Why Managers Need Better Neurodiversity Training

It’s Neurodiversity Celebration Week (16-22 March), which is an impressive worldwide initiative raising awareness of neurological differences to challenge stereotypes and misconceptions about them. But awareness and understanding of neurodiversity in the workplace doesn’t seem to be getting the focus it needs, evidenced by reports that the number of tribunal decisions citing neurodiversity have nearly doubled since 2020.

As awareness of neurodiversity grows, organisations need to ensure that their management teams are properly equipped to support neurodivergent staff and avoid creating legal and cultural problems in the workplace.

In employment law, disability discrimination claims increasingly relate to or include non-physical conditions. These can include mental health conditions and neurodivergence such as autism, ADHD, dyslexia, or dyspraxia.

Where disability discrimination claims centre on issues such as workplace policies or behaviours, the challenge is often less about specialised equipment and more about how people are managed. Managers’ decisions, comments, or assumptions about performance, behaviour, or communication style can easily lead to misunderstandings.

One of the most common misconceptions in workplace management is the belief that fairness means treating everyone exactly the same. While that idea may sound positive, it can create problems when employees have different needs. Some managers still operate with an “equality for all” mindset rather than an “equity” mindset. Equality treats everyone identically, whereas equity recognises that individuals may need different support to perform at their best. For neurodivergent employees, this difference can be crucial.

Many workplace disputes arise not from formal policy decisions but from everyday interactions. Inexperienced managers may make comments that seem harmless or intended to be helpful, but can be deeply offensive or dismissive to someone who is neurodiverse. At the end of last year an employment tribunal case received a lot of media attention in which a judge found an employee who had ADHD had their dignity violated when their manager called them “disorganised,” – they received a £35,000 payout.

Because employers can be liable for the actions of managers at work, those comments can quickly escalate into formal grievances or legal claims. This means that a single poorly informed comment can become an organisational problem. Proper training on how to manage individuals with neurodiversity benefits the employees and the employers to have a more harmonious working relationship.

There is currently no specific legal requirement requiring employers to provide neurodiversity training. However, it remains one of the most effective ways organisations can support staff and promote inclusivity. Better awareness allows managers to understand reasonable adjustments and how to implement them and avoid inappropriate comments.
If a discrimination claim arises, employers can show they have taken reasonable steps to prevent discriminatory behaviour, which is something courts and tribunals consider when assessing liability.

As awareness of neurodiversity continues to grow, employers can expect more employees to speak openly about their conditions and to challenge workplace practices that do not accommodate them.

Organisations that invest in training and awareness now are far more likely to avoid disputes later. More importantly, they will create workplaces where neurodivergent employees can contribute fully without unnecessary barriers.

How we can help

If you have any questions relating to the issues raised here, please contact a member of the Anderson Strathern team or  Jemma Forrest directly.

Published in TFN on 18 March 2026.