Neurodiversity Support Is Failing: The Ugly Numbers Reveal Another HR Soft-Policy Failure
Half of Neurodivergent Employees Wait Months for Basic Workplace Adjustments
Recent research show that most companies are not providing effective support for neurodivergent employees. A survey of 1,000 UK employees by Acas, along with data from City & Guilds’ Neurodiversity Index Report 2025, reveals some clear patterns:
35% of employees say their company does a poor job of training managers to support neurodivergent colleagues
37% of managers say they’ve had no training at all on neurodiversity
32% of workers simply don’t know if their employer is effective at this—which usually means nothing visible is happening
35% of employees wait more than three months to get workplace adjustments they’ve asked for
51% of neurodivergent employees say they don’t get consistent support when they request help
These numbers tell us something straightforward: what companies are currently doing isn’t working for a lot of people.
Why This Matters for Your Business
Before we talk about solutions, it’s worth understanding why getting this right actually matters for your organisation’s performance.
Neurodivergent people - including those with autism, ADHD, dyslexia, and other conditions, make up a significant part of the workforce. Research consistently shows they bring valuable skills to the table: pattern recognition, creative problem-solving, deep focus, and innovative thinking. When these employees aren’t supported properly, they can’t perform at their best.
The practical consequences of getting this wrong include:
Losing good people to competitors who support them better
Wasting money on recruitment and training replacements (which typically costs 1.5 to 2 times annual salary)
Missing out on ideas and innovations that could help your business
Potentially facing legal claims under the Equality Act 2010
This isn’t about being “nice” or ticking boxes. It’s about making sure all your employees can contribute fully.
What’s Actually Going Wrong
The experts quoted in the research put their finger on the main problem. Liz Sebag-Montefiore from HR consultancy 10Eighty puts it simply: “In many organisations, neurodiversity training is still treated as a one-off awareness session rather than something embedded into everyday management practice.”
In other words, companies run a training course, everyone feels good about it, and then nothing changes. Managers leave the session knowing they should be supportive, but with no clear idea what that actually means on a Tuesday morning when a team member needs help.
Kelly Armitage from AdviserPlus makes the same point: “In many organisations neurodiversity training explains the theory, but leaves managers unsure about what to actually do.”
This is the core problem. Training that explains what neurodiversity is, without giving managers practical tools to use, doesn’t change behaviour. Managers don’t learn how to adjust their communication style, how to have supportive conversations, or what reasonable adjustments might look like in practice.
The research also highlights that neurodivergent people have very individual needs. Two employees with the same condition might need completely different types of support. Generic training can’t possibly cover every situation.
What Good Support Looks Like in Practice
So if the current approach isn’t working, what does good support actually look like? Based on what’s working in organisations that get this right, here are the key elements.
Managers need clear, simple tools they can use day-to-day. This means:
Conversation starters for when they need to check in with someone about their needs
Examples of common adjustments they can suggest, like flexible hours, written instructions instead of verbal, or changes to the physical workspace
Clear pathways for when to involve HR or occupational health
Ngozi Weller from workplace wellbeing consultancy Aurora puts it well: “When organisations get this right, the benefits go far beyond neurodivergent employees. Work becomes clearer, communication improves and managers lead with greater empathy.”
Faster Adjustments
The research shows 35% of employees wait over three months for adjustments. That’s simply too long. Many adjustments cost nothing and can be implemented immediately - things like allowing someone to wear noise-cancelling headphones, giving written summaries of meetings, or agreeing on core hours with flexibility around them.
Organisations that handle this well set clear timeframes and stick to them. They don’t let requests get lost in bureaucracy.
Ongoing Support, Not One-Off Training
Kelly Armitage makes an important point: managers often face new situations long after their initial training has finished. They need somewhere to go for help. This might mean:
Quick reference guides they can consult when questions come up
Access to HR or occupational health for advice on specific situations
Regular check-ins to share what’s working and what isn’t
A Culture Where People Feel Safe Speaking Up
This is perhaps the most important piece. If employees don’t feel comfortable discussing their needs, none of the other measures will work. Creating that safety means:
Senior leaders talking openly about neurodiversity
Making it clear that asking for adjustments is normal and supported
Training managers to respond positively when someone does speak up
Five Practical Steps to Improve Neurodiversity Support
Here are concrete actions you can take, starting tomorrow.
1. Stop Doing One-Off Training and Start Building Practical Skills
Review any neurodiversity training you currently run. Does it leave managers with clear actions they can take? If not, replace it. Focus on practical skills: how to ask someone what they need, how to adjust communication, how to implement simple adjustments immediately.
2. Set a Clear Timeframe for Adjustments
Aim for two weeks maximum from request to implementation. Publish this commitment so employees know what to expect. Track how long requests actually take and look for ways to speed up the process.
3. Give Managers Simple Tools They’ll Actually Use
Create a one-page guide with:
Three questions to start a conversation about needs
A list of common adjustments (with checkboxes for what’s easy to implement)
Clear next steps for anything that needs specialist input
Keep it simple. If it’s longer than one page, managers won’t use it.
4. Create a Way for Neurodivergent Employees to Have Input
Set up a small group of neurodivergent employees who can review policies, test training materials, and give feedback on what’s working. Pay them for their time - you’re asking for their expertise. They’ll tell you what actually helps and what’s a waste of time.
5. Track the Right Things
Start measuring:
How long adjustments actually take (not how long you think they take)
Whether neurodivergent employees are staying with your organisation at the same rate as others
Whether managers are actually using the tools you’ve given them
Whether employees feel supported when they ask for help
What gets measured gets managed. Without these numbers, you’re guessing.
A Simple Way to Think About This
Here’s the bottom line. Most organisations are stuck at “awareness.” They’ve told managers that neurodiversity exists and that they should be supportive. But they haven’t given managers the practical tools to actually do it.
The organisations that get this right move beyond awareness to practical action. They give managers simple tools, they make adjustments quickly, and they create an environment where people feel safe speaking up.
The benefits are real: better communication, clearer processes, and employees who can actually do their best work. And in a tight labour market, that’s a genuine advantage.
If you’re not sure where to start, here’s a simple first step. Pick three managers and ask them: “What would help you support neurodivergent team members better?” Listen to what they say. Their answers will tell you exactly what’s missing in your current approach.
Then start fixing those gaps. One at a time.
The research shows most companies aren’t getting this right yet. That means there’s a real opportunity to get ahead. The organisations that figure this out first will be the ones that attract and keep the best people.