Practical guidance for managers and colleagues
Supporting a neurodivergent colleague doesn’t mean having all the answers. This page focuses on practical, human approaches that help people feel supported at work.
You’ll find:
- Tips for starting supportive conversations
- How to be a neurodiversity ally
- Links to policies, tools and training
Use this page to build confidence and know where to go for help.
You don’t need to have all the answers. Small, thoughtful actions make a big difference. Some useful tips:
- Think carefully about how to approach and start the conversation
- Ask colleagues what their preferred terms are e.g. disability, long term condition
- Ask what support would help – avoid assumptions
- Role model an inclusive culture where people feel safe and comfortable to be themselves
- Remember its ok to not know, agree next steps and then come back with a response
- Respect confidentiality and ask what, is anything can be shared.
Workplace Adjustment Passport (WAP)
The Workplace Adjustment Passport supports managers to have open, structured conversations with colleagues and to agree, record and review reasonable adjustments that help individuals work effectively. It is coproduced with the colleague, tailored to their role, and can be reviewed when roles or circumstances change.
HR27 Supporting colleagues with Mental or Physical Disabilities
HR27 provides managers with clear guidance on supporting colleagues with mental or physical disabilities, including neurodivergence, and outlines responsibilities for implementing reasonable adjustments in line with the Equality Act (2010).
Training and development opportunities
Are available here to support managers to better understand neurodiversity, meet their responsibilities, and create inclusive teams through practical, workplace focused learning.
"Over the years, we’ve worked with colleagues who required additional support due to neurodivergence. The most effective approach is to ask individuals what they need, rather than assuming that what worked for someone else will work for them. Avoid making assumptions or improvising - there are plenty of resources and people you can turn to for guidance."
Joanne Cotter, Health Improvement Delivery Manager