Neurodiversity at work: practical adjustments that benefit everyone

Neurodiversity at work is not just about helping a small group of people; it is about designing workplaces that work better for everyone. Adjustments that support neurodivergent staff also tend to improve clarity, focus, wellbeing and fairness across the whole organisation.

What is neurodiversity?

Neurodiversity describes the natural variation in how human brains work, covering experiences such as autism, ADHD, dyslexia, dyspraxia, Tourette’s and others. Instead of seeing these solely as “problems to fix”, the neurodiversity perspective recognises both the challenges people can face in traditional workplaces and the strengths they often bring, such as creativity, pattern-spotting and deep focus. In an HR context, the goal is to remove unnecessary barriers so people can perform at their best.

Rethinking adjustments as good design

Many neurodivergent employees are reluctant to disclose or ask for support because they fear stigma or being seen as difficult. A powerful shift for HR is to move from one-off, “special” accommodations to building in adjustments as standard, so everyone can use them if helpful. This normalises differences, reduces admin and aligns with the idea of universal design: create systems that are usable by as many people as possible, without the need for individual exceptions.

Clearer communication for all

Communication is often where barriers show up first. Simple changes can make a big difference:

• Use plain language in policies, job descriptions and emails, and make key actions and deadlines easy to spot.

• Follow up verbal instructions with brief written notes or checklists.

• Share agendas and materials in advance of meetings, then summarise decisions and next steps afterwards.

For neurodivergent colleagues, this reduces ambiguity and cognitive overload. For everyone else, it cuts confusion, supports memory and makes handovers easier.

Flexible work patterns and routines

Flexibility can transform how manageable work feels, especially for people whose energy and focus vary during the day.

• Offer flexible start and finish times where roles allow, helping people work when they are most focused or avoid overwhelming commutes.

• Build in short, regular breaks rather than expecting long, uninterrupted concentration.

• Allow occasional remote or quiet-location days for deep-focus tasks.

These approaches help employees with ADHD or autism regulate attention and energy, and they also reduce burnout, improve work–life balance and increase engagement across the wider workforce.

Sensory-friendly workspaces

Traditional open-plan offices can be noisy, bright and distracting, which is particularly challenging for people with sensory sensitivities.

• Provide quiet zones, phone booths or bookable focus rooms for low-distraction work.

• Offer simple aids such as noise-cancelling headphones, screen filters and adjustable lighting.

• Avoid harsh lighting, constant background noise and strong fragrances where possible, and allow reasonable personalisation of workstations.

These changes ease sensory overload for neurodivergent staff and create calmer, more productive environments for anyone who finds open-plan working draining.

Structure, predictability and workload clarity

Executive function – planning, prioritising and switching tasks – is a common pressure point for many neurodivergent people. Stronger structure benefits everyone:

• Break large projects into smaller tasks with clear owners, deadlines and success criteria.

• Use shared task boards or digital tools so priorities are visible and not constantly shifting without explanation.

• Give as much notice as possible of changes to processes, teams or seating, and explain the reasons behind them.

This makes expectations transparent, reduces anxiety and helps managers spot overload earlier, improving performance and reducing mistakes.

Inclusive recruitment and onboarding

Recruitment processes often unintentionally disadvantage neurodivergent candidates, even when they have the exact skills an employer needs.

• Write adverts that focus on essential skills and outcomes, avoiding unnecessary requirements and vague jargon.

• Offer adjustments during selection, such as sharing questions in advance, allowing extra time, or using work-sample tasks instead of purely traditional interviews.

• Onboard in stages, with clear timetables, written guides, visual aids and a named buddy or mentor.

Such practices open roles to a wider talent pool, reduce bias and help all new starters feel more confident and supported from day one.

Training, culture and legal context

Practical adjustments only work if culture and leadership support them. Training managers on neurodiversity, psychological safety and reasonable adjustments builds understanding and confidence. Regular one-to-ones that explicitly invite discussion of “what helps you do your best work?” create space for people to request changes without needing a formal label. In the UK, many neurodivergent conditions can fall under the Equality Act 2010 definition of disability, meaning employers may have a legal duty to consider reasonable adjustments and avoid discrimination, but going beyond minimum compliance brings reputational and performance benefits.

Why this benefits everyone

When organisations design for neurodiversity, they often see gains that go far beyond the original aim: better retention, reduced sickness absence, stronger innovation and more engaged teams. Clearer communication, flexible working, thoughtful environments and supportive management are not niche perks; they are hallmarks of a modern, people-centred workplace. By treating neuroinclusive practices as standard good practice rather than special treatment, HR can help create cultures where every kind of mind has the conditions to thrive.