The UK's neurodivergent workforce represents an untapped goldmine of talent, creativity, and problem-solving capability. Yet too many employers are missing out on this potential due to outdated workplace practices and a lack of understanding about neurodivergent conditions like ADHD and autism. More importantly, they may be falling foul of their legal obligations under the Equality Act 2010.

The Legal Landscape: Your Duty of Care

Under the Equality Act 2010, ADHD and autism are recognised as disabilities when they have a substantial and long-term adverse effect on someone's ability to carry out normal day-to-day activities. This means UK employers have a legal duty to make reasonable adjustments to avoid putting neurodivergent employees at a substantial disadvantage.

The duty applies whether someone discloses their condition during recruitment or after starting work. Crucially, employers cannot ask about health conditions during interviews, but once someone is employed and discloses a neurodivergent condition, the legal obligation kicks in immediately.

Recent legal developments underscore the severity of getting this wrong. ADHD-related tribunal claims have surged by 750% since 2020, rising from six cases in the first half of 2020 to 51 in the first half of 2025, while disability discrimination cases referred to ACAS have risen by 41% year-on-year, from 8,946 in 2023-2024 to 11,958 in 2024-2025. Most strikingly, the Employment Tribunal recently awarded £4.5 million compensation in Wright-Turner v London Borough of Hammersmith and Fulham—believed to be the largest award in a public sector disability discrimination case—where an employee with ADHD and PTSD was dismissed after her probationary period was improperly extended due to disability-related absence.

Key legal requirements include:

• Making reasonable adjustments to workplace practices and physical features

• Providing auxiliary aids where needed

• Not treating someone unfavourably because of something arising from their disability

• Protecting against harassment and discrimination

The Wright-Turner case serves as a stark reminder that the costs of discrimination extend far beyond financial compensation. The tribunal found that the council had deliberately misled both the employee and the tribunal by backdating letters, demonstrating how discrimination cases can severely damage an organisation's reputation and credibility. When employers fail to provide proper support and reasonable adjustments, the consequences can be career-ending for the employee and financially devastating for the employer.

The Business Case: Beyond Compliance

Legal compliance aside, there's a compelling business case for embracing neurodivergent talent. Research consistently shows that neurodivergent employees often bring exceptional skills including:

Common ADHD strengths:

• Creative problem-solving and innovative thinking

• Hyperfocus abilities leading to deep expertise

• High energy and enthusiasm for engaging projects

• Ability to think outside conventional frameworks

• Strong crisis management and adaptability skills

Common autistic strengths:

• Exceptional attention to detail and accuracy

• Strong analytical and systematic thinking

• Reliable adherence to processes and procedures

• Deep specialist knowledge in areas of interest

• Honest, direct communication style

Companies like Microsoft, SAP, and JPMorgan Chase have developed specific neurodiversity hiring programmes, reporting significant improvements in productivity, innovation, and employee satisfaction across their entire workforce.

Practical Adjustments That Make a Real Difference

The beauty of reasonable adjustments for neurodivergent employees is that they're often simple, low-cost changes that can benefit all staff. Here are evidence-based adjustments that UK employers should consider:

Environmental Modifications

For sensory sensitivities (common in autism and ADHD):

• Provide quiet workspaces away from high-traffic areas

• Offer noise-cancelling headphones or access to quiet rooms

• Adjust lighting (dimmer switches, natural light options)

• Allow flexible seating arrangements

• Create sensory-friendly meeting spaces

For focus and attention:

• Minimise visual distractions in workspaces

• Provide privacy screens or partitions

• Allow personalisation of workspace within reason

• Consider hot-desking alternatives for those who need consistency

  
  

Communication and Management Adjustments

Clear, structured communication:

• Provide written instructions alongside verbal briefings

• Use bullet points and numbered lists for complex tasks

• Set clear deadlines with advance notice of changes

• Offer regular, scheduled check-ins rather than ad-hoc meetings

• Explain the 'why' behind tasks and decisions

Management style adaptations:

• Focus on outcomes rather than rigid working methods

• Provide specific, constructive feedback

• Break large projects into smaller, manageable chunks

• Allow processing time for complex information

• Recognise different communication preferences

  
  

Flexible Working Arrangements

Time and schedule flexibility:

