Managers are often the first port of call when an employee needs adjustments, so their tone and confidence shape the whole experience. A manager who sounds uncertain can make a worker feel like a burden; a calm, practical approach makes the conversation feel safe, private and useful.

The gap partly reflects how organisations measure success. Many tick the “neurodiversity-friendly” box because a policy exists, not because adjustments are actually being used. That’s why HR needs to see beyond documents and into day-to-day interactions.

What good training actually does, not just awareness, but muscle memory

A one-off webinar raises awareness, but it rarely changes behaviour. Practical training shows managers how to open a conversation, carry out a basic needs assessment and agree review points. VinciWorks and other compliance providers warn that repeated exposure and practice build the kind of confidence managers need.

So look for programmes that include role-play, scenario work and short refreshers. Embed learning into existing manager development rather than treating it as a stand-alone box-check.

Practical steps HR can implement this quarter

Start small and measure impact. First, run a short audit of who’s received neurodiversity training and whether it’s ongoing. Then introduce simple tools: a conversation checklist, a one-page needs-assessment form and a three-month review reminder in the manager’s diary. Pair new guidance with quick manager clinics where HR coaches sit in on mock conversations.

These tweaks are low-cost but highly visible, and they create the evidence employers will need if a tribunal asks how support was provided in practice.

Legal context and why evidence beats intention

Employment-law firms report a near doubling of tribunal cases tied to neurodiversity over five years. That trend changes the incentives: tribunals look for proof that policy translated into action. According to legal commentary, firms that treat neurodiversity as a live, measurable workplace issue are better placed to defend decisions and show genuine support.

HR shouldn’t panic, but it should act. Document conversations, record agreed adjustments and keep a simple review log. Those records help individuals and protect organisations.

Building a culture that supports neurodivergent staff every day

Training and tools are the scaffolding, but culture is the foundation. Regular communications that normalise adjustments, visible leadership endorsement and accessible routes to specialist support all make a difference. Invite neurodivergent employees to co-design resources; their input makes guidance practical and credible.

Over time, small changes , clearer meeting agendas, quieter workspaces, flexible hours , add up. Your managers will notice the difference, and so will your teams.

It’s a small change that can make every conversation and every adjustment safer and more useful.

Rewards Response

Ensuring a culture that is supportive of neurodivergence is key in the current climate, and it’s your managers that are the heralds of your company culture. One bad experience can alienate an employee and word of mouth will do the rest, this is why its so important to ensure that managers are trained in how to understand and support employees coming forwards in search of support.

My own views on this are not only is it important to allow your employees to feel supported, but with the right accommodations, neurodivergence can work to enhance an employees skills and efficiency. Something as simple as a check-in or the ability to drop in with their manager can open new levels of communication and stability at work.

   - Lukas Montgomery