Reasonable Adjustments for Neurodivergent Employees: A Guide for Managers

‘reasonable adjustments’ gets used a lot. But in many workplaces, it remains poorly understood, and that gap has real consequences for neurodivergent employees who need support, and for the employers who are legally required to provide it.

Under the Equality Act 2010, if a neurodivergent condition substantially and long-term affects a person’s ability to carry out day-to-day activities, it qualifies as a disability. That triggers a legal duty on the employer to make reasonable adjustments, changes to working arrangements, physical features of the workplace, or the provision of auxiliary aids, to remove or reduce the disadvantage the person faces.

This is not optional. It is not a favour. It is a legal obligation. And the duty applies from the point an employer knows, or could reasonably be expected to know, that the employee has a disability.

There is no definitive list, but conditions that commonly qualify include:

• ADHD (Attention Deficit Hyperactivity Disorder)

• Autism Spectrum Condition

• Dyslexia

• Dyspraxia / Developmental Coordination Disorder

• Dyscalculia

• Tourette’s Syndrome

Not everyone with these conditions will meet the legal threshold. Some will. Some will not. The important thing is that employers assess each situation individually rather than making assumptions.

Employers often worry about the word ‘reasonable’. Does it mean they have to do anything the employee asks? No. Reasonableness is assessed against a number of factors, including:

• The cost of the adjustment

• The size and resources of the employer

• The practicality of making the change

• The disruption it would cause

• The potential benefit to the employee

For most neurodivergent adjustments, the cost is low and the benefit is significant. Many adjustments cost nothing at all.

This is where many employers get stuck. They understand the concept but are not sure what adjustments actually look like day-to-day. Here are some practical examples by condition:

ADHD

• Breaking large tasks down into smaller, time-bound chunks

• Providing written summaries of verbal instructions or meetings

• Allowing flexible start and finish times where the role permits

• Reducing open-plan distractions with a quieter workspace or noise-cancelling headphones

• Using tools like timers, reminders, or task management software

Autism

• Giving advance notice of changes to routine or structure

• Providing written agendas for meetings

• Offering a quiet or low-sensory workspace

• Being direct and explicit in communication — avoiding implied expectations

• Allowing extra processing time in conversations or interviews

Dyslexia

• Providing documents in accessible formats (larger fonts, coloured paper, audio)

• Using screen readers or text-to-speech software

• Allowing extra time for written tasks or reports

• Accepting verbal communication as an alternative to written where possible

Dyspraxia

• Allowing more time for tasks involving coordination or physical organisation

• Providing clear, structured processes for complex tasks

• Reducing reliance on handwriting where alternatives exist

• Offering ergonomic equipment or adapted workstations

For more substantial adjustments — specialist coaching, assistive technology, workplace needs assessments, or job support workers — the government’s Access to Work scheme can fund support that goes beyond what an employer alone could reasonably provide. Employers should make employees aware of this scheme and support them in applying.

At Neuro Sparks, we work with both employers and individuals on Access to Work — from supporting applications to carrying out workplace needs assessments. Get in touch to find out more.

• Waiting for a formal diagnosis before acting, the duty to adjust is triggered by knowledge of a disability, not a diagnosis

• Making assumptions about what someone needs rather than having a conversation

• Treating adjustments as a one-off fix rather than an ongoing, evolving process

• Failing to document what adjustments have been agreed and why

• Implementing adjustments inconsistently or allowing managers to override them

The most important thing any employer can do is create the conditions where employees feel safe to disclose and request support. That means training managers, normalising the conversation, and building a culture where difference is not just tolerated but genuinely valued.

Reasonable adjustments are not about giving people an easy ride. They are about removing barriers so that people can contribute at their best. That is good for individuals, good for teams, and good for business.