Neurodiversity at work: why awareness alone isn’t enough

Neurodiversity at work: why awareness alone isn’t enough (and what employers should do next)

Neurodiversity awareness in the workplace has increased significantly in recent years. Many organisations now run awareness sessions, mark Neurodiversity Celebration Week, and reflect inclusion more clearly in policies and language. These are positive and necessary steps.

However, awareness alone does not always translate into effective day-to-day support.

Many HR and benefits leaders report a recurring challenge: when certain workplace situations arise, such as a performance concern, a change in role, a communication breakdown, or a period of absence, managers often feel unsure how to respond. They worry about saying the wrong thing, making assumptions, or unintentionally increasing risk. As a result, managers can feel hesitant at exactly the moments when clarity and confidence matter most.

It is often in the gap between awareness and practical confidence that neurodiversity support begins to break down. This is also where HR teams have the greatest opportunity to make a meaningful difference.

Why neurodiversity support at work is a growing business issue

Neurodivergent conditions are common in the working population. Research suggests that around 15–20% of people are neurodivergent, including individuals with ADHD, autism, dyslexia, dyspraxia and other cognitive differences.

Many neurodivergent employees are already in work - often without a diagnosis or formal disclosure. Studies show that:

• 82% of employed neurodivergent adults say that stigma creates pressure to “mask” at work.
• 64% of neurodivergent adults worry that disclosing their condition would have a negative impact on them in the workplace.
• 51% of employed neurodivergent adults don’t know who to talk to at work about accommodations.
• Neurodivergent employees are more likely to experience misunderstood performance issues, workplace stress and burnout
• 50% of neurodivergent individuals have taken time off due to the absence of reasonable adjustments.

For employers, this means neurodiversity is a workforce performance, retention and risk issue.

Where neurodiversity support commonly feels difficult in practice

Often in working environments, challenges tend to emerge at predictable pressure points, including:

• Performance conversations
• Changes to workload, role or expectations
• Shifts in routine or working patterns
• Periods of sickness absence
• Concerns raised by colleagues or clients

At these moments, managers are expected to balance multiple responsibilities at once: supporting an individual, maintaining fairness across the team, managing risk, and meeting business needs… often without specialist guidance.

When support feels stretched or unclear, this often shows up as:

• Adjustments being considered later than intended, once difficulties have already escalated
• Managers relying on trial and error, unsure what is reasonable or effective
• HR involvement occurring only once formal processes are already in motion
• Neurodivergent employees feeling observed or assessed, rather than actively supported

In most cases, this is not due to lack of care. It reflects uncertainty.

Why manager confidence matters for neurodiversity at work

Most managers are not neurodiversity specialists and they are not expected to be. Many will have attended awareness training, which can be valuable, but awareness alone rarely prepares managers for individual, real-world situations.

Managers commonly worry about:

• Using the right language
• Avoiding assumptions or stereotypes
• Being fair and consistent across the team
• Managing employee relations and legal risk appropriately

Without confidence or access to guidance, managers may:

• Delay conversations
• Lean heavily on policy rather than problem-solving
• Try to resolve issues alone without realising when support could help

Because managers are the primary day-to-day contact for employees, this uncertainty can have a significant impact. Small issues go unaddressed, misunderstandings grow, and situations that could have been resolved early become more complex and stressful for everyone involved.

What effective neurodiversity support looks like day to day

In practice, effective neurodiversity support at work should focus on clarity, consistency and timely action.

Day-to-day support typically includes:

• Clear structure and expectations: Making roles, priorities and measures of success explicit rather than implied
• Individualised adjustments: Focusing on what helps this person work well, rather than applying generic solutions
• Predictable communication: Using clear agendas, written follow-ups and advance notice of change where possible
• Psychological safety: Creating space for employees to say “this isn’t working” without fear of negative judgement
• Supported managers: Helping managers understand what they can handle themselves and when to seek guidance

Crucially, effective support is proactive rather than reactive. It focuses on enabling performance early, rather than responding once outcomes or relationships are already under strain.

Where benefits and rewards leaders can focus for the greatest impact

For benefits and rewards professionals, the challenge is not becoming neurodiversity experts. It is ensuring the right support is embedded into the benefits ecosystem, so managers and employees are not left to navigate complexity alone.

Areas where benefits leaders can have the greatest impact include:

• Providing access to specialist, on-demand guidance - Rather than relying on managers to interpret policy or improvise adjustments, specialist support gives employees and managers a credible place to turn when questions arise.
  
  
• Embedding neurodiversity support into everyday benefits, not one-off initiatives - Awareness weeks and training sessions raise visibility, but benefits that are accessible year-round are what support employees through ongoing or changing needs.
  
  
• Creating clear, low-friction routes to support - When support is easy to access and confidential, employees are more likely to seek help early - before issues escalate into absence, disengagement or formal processes.
  
  
• Positioning adjustments as performance-enabling, not exceptional - Benefits-led support reinforces that adjustments are about helping people do their best work.

When neurodiversity support is built into the benefits offering, managers gain confidence, employees feel supported, and HR teams see fewer issues escalate into complex or costly interventions.

Turning neurodiversity awareness into everyday workplace support

Awareness is an important starting point, but on its own it rarely changes day-to-day outcomes. The organisations that make real progress are those that focus on early support, practical guidance and building confidence where it matters most.

When clarity and support are in place, managers feel more confident, issues are addressed earlier, and neurodivergent employees are better supported to do their best work.

Watch on demand: How BNP Paribas built award-winning neurodiversity support at work

Learn how BNP Paribas moved beyond awareness to practical, everyday support that helps managers feel confident and employees thrive.