The Government has published a new independent report on neurodiversity in the workplace, with a clear message for employers… support should be based on individual needs, not simply a diagnosis.
Published in October, the final report from the independent Expert Academic Panel on Neurodiversity looks at how workplaces can become more inclusive and how employers can better support neurodiverse individuals.
Its findings reinforce something we've been talking about at Inspired HR and Inspired Minds for a long time.
A diagnosis doesn't automatically tell you what support someone needs.
Two individuals with the same diagnosis can have completely different strengths, challenges and experiences at work. Equally, someone without a formal diagnosis may still need support to perform at their best.
So, what does the report recommend, and what should employers be doing?
Understanding Needs. Not Just Diagnoses.
One of the report's central recommendations is a move towards a needs-led approach to workplace neurodiversity.
Rather than focusing on labels, employers are encouraged to understand the specific challenges an individual experiences in their role and identify practical ways to support them.
And there's an important distinction here.
Simply asking someone what reasonable adjustments they need isn't always enough. They may not know what's available, what might help or even why certain aspects of their working environment are difficult.
That's why having a proper conversation, understanding individual strengths and challenges and exploring appropriate support is so important.
What Does the Report Recommend for Employers?
The panel has made several recommendations to help businesses create more inclusive workplaces.
1. Don't Wait For A Formal Diagnosis
A formal diagnosis isn't necessarily required for protection under the Equality Act 2010.
Where an individual meets the legal definition of disability and the employer knows, or could reasonably be expected to know, about the disability and likely disadvantage, the duty to make reasonable adjustments may apply.
Employers should therefore focus on understanding and responding to individual needs rather than automatically waiting for diagnostic confirmation.
2. Make Adjustments Personal
There is no universal checklist of reasonable adjustments that will work for every neurodiverse individual.
Support might involve changes to communication, working arrangements, the physical environment or how tasks are organised.
The important thing is understanding what will make a meaningful difference for that individual, within their particular role and working environment.
3. Act Promptly & Keep Reviewing
The report highlights delays in implementing workplace adjustments, with some individuals waiting more than a year for support.
It also recommends monitoring how long adjustments take to put in place.
Employers should respond promptly, maintain communication and regularly review whether adjustments are working.
After all, someone's needs may change as their role, responsibilities or working environment develops.
4. Review Recruitment Practices
Neuroinclusion starts before someone joins your business.
The report encourages employers to review recruitment processes, including the tools and technology they use, to identify potential barriers or bias.
Small changes to job descriptions, interviews and assessments can help create a fairer experience for candidates.
5. Give Managers the Right Training
Line managers play a huge role in creating a supportive working environment, but the report identifies gaps in confidence and knowledge.
Training managers to recognise potential barriers, have open conversations and understand their responsibilities is an important step.
And it shouldn't stop with managers. Raising awareness across the wider workforce helps create a culture where individuals feel comfortable discussing their needs without judgement.
What Does This Mean for Your Business?
For employers, the message is straightforward.
You don't need to know everything about every form of neurodiversity. But you do need to understand your responsibilities, listen to individuals and be prepared to explore practical solutions.
That means asking some important questions:
Do our managers feel confident discussing neurodiversity and workplace support?
Are we responding to requests for adjustments promptly?
Do we understand the individual needs behind those requests?
Are our recruitment and workplace processes creating unnecessary barriers?
Are we reviewing adjustments to make sure they're still effective?
Getting these things right isn't simply about meeting legal responsibilities. It's about creating a workplace where individuals have the opportunity to contribute and perform at their best.
How Inspired Minds Can Help
At Inspired Minds, we believe that understanding individual needs is the starting point for meaningful workplace support.
Our approach brings together specialist neurodiversity knowledge, HR expertise and genuine lived experience.
Through our Screening, Coaching, Training and Specialist HR Support, we help employers and individuals gain a clearer understanding of strengths, challenges and practical adjustments.
Our screening approach is particularly focused on providing useful insight rather than simply identifying labels. This helps employers and individuals explore support that is relevant to the person and their working environment.
Because supporting neurodiversity isn't about treating everyone the same, or making assumptions about what someone needs. It's about understanding differences and finding practical ways forward that work for everyone.
If you'd like to explore what this could look like in your business, we'd be more than happy to have a conversation.