Around one in seven people in the UK are neurodivergent. However, according to a recent study50% of neurodivergent employees “feel under-supported at work,” and 22% of HR leaders admitted they “struggled to meet the needs of neurodivergent staff.”

Neurodiversity is an umbrella term used to describe variations in how people’s brains work. Common types of neurodivergence include autism, attention deficit hyperactivity disorder, dyslexia, dyspraxia, and dyscalculia.

Awareness has grown in recent years about how neurodivergence impacts an individual and others’ understanding of them. Despite this, neurodivergent people still face high levels of stigma, bias and misunderstanding, particularly in the workplace.

A ICPD report published earlier this year, found that a third of neurodivergent employees felt unable to tell their employer because of the stigma. However, staying quiet and masking (hiding one’s true self to fit in) can have a negative impact on mental health and therefore increase the likelihood that they will leave. In addition, research by the National Autism Society’s Autism at Work team found that neurodivergent individuals can often be overlooked for leadership roles and promotions.

Also, some employees may not be aware of their neurodivergence and it may be something they discover during employment. In some situations, it may be other employees who perceive a colleague to be neurodivergent, but not the employee himself – in these situations it is important to handle this sensitively.

Neurodivergent individuals offer unique perspectives and problem-solving skills that can give your business a competitive advantage. But to realize their full potential, you need the right tools and support. Here’s what businesses can do.

Develop understanding

It is critical for employers to understand neurodiversity and the wide range of neurodivergence that can affect their employees. Everyone is unique – not everyone is affected by the same symptoms, and they can vary in extent and impact. Therefore, reasonable adjustments and support will vary depending on the specific challenges an employee faces in the workplace. Employers should use the resources available from the CIPD and ACAS, as well as specialist organizations such as the National Autistic Society, which provide useful guidance for employers on management and reasonable adjustments.

Educate and train

Hosting training and education events for staff to increase understanding of neurodiversity and the strengths that neurodivergent colleagues can bring to the workplace can be beneficial. Often, neurodiversity is referred to as a negative or a deficit in an individual – when it is not. Empower existing neurodivergent role models who may be ready to share their own experiences, especially those in leadership positions, and encourage the creation of neurodiversity employee resource groups to improve inclusion. This could help a neurodivergent’s confidence, mental health and sense of acceptance in the workplace.

Internal policies and communications

While there is no requirement for employees to disclose their neurodivergence, it is essential to create a detailed and publicized policy, given the guidance above, on how an employer might support an individual, including those with a diagnosis /treatment. This, in turn, can encourage people to report to their employers.

Reasonable adjustments

Not all neurodivergent individuals will be diagnosed as having a disability. This depends on the impact and extent of their condition. For each neurodivergent individual, reasonable adjustments should be considered that take into account their specific needs and how they can be better supported in the workplace.

Employers are not required to make all possible adjustments; however, where an employee has a disability (either as disclosed by the employee or of which the employer “could reasonably be expected to know”) there is a requirement to make reasonable adjustments that take into account the needs and the resources of the company and the needs of the individual. For example, a person with sensory sensitivities may benefit from access to a quiet space in an office and/or noise canceling headphones or a change in lighting. Failure to make such adjustments could expose the employer to the risk of a discrimination claim.

It can be particularly difficult for an employer to manage challenges and conflicts between colleagues, especially when they arise because of behaviors caused by an employee’s neurodivergence. Creating processes to understand these behaviors in relation to an individual’s neurodivergence can help employers provide the right support for all involved. It is essential that these situations are handled sensitively to help the team dynamise.

Occupational health therapists can help with support programmes, adjustments and training, as well as wider management challenges. However, the key to supporting a neurodivergent employee is for employers to work with them on what they need. Employers are likely to experience greater employee satisfaction and better retention of talented neurodiverse staff, as well as less peer friction, if they do this.

Stephanie Clarke is an associate solicitor in SA Law’s employment team