• Flexible start and finish times to accommodate peak performance periods

• Regular breaks throughout the day

• Working from home options to reduce commuting stress

• Compressed working weeks where operationally viable

• Adjustment to meeting schedules (avoiding back-to-back meetings)

Task and role modifications:

• Prioritising tasks that play to individual strengths

• Reducing multitasking requirements where possible

• Providing advance notice of schedule changes

• Allowing for hyperfocus periods without interruption

• Adjusting performance metrics to reflect neurodivergent working styles

  
  

Technology and Tools

Assistive technology:

• Task management apps and digital calendars

• Text-to-speech or speech-to-text software

• Time management and reminder tools

• Noise apps or background sound options

• Visual scheduling and planning tools

  
  

Creating an Inclusive Recruitment Process

Adjustments shouldn't wait until after hiring. UK employers should review their recruitment processes to ensure they're accessible to neurodivergent candidates:

• Provide detailed job descriptions with clear role expectations

• Offer alternative interview formats (written responses, work samples, informal conversations)

• Allow candidates to bring support persons or notes

• Provide questions in advance where possible

• Focus on skills demonstration rather than traditional interview techniques

• Ensure recruitment panels understand neurodivergent presentations

  
  

Building Understanding Across Your Organisation

Creating a truly inclusive workplace requires cultural change, not just policy updates. Consider implementing:

Awareness training that covers:

• Understanding neurodivergent conditions beyond stereotypes

• Recognising different communication styles and needs

• Creating psychologically safe spaces for disclosure

• Building empathy without creating 'otherness'

Neurodiversity champions or employee resource groups that:

• Provide peer support for neurodivergent employees

• Advise management on policy and practice improvements

• Help create a culture where difference is valued

• Share success stories and best practices

  
  

The Disclosure Dilemma

Many neurodivergent individuals face difficult decisions about whether to disclose their conditions at work, often fearing stigma or career limitations. Employers can encourage disclosure by:

• Creating clear, confidential disclosure processes

• Training managers to respond appropriately to disclosures

• Highlighting success stories (with permission) in company communications

• Ensuring adjustment conversations focus on solutions, not limitations

• Protecting employee confidentiality while facilitating necessary support

  
  

Cost Considerations: The Reality

One of the biggest myths about reasonable adjustments is that they're expensive. Access to Work research shows that the majority of adjustments cost less than £500, with many costing nothing at all. The government's Access to Work scheme can also provide funding support for more substantial adjustments.

Consider that the cost of replacing an employee typically ranges from £3,000 to £30,000, making retention through reasonable adjustments an extremely cost-effective investment.

Getting Started: A Practical Action Plan

Immediate actions:

1. Review current policies to ensure they don't inadvertently discriminate

2. Train HR and management teams on legal obligations and best practices

3. Audit physical workspaces for potential sensory issues

4. Establish clear, confidential disclosure and adjustment request processes

Medium-term goals:

1. Develop neurodiversity awareness training for all staff

2. Create flexible working policies that benefit everyone

3. Review recruitment processes for accessibility

4. Establish neurodiversity employee networks or champions

Long-term vision:

1. Build neurodiversity considerations into all workplace policies

2. Develop partnerships with neurodiversity employment organisations

3. Create mentorship programmes pairing neurodivergent employees with allies

4. Measure and celebrate neurodiversity outcomes in company reporting

   
   

The Way Forward

The conversation around neurodiversity in UK workplaces is shifting from charity to capability, from accommodation to advantage. Forward-thinking employers are recognising that creating truly inclusive workplaces isn't just about legal compliance—it's about accessing the full spectrum of human talent and innovation.

Every organisation has neurodivergent employees, whether they know it or not. The question isn't whether you employ neurodivergent people, but whether you're creating an environment where they can thrive, contribute, and succeed.

By embracing reasonable adjustments for ADHD and autism, UK employers can build stronger, more innovative teams while fulfilling their legal and moral obligations. The neurodivergent community represents a significant talent pool that's ready to contribute—the question is whether your organisation is ready to welcome them.

The time for action is now. Start small, think big, and remember that the adjustments that help neurodivergent employees often benefit everyone in your organisation. In creating workplaces that work for neurodivergent minds, we create better workplaces for all minds.