Individuals should discuss this with their line managers to review available support and to assign funding. Employers can consider contacting an occupational therapist who specialises in Dyspraxia (also known as Developmental Coordination Disorder) to help staff with this condition. Dyspraxia often affects movement and physical coordination but can also impact organisational skills and work processes. Assessors with specialist knowledge of dyspraxia can provide recommendations for the most appropriate technology and in-person support to address these challenges.
I caught up with our UK-based Assessment Design team, comprised of organizational psychologists, to understand more about how they’re helping clients create more equitable assessment experiences. Physicians are likely to be interacting with neurominority individuals who are in work, unemployed, incarcerated or requiring health care. We need to improve recognition of cognitive symptoms (as opposed to mood) in frontline medical and nursing services to ensure accurate signposting. There is a potential for a vicious cycle in which treatment for mood and stress will only mask an underlying cognitive deficit or difference leading to ‘revolving door’ patterns of health care access. Where possible, physicians should feel comfortable to ask about the possibility of a neurominority as an explanation for ongoing distress and underachievement and refer to a specialist psychiatrist or psychologist for confirmation.
The use of artificial intelligence is a new challenge in recruitment, reward and performance management systems, classifications and promotions generally, but also specifically in managing neurodiversity to ensure compliance. Practically speaking, a good employer should be doing all they can to always provide support, whether or not an individual is neurodiverse or has any other disability. People who are neurodiverse will benefit from better employment prospects and more inclusive workplaces thanks to the work and advice of a new expert panel launched today [Wednesday 29 January]. Some may be masking their traits or have chosen not to disclose their neurodivergence at work, which can lead to stress and emotional fatigue. Others may have been open about their neurodivergence but still feel anxious when faced with things like unpredictability, unclear expectations or social pressure. Some neurodivergent people may prefer direct, literal language or find social cues more challenging to pick up on.
Make sure managers understand what to do when they're handing over a worker to a new manager. A lot of these steps involve sharing information and talking about neurodiversity. Managers should not share anything they've agreed with a worker to keep confidential.
Some respondents say their supervisors blamed their neurodiversity for experiencing challenges at work, denied its legitimacy or even publicly criticized their way of thinking. Some respondents report being denied promotions or being seen as inadequate by coworkers. There’s a disconnect between what neurodiverse employees have to offer and how others perceive them in educational and workplace settings.
Simple adjustments in lighting, noise levels, or workspace layout can dramatically improve performance and job satisfaction for neurodivergent staff. This assessment examines both the physical environment and digital tools to ensure they accommodate various neurodivergent conditions. This awareness and understanding enables effective team leadership and promotes inclusive practices. A thorough understanding of neurodiversity delivers measurable business benefits. The key to meaningful support lies in understanding that neurodivergent people have diverse needs and preferences. Without a diagnosis it is difficult for employers to know what adjustments workers need to help them perform work safely.
Whether you’re an HR professional looking to implement better policies or a neurodivergent employee advocating for your needs, every step you take contributes to a more inclusive workplace. Take a moment today to think about how you can support neurodiversity—whether it’s by learning, sharing, or implementing a small change. Our workshop-style training provides an engaging learning environment, offering interactive experiences and immediate feedback. Participants benefit from real-world scenarios, and practical exercises that enhance understanding and retention. This immersive approach builds team cohesion through shared learning experiences and direct support from expert trainers.
If an employer falls foul of these duties, it could give rise to a risk of an Employment Tribunal claim, as well as risking losing a valuable employee or worker. If a worker has experienced unwanted behaviour, they should raise it with their employer as soon as possible. Unwanted behaviour related to neurodivergence is likely to be disability discrimination. Their dyslexia can cause them to lose their train of thought when focusing on complex questions. Sam is disciplined for quoting offensive terms during an equality training session.
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These sessions can break down stereotypes, reduce stigma, and build a foundation of empathy and understanding. Understanding and meeting the needs of neurodivergent employees often requires a formal assessment, such as a Workplace Needs Assessment or an Occupational Health Assessment. These assessments are tools that identify specific accommodations or supports that can help neurodivergent employees thrive. Workplace needs assessments provide a Neurodiversity Assessment structured way to understand how an employee experiences their role, where pressure points sit, and what practical adjustments will make work more sustainable. Rather than relying on assumptions or ad-hoc solutions, they offer clear, tailored insight into how neurodivergence interacts with day-to-day work demands. Neurodivergent employees who feel misunderstood or unsupported are more likely to disengage or leave, especially when they must constantly adapt to processes that work against their cognitive strengths.
There are useful resources on how organisations can be more inclusive of their neurodiverse workers. IOSH members share their personal experiences as neurodiverse individuals at work. We work with organisations, coaches, and managers to identify the strengths of employees and those seeking employment.