’ workplace practices may require neurodivergent employees to mask or modify their behaviour, which may give rise to difficulties in their interactions with employers and colleagues.

In light of these findings, employers should remain mindful of their duty under the Equality Act 2010 to make reasonable adjustments for disabled employees. The report’s key findings provide further guidance on how this duty may be approached in practice.

Key findings

• Neurodivergent traits manifest in different ways, so support and adjustments should be tailored to the individual rather than assuming everyone with the same diagnosis has the same needs. A ‘needs-led’ approach helps employees feel seen and supported.
• Employers should make adjustments without unreasonable delay. Many adjustments are low cost or free, but their impact can be significant.
• Some neurodivergent employees have areas of significant strength but may need support in others. Where possible, employers should align work to an individual’s strengths to minimise the impact of areas of challenge. This can bring real benefits for productivity and retention.

Recommendations

The report recommends that:

• Adjustments should not depend on a formal diagnosis and should be made in a timely manner;
• A practical approach should be taken based on what works for the employee, rather than generalised assumptions about their condition;
• Employers and employees should collaborate closely to ensure adjustments are workable, with regular feedback to keep them meaningful and effective; and
• HR staff and line managers should receive sufficient training to build awareness and confidence in supporting neurodivergent employees.

What should employers do now?

• Foster a collaborative ‘we’ culture rather than ‘them and us’ – some of the most effective adjustments are devised together with employees.
• Treat reasonable adjustments as dynamic, revisiting them if an employee’s role, team or environment changes.
• Act now – do not wait for a formal diagnosis.
• Communicate clearly with employees and monitor the time taken to put adjustments in place.
• Consider common adjustments such as workplace coaching, assistive technology, adjusted lighting and wayfinding signage, written instructions after meetings, quiet spaces and flexible break times.
• Be mindful that neurodivergence can affect employees in several ways, including communication; self-organisation and memory; movement, balance and coordination; mood and emotional regulation; and fatigue and excess energy.

If you would like advice on supporting neurodivergent employees, making reasonable adjustments or training managers, please contact a member of our Employment team.