Practical guidance for charities supporting neurodivergent employees 

Neurodiversity Celebration Week, taking place from 16 March to 20 March 2026, is a chance to recognise the strengths and perspectives of neurodivergent people — including those with autism, ADHD, dyslexia, dyspraxia and related profiles. For charities, it’s also a moment to reflect: how well are we supporting neurodivergent staff and volunteers? Are our workplaces designed with difference in mind? And are we ready to make small, thoughtful adjustments that could make a big difference?  

This guide is written for ACO members to help you understand your legal responsibilities, explore practical strategies, and make use of the legal telephone advice service available to you whenever you need tailored support.  

Why this matters for charities?  

Neurodivergent (ND) people make up around 15% of the UK population. That means every charity — regardless of size or focus — is likely to work with neurodivergent staff, volunteers, or service users.  

ND individuals often bring exceptional strengths: deep focus, creative problem solving, strategic thinking, and unique perspectives. But because many ND conditions are “hidden” and often undisclosed, support needs may not be obvious. This can lead to misunderstandings, performance concerns, or even legal risk.  

Inclusion isn’t just a value — it’s a practical responsibility. And it starts with curiosity, empathy, and a willingness to adapt.  

Legal considerations that charities should be aware of  

Under the Equality Act 2010, many ND conditions may meet the legal definition of disability depending on their impact. This means charities have a duty to:  

• Avoid discrimination (direct, indirect, arising from disability, harassment, victimisation) 
• Make reasonable adjustments to remove or reduce disadvantage 
• Consider actual,imputedand constructive knowledge  
• Ensure recruitment and performance processes are accessible 
• Keep clear records of adjustments and decisions 
• Understand that volunteers may also be protected depending on their role 

What counts as a disability?  

The law focuses on impact, not diagnosis. A person is disabled if they have:  

• a physical or mental impairment 
• with asubstantial(more than minor or trivial)  
• long term (12 months or more) 
• adverse effect on normal day to day activities 

For example, someone with ADHD who struggles with time management and focus may meet this definition if it affects their ability to complete tasks or attend meetings consistently. A formal diagnosis isn’t always required — what matters is how the condition affects the person’s working life.  

How to go about designing ND inclusive workplaces  

Creating an inclusive environment starts with asking: how are we designing our spaces for the people who work here?  

Examples of inclusive design:  

• A staff member with sensory sensitivities maybenefitfrom a quieter desk area, softer lighting, or noise reducing headphones.  
• Someone with dyslexia might prefer screen overlays, simplified layouts, or audio versions of key documents. 
• A predictable desk location (rather than hot desking) can reduce anxiety for someone who thrives on routine. 
• Remote working may help some ND staff focus better — but others may struggle with isolation or unclear expectations. 

It’s not about one-size-fits-all solutions. It’s about offering options, asking questions, and being open to change.  

Communication and workload support  

Neurodivergent staff often benefit from clear, structured communication. That might mean:  

• Sharing meeting agendas in advance 
• Following up with written summaries 
• Breaking tasks into steps 
• Using visual timelines or checklists 
• Allowing extra time to process information before expecting a response 

For example, instead of saying “Can you get this done ASAP?”, try: “Could you complete this by Friday? Let me know if you need help breaking it down.”  

These small shifts can reduce stress and improve clarity for everyone — not just ND staff.  

Using AI to support accessibility  

AI tools can be a powerful ally when used thoughtfully. They can help ND staff:  

• Dictate rather than type 
• Summarise long documents 
• Visualise complex ideas 
• Convert text into audio or simplified formats 
• Break instructions intostep by stepguides  

But it’s important to remember:  

AI is a support, not a substitute for empathy.  

Human understanding, patience, and flexibility are still essential.  

Creating a supportive culture  

This is where inclusion becomes real. A supportive culture is one where people feel safe to say, “I work a little differently — here’s what helps me.”  

What this looks like in practice:  

• A manager notices a staff member struggling with deadlines and gently asks, “Would it help to break this into smaller steps?” 
• A team agrees to share meeting notes in writing, knowing it helps one colleague process information more clearly. 
• A volunteer mentions they find phone calls stressful, and the coordinator offers email as an alternative. 
• A staff member completes a “How I Work Best” profile, and the team uses it to tailor communication and support. 

Supportive cultures don’t rely on policies alone — they rely on relationships, trust, and a willingness to listen.  

Inclusion is a process  

Supporting neurodivergent staff isn’t a one off action — it’s an ongoing process:  

• Identifyobstacles  
• Explore strategies 
• Plan ahead 
• Review and adjust 

It’s okay not to get everything right the first time. What matters is the intention to learn, adapt, and improve.  

If you’re unsure, the Law Express service is available to guide you through specific cases. Please get in touch with us if you’d like to learn more about our service, please get in contact on how we can assist your charity – KateD@lawexpress.co.uk.