Action Needed by HR & Line Managers

Employers increasingly recognise that neurodivergent people can bring a range of desirable skills, including critical and creative thinking, technical literacy and problem solving, to the workplace. Therefore, they are keen to recruit individuals with these talents. However, a lack of understanding of how to best meet the needs of neurodivergent employees is causing issues. So, what actions are needed by HR and Line Managers to ensure inclusivity?

Embracing Neurodivergent Talent

There have always been neurodivergent people in the workplace. Close attention to detail, hyperfocus and fact-based decisions have drawn them to careers in fields including data analysis, IT, manufacturing assembly lines, lab work and design. However, they are under-represented in the workforce, often because standard processes are not inclusive.

In recent years, there’s been a far greater understanding of neurodivergence. It has been widely recognised and documented that people with alternative thought processes can hold the key to problem-solving, developing technological potential and innovation. As such, more employers are actively seeking diverse talent.

However, a webinar hosted by NeuroBridge* at the end of 2025 revealed that actions to adapt processes, policies and work environments to accommodate neurodivergent employees are falling short. This is causing a range of issues, including missed opportunities for recognising and developing skills, as well as high burnout and attrition rates among neurodivergent employees.

HR managers and team leaders need sufficient knowledge and skills to get the best from neurodivergent employees. That requires training, along with the authority to make reasonable adjustments.

The Importance of Making Reasonable Adjustments

The gap between the desire to employ neurodivergent individuals and meeting their needs by making reasonable adjustments is resulting in time-consuming court cases and fines.

There has been a 164% increase in tribunals relating to neurodiversity in the last 4 years. These predominantly focus on failure to make reasonable adjustments in line with the Equality Act. This can relate to pre-employment issues, such as application and recruitment processes, as well as when an individual has secured a position.

Recent, high-profile cases which were judged to be a failure in reasonable adjustments include:

• Horram v Capgemini UK Plc
• Sylvester v Stuart Phillpson & Others
• Halstead v Wetherspoons 

These show that neurodiversity awareness is not enough. It has to be accompanied by actions that enable employees to fully contribute. It’s important to note that in some cases, the employee has no formal diagnosis. Therefore, HR and managers need to take a proactive approach to identifying needs and making reasonable adjustments.

Lack of Training at The Heart of the Problem

In many tribunal cases, the judgement states that the lack of action and reasonable adjustments is not intentional or malicious. It is more likely that standard procedures have not been reviewed and updated, or line managers are ill-equipped to support neurodivergent employees. A lack of neurodiversity training is at the heart of the problem, but it doesn’t mean that employers are let off the hook.

Around 20% of the population is neurodivergent, yet many go undetected by colleagues and managers. This can be because people are masking to fit in, not disclosing to avoid discrimination or have no formal diagnosis. You could argue that if you are unaware, you can’t make reasonable adjustments. However, with an emphasis on inclusive workplaces, there is an expectation to be proactive and make beneficial changes without relying on knowing all the facts.

The NeuroBridge webinar revealed that only around a third of UK businesses have a neurodiversity policy or cover neurodivergence in their wider Diversity, Equality & Inclusion (DEI) policy. Without a policy, it is unlikely that positive attitudes and actions are embedded in the company culture. This could put your company at risk of a court case for not meeting the Equality Act.

Adaptions Benefit Businesses & Employees

Putting measures in place to accommodate the needs of neurodivergent individuals benefits both business and employees.

Any steps to make processes and the workplace culture more inclusive, psychologically safe and accommodating have a ripple effect. It’s not just the neurodivergent who welcome opportunities for alternative application processes, quiet workspaces, flexible working hours and other adaptations. As such, changes can help to attract and retain all employees.

Inviting You to Neurodiversity Awareness & Networking

If you are keen to make your work culture more inclusive for existing or new members of the team, the starting point is to build your awareness of neurodiversity.