Awareness of neurodiversity at work has grown significantly in recent years. More adults are seeking assessment for conditions such as ADHD and autism, and many employers now recognise that people think, process information and experience the world in different ways.

But awareness on its own changes very little. Many SMEs genuinely want to support neurodivergent employees. They are simply unsure what to do in practice, or worried about getting it wrong.

There is a growing legal dimension too. Analysis of HM Courts & Tribunals Service data by Irwin Mitchell found that employment tribunal claims linked to neurodiversity almost doubled in five years, from 265 in 2020 to 517 in 2025. That should be a prompt to act, not a reason to panic.

As I explored in last month’s article on the manager’s role in workplace health, managers are central here too. Inclusion is not built through awareness days. It is built through everyday working practices.

Why neurodiversity at work matters for SMEs

Neurodivergent people often bring real strengths: creativity, problem-solving, attention to detail, deep focus and fresh perspectives. Yet many are under-employed, or leave roles that could have worked well with the right support.

One reason is masking. Many neurodivergent employees spend considerable energy hiding their difficulties in order to fit in. Over time, this can lead to exhaustion, stress and absence, echoing the hidden pressures I discussed in The Silent Pressure of Modern Work.

There is a legal context too. Neurodivergent conditions can meet the definition of disability under the Equality Act 2010, which means employers have a duty to consider reasonable adjustments. A formal diagnosis is not always needed before offering support. Many people are still waiting for an assessment, and good practice is to respond to the need in front of you.

For a small business, keeping good people matters. Getting this right is good management, not an optional extra.

Common challenges for neurodiversity at work

Workplaces are often designed, unintentionally, around one way of thinking and working. For neurodivergent employees, common pressure points include:

• The sensory environment – noise, bright lighting and busy open-plan spaces
• Communication – vague instructions, implied expectations and unstructured meetings
• Organisation and time – juggling priorities, frequent interruptions and tight deadlines
• Change – last-minute changes and shifting priorities
• Recruitment – interviews that test social confidence rather than ability to do the job

Needs vary widely, even between people with the same diagnosis. One size does not fit all.

Practical adjustments

The good news is that most adjustments are simple, low-cost and often benefit the whole team. Clearer communication, quieter spaces and more predictable routines rarely help just one person.

The cheat sheet below is a starting point for managers. It summarises how four commonly discussed conditions may present, what to consider and what tends to work in practice.

A manager’s cheat sheet

This is a starting point, not a diagnostic tool. Everyone’s experience is different, even with the same diagnosis, and many people have more than one condition. Always ask the individual what helps.

ADHD

How it may present – Difficulty staying focused on routine tasks, being easily distracted, restlessness, impulsivity and losing track of time. Often paired with high energy, creativity and the ability to hyper-focus on work that engages them.

Factors to consider – Interruptions and noise, long meetings, vague deadlines, admin-heavy tasks and the emotional impact of criticism.

Workable solutions – Break work into smaller tasks with clear deadlines. Provide written task lists, protected focus time and a quieter space or headphones. Offer short, regular check-ins, flexible hours, movement breaks and reminder or planning apps.

Autism

How it may present – A preference for clear, direct communication and predictable routines. Unwritten social rules, small talk and ambiguity can be difficult, and sensitivity to noise, light or smells is common. Often brings strong attention to detail, reliability and deep specialist knowledge.

Factors to consider – Sudden changes, implied instructions, busy or noisy environments, expected social events and traditional interviews.

Workable solutions – Give clear, specific instructions in writing and advance notice of change. Share agendas beforehand and offer a consistent point of contact. A quieter workspace, adjustable lighting, optional social events and structured one-to-ones can all help.

Dyslexia

How it may present – Difficulty reading quickly, spelling, processing written information or remembering verbal instructions and sequences. Written tasks may take longer. Often brings strong verbal skills, creativity, problem-solving and big-picture thinking.

Factors to consider – Dense documents, handwritten notes, time pressure on written work, reading aloud and written tests during recruitment.

Workable solutions – Assistive technology such as text-to-speech, speech-to-text and spell checkers. Offer information in alternative formats (verbal, visual or diagrams), clear fonts and pastel backgrounds. Allow extra time for reading and writing, and follow verbal briefings up in writing.

Dyspraxia

How it may present – Affects coordination and movement, and often organisation, planning and spatial awareness too. Handwriting, fine motor tasks, learning new practical skills and busy environments can be harder, and fatigue may set in sooner. Often brings determination, strategic thinking and empathy.

Factors to consider – Manual tasks, workstation layout, multi-step processes, time pressure and cluttered or busy spaces.

Workable solutions – Carry out a workstation assessment and provide ergonomic equipment. Use a keyboard instead of handwriting and checklists for multi-step tasks. Demonstrate practical tasks and allow extra time to learn them, with clear routines and a tidy, organised workspace.

Remember: many of these adjustments cost little or nothing. Access to Work may help fund equipment or support, and occupational health can advise when you are unsure what is reasonable.

Starting the conversation

As with any health-related conversation, ask, do not assume. Focus on what helps the person work well, rather than on labels or diagnosis. Some employees will choose to share a diagnosis and others will not. Both are fine.

A simple neurodiversity at work adjustment passport can help. This is a short record of agreed adjustments, owned by the employee, so support continues if they change manager or role.

Example questions to use

• “What helps you do your best work?”
• “Is there anything about the environment, or how we communicate, that makes things harder?”
• “How do you prefer to receive instructions or feedback?”
• “Is there anything you’d find useful to have in writing?”
• “Shall we review how this is working in a month?”

What this can look like in practice

Priya is an administrator in a busy estate agency. She has ADHD and tells her manager, Tom, that she is struggling with constant interruptions in the open-plan office. Small errors are creeping in, and she is staying late to catch up.

Tom asks what would help. Together, they agree two protected focus blocks each morning, with Priya’s phone diverted and a simple “do not disturb” signal agreed with the team. Tom sends a short written task list at the start of each day, and the business provides noise-cancelling headphones.

Within a few weeks, Priya’s errors have dropped and she is leaving on time. The cost to the business was minimal. The difference to Priya was significant.

Where occupational health fits

Occupational health can help when it is not clear what is reasonable, when someone is struggling or absent, or when a manager needs more confidence to support someone well. An occupational health assessment focuses on the person’s functional needs at work, not just their diagnosis, and provides practical, evidence-based recommendations for adjustments.

From awareness to everyday practice

Neurodiversity inclusion is not about awareness days or labels. It is about how work is designed, how people are managed and whether employees feel able to ask for what they need. For SMEs, small practical changes can make a significant difference, both to the individual and to the business.

Your next step is to start that conversation. If you would like support with neurodiversity at work adjustments, manager guidance or an occupational health assessment for a neurodivergent employee, contact me to discuss how tailored occupational health support can help your business.