This neuroinclusion guide is geared towards helping managers and supervisors in non-office-based settings understand neurodiversity and how to put workable adjustments in place for a happier, more effective team.
In the Understanding neurodiversity section, you’ll find plain English explanations of some of the terms used to talk about neurodiversity and what they mean in reality for managers.
In The business case for neuroinclusion, we spell out why this is so important and the difference it can make.
And in the Practical neuroinclusion strategies section, we’ve listed specific actions you can take to tackle key challenges and the impacts they can have. Most of them are free to implement and equally applicable to people managers who don’t have the support of an HR team behind them.
We’ve also included:
We hope this guide will be relevant to you whether you’re a shop or restaurant manager, a factory shift leader, a Fire Brigade watch manager or a building site supervisor. A lot of the suggestions are equally relevant for those managing staff in office-based roles.
Neurodivergent employees may also find the guide helpful when working out how to articulate their needs at work.
This is a guide, not a rulebook. Not every suggestion will work in every setting, so please use them as a starting point and feel free to adapt the strategies to suit your situation.
Most existing neuroinclusion resources are focused on office-based working environments or specific sectors like healthcare. We were keen to address this gap, especially as a large proportion of neurodivergent people are likely to be working in non-office-based roles.
Our aim is to play a role in making neurodiversity support accessible to people in all lines of work, helping to break down some of the barriers that currently hold neurodivergent people back.
Although we have developed this guide with managers of frontline workers in mind, some of the content will be equally applicable to office-based environments.
We wanted to gather real-life experience from neurodivergent workers to form the basis of this guide. To that end we carried out an online Neurodiversity in the workplace survey, asking neurodivergent people about problems they had experienced at work, support that had helped them and what more could have been done. This was completed by 63 people with experience working in various sectors.
Four key themes emerged – stigma, inflexibility and uncertainty, sensory issues and communication:
We’ve based our Practical strategies section on these themes.
We also held a half-day focus group workshop, facilitated by neurodiversity expert Olga Zilberberg of The Missing Link. This helped us gather valuable qualitative input on the lived experience, attitudes and opinions of neurodivergent employees and what does and doesn’t work for them. We have also incorporated this input in the Practical strategies section and shared the guide with the participants for their feedback before publishing it.
We’re grateful to everyone who contributed and helped to make this guide as rich and relevant as possible.
Plain English explanations of terms used when speaking about neuroinclusion and their significance for managers.
We bust some common myths that can stand in the way of neuroinclusion and explain how neuroinclusion boosts productivity.
Practical suggestions for tackling the key issues our survey identified and the difference they can make.
Resources to download – here you’ll find links to our neuroinclusion poster and neurodiversity passport.
Bringing the theory to life. A story of a day in the life of a café worker, before and after neuroinclusive changes, and a summary of the impact of each change.
Suggestions of first steps to make your workplace more neuroinclusive.
Once you have a good grasp of the principles of neuroinclusion, you can experiment with different approaches, learning and improving as you go. It’s OK to get it wrong on the way to getting it right. Showing you care and want to support neurodivergent team members to thrive at work will make a huge difference in itself.
If you haven’t already, you might want to read our Neurodiversity in the workplace survey report and quotes from respondents. This input was fundamental to the creation of the guide and gives a snapshot of the lived experience of neurodivergent workers.
If you’re unsure about anything, please email neurodiversity@ethicalreading.org.uk. We’ll continue adding to our frequently asked questions.
If you find this guide useful, please share it with other senior staff within your business and with other contacts who you think might benefit. Together, we can make even more of a difference, improving the lives of neurodivergent people and enabling them to contribute to their full.
Our Neurodiversity at Work initiative is ongoing and we will continue to produce resources to help organisations embrace neuroinclusion. To keep up with developments:
Real questions, answered by neurodivergent people
A: The word ‘reasonable’ is deliberately flexible. The factors that determine what’s proportionate include the cost of adjustments, the size of the organisation, how practical the requests are and whether making them would fundamentally change the nature of the role.
On cost, the Equality and Human Rights Commission (EHRC) Code states:
‘Even if an adjustment has a significant cost associated with it, it may still be cost-effective in overall terms – for example, compared with the costs of recruiting and training a new member of staff – and so may still be a reasonable adjustment to have to make.’ (Paragraph 625)
Most adjustments mentioned in this guide, for example, clearer communication, buffer time, or reducing sensory overload, could fairly easily be brought in for all employees and would benefit everyone.
Managers will need to use their discretion when weighing up the potential benefits and costs of adjustments for specific members of staff. A good starting point is asking, does this remove a barrier without creating a new problem?
It’s also worth noting that staff may be able to apply to the government’s Access to Work scheme for funding towards adjustments. They don’t need a formal diagnosis to apply. But be aware that processing times are currently very long. Start the application as early as possible and don’t wait for a decision before putting low-cost adjustments in place.
