Neurodiversity has shot up the workplace agenda in recent years. But, as the conversation matures, the focus is shifting.

Employers are no longer simply recognising that different brains work differently.

Many are using neurodiversity as a springboard to completely rethink how work is designed, from accessing support to how managers talk to their teams.

To mark the eighth Neurodiversity Celebration Week (16th – 20th March), here are five of the biggest trends employers should be aware of…

1. The shift away from (neuro)diversity to (neuro)inclusion

There’s evidence that the DEI backlash, which has led to many companies dropping the word ‘diversity’ from their literature altogether, is impacting the way neurodiversity is now talked about too. 

Today, there’s more of an emphasis on ‘neuroinclusivity’ than ‘neurodiversity’. 

As the CIPD’s 2024 report on the topic explains, the goal has gone beyond simply “recognising” neurodiversity to creating neuroinclusive workplaces where different thinking styles are seamlessly accommodated. 

Similarly, Birbeck University of London’s 2024 Neurodiversity in Business report called for employers to “embed neuroinclusion by design”.

The most progressive employers in 2026 are striving for workplaces where someone’s particular neurodivergence does not necessarily draw attention to them because catering for multiple needs is so normalised.

2. The move away from diagnosis towards needs-based support

Closely related to this shift is a move away from diagnosis-based support.

In today’s workplace a diagnosis is increasingly deemed unnecessary (although may still be desired by the individual). This is because employers are designing spaces and jobs which work for different styles of working, regardless of whether someone has a diagnosis or not.

Acas describes this as a “functions-based” approach.

As Ruhel Ahmed, Neurodiversity Policy lead in the inclusive workplaces team at Acas explains, this approach allows employers to start from “a position of trust” because they’re not relying on a diagnosis but concentrating on the individual:

“You don’t need a diagnosis to request support at work. A functions-based approach shifts the conversation away from labels and towards the person: how do you work best, what do you find challenging, what are your strengths and how can we help?”

This trend has been accelerated by the long waiting lists via the NHS for neurodiversity testing and by those who don’t want to disclose their neurodiversity. 

As well as this, research shows employees often have multiple overlapping diagnoses which requires a person-centred approach (rather than a diagnosis-based one) anyway.

As a result, more employers are starting conversations from a simpler question: what do you need to do your job well?

Nevertheless, as another employer consulted for this piece says, a diagnosis remains very important to some colleagues. For these employees, the benefit of testing via PMI for themselves and their children is highly valued. 

“It can give them that sense of who they are, their identity and a feeling that they aren’t crazy or different, it’s just the way their brain works,” she says.

“Others say it doesn’t matter as long as they can get support. But either way, the education piece around neurodiversity and stigmatisation is important.”

3. Balancing flexibility with connection

Flexible and hybrid work has been transformative for many neurodivergent employees.

Greater control over sensory environments, fewer interruptions and the ability to personalise workspaces can all make it easier to focus and perform at work.

However, organisations are also becoming aware of a potential downside: disconnection.

For example, allowing employees to turn off cameras in meetings or work remotely more often may reduce sensory overload – but it can also make it harder for colleagues to build relationships.

At Ricoh, maintaining connection has therefore become a key priority alongside flexibility.

Inclusion and Wellbeing Manager Catherine Morrell says:

“Flexible working can really support neurodivergent colleagues – things like being able to turn cameras off or work from home when needed. But connection is fundamental for us as well. It’s about making sure people still feel part of the team. I’d say connection is now one of our main goals when it comes to wellbeing at work. It links directly back to our employee value proposition and inclusion strategy.”

To support this, the employer invests in town halls led by the board, regular team check-ins, story sharing and leadership programmes designed to help managers build stronger relationships with their teams.

4. Line managers are the key to neuroinclusion

A manager’s understanding of neurodiversity, and crucially their capability in dealing with it, are consistently shown to be key determinants of an employee’s experience (also cited in Birbeck’s report).

Acas says supporting managers is therefore one of the most important steps employers can take, which is why this was a core focus of its neurodiversity report published in March.

That’s why line manager training is one of the core focuses of Acas’s most recent report on neurodiversity. 

“Line managers are usually the first point of contact when someone asks for support,” says Ahmed. “They’re the people facilitating those conversations around adjustments, disclosure and day-to-day working. Employers must ensure they are able to have those conversations adequately.”

Neurodiversity passports can provide a “structure”, he says, for conversations but will not be right for every employee: “line managers need to gauge when a passport would be beneficial for an employee. They can be helpful for managers who are inexperienced in these conversations because they are a tool to start the conversation.”

Ricoh’s Morrell agrees that leadership training is fundamental to success. Rather than focusing on neurodiversity per se, its training focuses on understanding team members on a deeper level, especially their strengths:

“We talk about what each employee can bring to the company. What is their ‘culture add’ rather than ‘culture fit’?”

5. Making reasonable adjustments simpler

Finally, there is growing recognition that the process for getting support must be easy.

Employees frequently report frustration with bureaucratic systems for requesting reasonable adjustments, which can involve multiple departments and lengthy delays.

One neurodiversity awards judge says the most progressive employers are now focusing on simplifying these processes:

“Where businesses struggle is the process; things take too long and employees are left waiting. The organisations doing this well are the ones that have clear systems in place so everyone knows how to request support and who is responsible.”

Importantly, experts stress that many adjustments are far cheaper than employers assume.

Acas notes that some of the most effective changes are also the simplest: providing written instructions alongside verbal ones, allowing flexible hours, offering quiet spaces to work or adapting interview formats.

As Ahmed puts it:

“There’s a perception that adjustments are expensive or difficult, but many are free or very low cost and they can make all the difference to someone’s ability to do their job.”

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