The research accompanies new guidance to help employers raise awareness about neurodiversity. We asked commentators how HR leaders can better encourage staff to openly discuss neurodiverse conditions.
Dan Harris, CEO of the charity Neurodiversity in Business, told HR magazine: “The most important thing HR leaders can do is foster an environment of education and open communication.
“HR leaders should provide training and resources that normalise conversations around neurodiversity, helping managers understand that it’s about recognising and valuing the different ways people think and work.
“By creating a culture of learning and inclusivity, HR leaders can help reduce the fear of saying the wrong thing and make it easier for managers to engage confidently with their teams.”
Read more: Half of neurodivergent employees don’t feel supported at work
Neurodiversity consultant Rachel Morgan-Trimmer, added: "It’s natural to be apprehensive about bringing up neurodiversity. But nothing will improve for your and your staff unless you start talking honestly and openly about the challenges and opportunities that neurodiversity brings.
"Education around neurodiversity is incredibly empowering. Whether that’s through training or books or social media, understanding what the conditions are and how neurodivergent people might feel can help you feel more comfortable when talking about it. And don’t be afraid to get it wrong."
Speaking to HR magazine, Josh Goodison, CEO of the neurodiversity training and support business, Neurobridge, said: “The key is to shift the perception of neurodiversity from a ‘difficult’ conversation to an everyday one about how an individual works best. When managers are supported with practical tools and guidance, these discussions become opportunities to unlock potential, not obstacles to be avoided.”
Acas’ guidance, published on Friday (31 January), states: "Nobody has to tell their employer they're neurodivergent. If they do decide to share it, it's up to them when and how they do this.
“An employer should take an employee seriously and offer support, regardless of when they share their condition... [or] whether or not they have a diagnosis. Someone might not want to tell people at work because they're worried about getting a negative reaction [or] being stereotyped."
Harris agreed with Acas’ advice, saying that “disclosure should always be voluntary, and employees must feel safe and confident in their decision to share". He urged HR to provide multiple, accessible channels for disclosure, to create a sense of psychological safety, and to reassure staff that they will not face negative consequences for sharing.
On this, Goodison stated: “Many neurodivergent employees hesitate to disclose because they worry about stigma or negative consequences. Instead of focusing on whether someone ‘should’ disclose, HR leaders should prioritise fostering an environment where disclosure is neither necessary nor a risk, but simply a natural part of discussing workplace needs, just like adjusting a desk chair or flexible working hours.
“The best way to achieve this is through visible leadership, clear workplace adjustments, and psychological safety. When managers regularly ask everyone what support helps them do their best work, it normalises these conversations and removes the pressure to ‘declare’ a diagnosis just to access support.”
To encourage neuroinclusive workplaces, Ruhel Ahmed, Acas’ senior adviser, urged HR leaders to adopt a neurodiversity policy, review recruitment processes and training, and offer enhanced support to managers.
Speaking to HR magazine, Ahmed said: “A neurodiversity policy should state the organisation’s overall commitment to neurodiversity inclusion, acknowledge legal responsibilities in this area and outline what support is available for staff. It should also be written in a clear way, so that all employees can understand it.
“These measures can help to foster an environment where staff with any types of neurodiversity feel comfortable sharing and talking about it, and that managers know how to approach it sensitively.”
Kelly Grainger, co-founder of the neurodiversity consultancy Perfectly Autistic, told HR magazine: “HR leaders should make neurodiversity an open, everyday topic, rather than a specialist issue. One way they can do this is by providing training from neurodivergent trainers who understand what the challenges are at work. Normalising neurodiversity as just another part of workplace diversity (rather than something daunting) helps managers feel more prepared and removes the pressure to be an expert.”
