Earlier in the year Acas published new guidance on neurodiversity at work.
In our experience, employers can find managing and supporting neurodivergent employees one of the most challenging issues in employment law, as awareness of neurodiversity is relatively recent. When employees have a physical disability, employers are far more familiar with the reasonable adjustments that may be required. While there may be challenges in implementing those adjustments (for example the expense of doing so or complications arising from the physical lay-out of a building) it is easier for them to understand how an adjustment might help and how it can be implemented. However, the types of adjustments required to help a neurodivergent employee thrive in the workplace often require managers to think or communicate differently. Adjustments that require you to change the way you behave can be much more difficult to implement successfully – but are no less important.
Managers can also be afraid of saying the wrong thing or fearful of asking the questions that might help them better understand an employee's needs.
The Acas guidance is a really helpful resource both in terms of how to talk about neurodivergence and how to become a more neuroinclusive organisation (that is, a place where neurodivergent people feel included and able to be themselves). We recommend that any manager or HR professional managing a case involving neurodivergence should read the...
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