Starting a new job brings enough to think about without wondering whether to tell your manager you’re neurodivergent. Some people share on day one, some wait months, some never do. All of those are valid choices.
This guide covers how to decide, who to tell, and what to actually say, with example wording you can adapt.
Deciding whether to tell anyone
In the UK you are not legally required to tell an employer that you’re autistic, have ADHD, are dyslexic or are otherwise neurodivergent. If your condition counts as a disability under the Equality Act 2010, your employer has a duty to make reasonable adjustments. In practice, though, they can only put adjustments in place for needs they know about.
A few questions can help you decide:
- Is there something specific that would make your work easier, such as written instructions or a quieter desk?
- What have you seen of the culture so far? Does the company talk about inclusion, and does it seem to mean it?
- How have past disclosures gone for you, and what would you do differently?
Our page on reasonable adjustments and employers’ legal responsibilities explains what you are entitled to ask for.
What to say, and how
Pick your moment
You don’t have to do it in your first meeting. Many people find it easier once they’ve had a week or two to see how their manager works. A one-to-one is usually better than a busy team meeting.
Example: “Could we set aside ten minutes this week? I’d like to talk about how I work best.”
Keep it short and plain
You don’t need to explain your whole history. Say what you are, then move quickly to what it means for your work.
Example: “I’m autistic. In practice that means I do my best work with clear written briefs, and I’m very good at spotting detail other people miss.”
Lead with how you work
Talk about your strengths as well as your needs. It frames the conversation around getting the best from you, which is what your manager wants too.
Example: “I’m dyslexic, so I process information better when I can listen or use text-to-speech. I’m strong at seeing the big picture and coming up with new approaches.”
Be specific about what helps
Vague requests are easy to forget. Concrete ones get acted on.
Example: “It would really help to get meeting agendas the day before, and to have a desk away from the main walkway.”
If writing it down feels easier than saying it, our disclosure templates give you ready-made wording, and our working styles guide lets you set out your preferences on one page. If you’re dyslexic, the dyslexia styles guide is a good one to share with your team.
Who to tell
Your line manager
Your manager is usually the person who can make the most difference day to day, so they are often the first person people tell.
Example: “I’m telling you because I think it’ll help us work well together. If there are adjustments that would help, I’d like to agree them with you.”
HR
HR can help formalise adjustments, arrange a workplace needs assessment and keep things confidential. You don’t have to go to HR if you’d rather keep it between you and your manager.
Example: “I’d like to talk about some adjustments for my role and understand how my information will be kept confidential.”
Colleagues
Telling colleagues is entirely up to you. Some people find it makes team life easier. Others prefer to keep it private and just share their working preferences.
Example: “I’m ADHD, so if I ask for something in writing, that’s why. It helps me keep on top of things.”
Practical support outside your employer
The government’s Access to Work scheme can pay for support and equipment that goes beyond what an employer has to provide. You apply yourself, and you can do it before or after you start.
For a wider view of how neurodivergent people experience work, our guide to how neurodiversity shows up at work is a good read to share with a new manager.
How Enna can help
Still looking for the right role? Our jobs board lists vacancies with employers who welcome neurodivergent candidates, and you can set up job alerts to hear about new ones first. If your new employer wants help getting adjustments right, point them to our workplace needs assessments.