If you refuse to make reasonable adjustments, there is a risk that the member of staff requesting them could take legal action, and an employment tribunal will then make the judgement.
A: Yes, absolutely, and the net result is likely to be very positive, so it will turn out to be an investment well worth making.
There is now legal precedence that it’s not acceptable to reject this type of reasonable adjustment, unless the cost is genuinely excessive (for example several times more than the employee’s monthly salary).
A: The chances of someone requesting an adjustment they don’t need is slim. The benefits of providing adjustments always outweigh the cost of inaction. Happy workers = more productivity.
We believe any employee should feel free to ask for adjustments they think will help them. If someone without a diagnosis asks for noise-cancelling earplugs, for example, that’s not abuse of the system. That’s just a person asking for something that might help them work better.
If you get the impression that employees are making unreasonable and unnecessary requests, you can review the situation and discuss it with fellow managers or your HR team, if you have one.
A: First, explore whether a compromise might work. For example, someone who needs quiet and someone who needs background noise might both be served by something as simple as noise cancelling earplugs and earphones, or better zoning of the workspace or allocation of tasks.
If the situation genuinely can’t be resolved without disadvantaging one person, that’s when to contact your HR team, if you have one.
A: This is unacceptable but sadly not uncommon. Off colour comments are sometimes the result of managers feeling awkward and not knowing how to handle the situation.
Next time you speak to them, explain that this attitude is not helpful and let them know how their comments made you feel. Try to give examples of how the reasonable adjustments you’re requesting would improve daily operations.
If they outright refuse to consider adjustments, ask for an explanation. When you understand their reasoning, you could try to negotiate. You might also point them towards this guide, so they can learn how simple adjustments that might help you could also benefit others.
The duty to apply for reasonable adjustments is covered under the Equality Act 2010. The Health and Safety at Work etc. Act 1974 can come into play as well, in relation to the legal duty to provide a safe work environment.
If you feel your manager’s attitude is going to stand in the way of you getting the support you’re entitled to, share your concerns. You could speak to another manager, HR (if you have access to it) or a or supportive colleague. Alternatively you could reach out to an organisation like a union, ACAS, Disability Rights UK or Citizens Advice.
If your organisation has a staff disability network, get involved and ask fellow members for support. Consider setting one up if you don’t have one, as you won’t be alone.
Raising a grievance should be the last resort, and is often preventable.
A: That’s a really understandable fear to have. It makes sense that speaking up could feel risky.
Especially if you’re on a zero-hours or casual contract, this fear is not irrational – it reflects a real power imbalance. The Employment Rights Act 2025 is introducing new protections around guaranteed hours and shift cancellations, though most provisions will not come into force until 2027.
It might be helpful to consider what you’re scared of and why. What are you afraid might happen, and how likely is that, really?
Think about how you might raise your concerns:
Consider taking a step-by-step approach to lessen the pressure.
If you do decide to request adjustments, it’s a good idea to either make or confirm the requests in writing. This creates a record in case you need it later.
A: If they haven’t mentioned being neurodivergent, it’s important not to assume or label. However it is a legal duty under Equality Act 2010 to anticipate and accommodate the needs of a person who may have a disability, even if they choose not to disclose it.
Avoid mentioning diagnosis, asking directly if they are neurodivergent, making assumptions, or discussing it with others. Focus on what you can see and how you can support them.
You could start the conversation something like this: “I know things have been really busy lately. How are you finding it at the moment?”
If they start to open up, you could ask what they think might help to make things more manageable. What matters most is that the person feels safe, supported and understood.
If they say they’re fine, reaffirm that you’re there if they ever want to talk things through, and make a point of checking in with them from time to time.
A: Yes. The duty to make reasonable adjustments under the Equality Act 2010 applies regardless of contract type. It applies from the first day of work and don’t require a formal diagnosis.
What is more limited for zero-hours workers is protection if things go wrong. Unfair dismissal protections currently require two years’ service (reducing to six months from January 2027). Access to formal grievance and occupational health processes varies by employer.
If you’re in this position, a union or ACAS is often the most accessible route for advice.
If you’ve got any questions about this guide or how to make your workplace more neuroinclusive, please email neurodiversity@ethicalreading.org.uk.
Thank you to our focus group participants: Anne Brunton, Mark Donnelly (MD Carpentry), Ashley Gale (Berkshire Healthcare NHS Foundation Trust), Andrée Kenny (ADHD and Dyslexic Personal Trainer), Katy Lanxon (University of Reading), and Jess Rees (AutAngel). Huge thanks to facilitator Olga Zilberberg (The Missing Link), and to Apex for providing the workshop venue. Thanks too to everyone who shared or responded to our survey and to volunteers Jamie Gordon (founder of Reading ADHD Group) and Kathryn McCann.
