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In the UK, 1 in 7 people are estimated to be neurodivergent. Apply that to your headcount and this is likely a large proportion of your workforce. These are people who may be struggling silently in an environment that was never designed with them in mind.
Over half of neurodivergent employees have taken time off due to their neurodivergence (City and Guilds Neurodiversity Index).
50% report feeling burnt out (WTW).
1 in 3 are not satisfied with the support their employer currently offers (City and Guilds Neurodiversity Index).
These are more than just isolated incidents; they represent a widespread workforce challenge that HR teams have the power to change. In this article, we’ll outline how HR and People teams can best support neurodivergent employees to make the workplace more inclusive and accessible for them.
1. Start with a neurodiversity policy
A dedicated neurodiversity policy is one of the most important starting points but can often be the most overlooked. A gold standard neurodiversity policy should be a standalone, accessible document that sets out clear definitions, practical guidance, and signposting to further support.
A strong neurodiversity policy does three things. It gives employees the confidence to come forward. It gives managers a clear framework for providing support. And it signals, unambiguously, that your organisation is a safe place to have these conversations.
Your policy should also address your legal obligations. Under the Equality Act 2010, employers have a legal duty to provide reasonable adjustments. Remember that employees do not need a formal diagnosis to request support. Your policy should make this clear to every individual in your business.
Download Fertifa's gold-standard Neurodiversity Policy Template as your starting point.
2. Audit how your organisation communicates
Miscommunication is one of the most damaging, and most preventable, challenges for neurodivergent employees. Research by the National Autistic Society found that 45% of neurodivergent employees have left or lost a job due to challenges around being misunderstood.
The fix starts with asking, not assuming. Use your employee engagement survey, neurodiversity Employee Resource Groups, or a dedicated focus group to find out what your people actually need.
The answers will vary: some employees need written instructions to process tasks effectively; others need meeting agendas sent in advance to prepare and engage confidently in the session itself.
Practically, consider introducing:
AI transcription tools for meeting summaries
Grammar and spell-check software for written communication
Clear, jargon-free written briefs alongside verbal instructions
These small changes to workplace norms will help improve clarity and reduce misunderstanding for your entire workforce, not just those with neurodivergent traits.
3. Make reasonable adjustments the norm, not the exception
Many of the most impactful adjustments cost very little and are easy to implement. Often the primary barrier is purely awareness of the support that is available. HR teams should proactively communicate what's available, rather than waiting for employees to ask. Here are some examples of adjustments to consider across three areas:
Environment: Noise-cancelling headphones, anti-glare screens, quiet zones in open-plan offices, or designated low-stimulus spaces for focused work.
Flexibility: Fixed desks instead of hot-desking, flexible start and finish times to avoid the sensory overwhelm of rush hour, or the option to dial into meetings rather than attend in person.
Technology: Grammar and caption software, advanced organisational tools, or screen readers for those who process information more effectively through audio.
4. Train your managers on neuroinclusive practices
Policies only work if the people implementing and executing them understand why they matter. Invest in neurodiversity training for all managers and team leads, keeping the focus on learning to distinguish between a performance issue and an unmet support need.
When managers understand that neurodivergence is a natural variation in how brains work, it transforms how they respond to challenges. It reduces stigma, opens up honest conversations, and means neurodivergent employees are far less likely to reach crisis point before requesting help.
Training doesn't need to be lengthy or expensive. Even a half-day session can meaningfully shift how a team operates.
5. Treat neuroinclusion as an ongoing commitment, not a one-off project
Creating a neuroinclusive workplace is iterative. You will get things wrong, but you will learn and improve. The organisations that succeed are those that build in regular feedback loops - checking in with neurodivergent employees, reviewing what's working, and adjusting accordingly.
Embed this into your existing processes: your annual engagement survey, your manager check-ins, your benefits review cycle. Neuroinclusion shouldn't sit outside your people strategy - it should run through it.
The business case is clear
Adjustments made for neurodivergent employees almost universally improve the experience for everyone. Clearer communication, more flexible working, better tools will all benefit your whole workforce, not just a subset of it.
In a competitive talent market, being a genuinely inclusive employer is a strategic advantage. Organisations that invest in neuroinclusion build stronger, more adaptable, higher-performing teams.
