Does your organization prioritize manager neurodiversity training? Employees bring a plethora of skills and expertise to the table, but they occasionally require some support to bring their capabilities to the forefront of their performance on the job.
In 2026, we now know more about neurodiversity than ever, with considerable data available on everything from diagnosis to navigating the specific needs of individuals. Despite this, our workplaces haven’t quite managed to keep up with the findings, falling short both in terms of awareness and accommodations. A 2024 ACAS study showed that 59% of line managers lack sufficient knowledge on how to make reasonable adjustments for neurodivergent employees. About 39% even struggle with initiating a dialogue on potential accommodations at work.
The chain of responsibility doesn’t end there. More recent reports from ACAS further showed that 35% of workers feel their employers are “ineffective” in training managers on how to support neurodiversity at work, while 18% further found them “very ineffective.” This suggests quite a wide gap between what employees expect and what employers can provide, and it’s time to work on narrowing this distance.
The lack of neurodiversity training for managers leaves them woefully unequipped to handle neurodivergent talent at work. (Image: Freepik)
What Is Neurodiversity in the Workplace, and Why Is Manager Training Such an Important Factor?
Neurodiversity may sound like an intimidating term to some, but it merely refers to a different way of processing and reacting to information. Most individuals have their own approach to the world around them, but among neurodivergent individuals, the differences may be a little more pronounced. Some employees and individuals are able to keep their neurodivergence in check and operate without additional accommodations, while others have more severe symptoms and needs and require more support in navigating their neurodivergence.
Conditions like autism, ADHD, dyslexia, and a range of other diagnoses may be well-known today, but many employees attempt to suppress and hide their conditions out of fear of being singled out and treated badly at work. Rather than use this awareness to build better working conditions customized to suit them better, workers often disguise it, suffering even more as a result.
Transparent and honest conversations about workplace neurodiversity are only possible when employers encourage these conversations and create opportunities to support employees. Not only does neurodiversity awareness help those on the spectrum, but it also allows other employees to think more deeply about what they might need to similarly perform to the best of their abilities, adapting solutions into their own routine.
Managing Neurodiverse Employees Starts with Communication
There is no better way to get comfortable with neurodiversity at work than by approaching the matter honestly with those who know a thing or two about the highs and lows of being neurodivergent. Many of the issues we face today stem from a reluctance to openly talk about neurodivergent talent and open what many employers see as secrets best kept undisclosed. Should employers then walk around with a list and force employees to disclose their conditions? That would be a resounding no.
All disclosures should be voluntary, and they will be made more naturally when employers prove that the data will not be used against employees. This doesn’t mean that employers can collect feedback from employees regarding their primary struggles at work. Even without labels, traits and signs of neurodiversity can be understood and addressed, as long as the manager listens carefully.
Candid Conversations About Neurodiversity at Work
Neurodiversity training for managers is a clear starting point for managing neurodiverse employees, but the only way to know what training is necessary is to talk to workers and understand their experiences. Understanding the challenges they face can not only help direct the areas of training but also help managers get more comfortable with having such conversations in the workplace. Eliminating that initial layer of discomfort is half the battle.
While it isn’t the job of the employees to educate their employers and managers about the spectrum of neurodiversity, talking to the workforce can help them open up more about their individual struggles as well. This can look like:
- Individual one-on-one conversations about the challenges they are facing in their work, whether big or small
- Pulse surveys or other feedback collection processes to understand the current atmosphere at work
- Employee resource groups where workers can not only find colleagues in a similar position, but they can also guide future decisions
- Consulting with experts who can advise the organization on available training, gaps in their support tools, and areas where general improvements can be made
- More training programs on navigating neurodiversity to help with more informed conversations in the workplace and understanding of potential accommodations
- Additional training on empathy and communication to help managers develop a more open attitude at work
- Expand on the understanding and existing vocabulary of managers, so they know how to talk about neurodivergent talent with greater confidence.
Better managing neurodiverse employees benefits workers who identify with the category, certainly, but it also benefits the rest of the workforce that may not have previously had the means to identify their experiences or may not fully identify with a neurodiverse diagnosis, but still have habits that could be supported by the employer. Neuroinclusion remains the ultimate goal. To support neurodivergent talent, manager training on neurodiversity is a must, but it all begins with developing empathy and a curious mind that is keen on understanding the workforce.
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