A holiday should leave people rested. Then they open their laptop to hundreds of unread emails, a backlog of project updates and a diary full of catch-up meetings. For many neurodivergent employees, that first week back can undo much of the benefit of the break.
Managers have a lot of influence over how that week goes. Most of what helps is simple, and some of it starts before the holiday does. Here is what to do.
1. Plan the return before they leave
A short conversation before someone goes away makes the return far easier. Agree which tasks will be covered by colleagues and which can wait, so work doesn’t quietly pile up. Talk through what the first day back will look like and flag anything that will change while they are away. Predictability lowers anxiety.
It also helps to agree an out-of-office message that sets expectations, for example that replies may take a few days after they return.
2. Make the inbox manageable
The sheer volume of unread email is one of the biggest barriers on day one. Sorting hundreds of messages and deciding what matters is heavy on executive function, which can be harder for some people with ADHD, autism or dyslexia.
Agree a triage approach in advance
With the employee’s agreement, a covering colleague can flag anything urgent, or you can help them set up rules that file “for information” messages separately. Never go into someone’s inbox without their consent.
Protect catch-up time
Give them an hour or two of uninterrupted time, ideally somewhere quiet, before the meetings start. It is a small investment that pays back quickly.
3. Share updates in digestible pieces
Coming back to changes in policy, priorities or projects all at once can be overwhelming. A short written summary of what changed works better than a long verbal briefing, because it can be reread later. Follow it with a relaxed one-to-one where questions are welcome, and spread non-urgent updates over the first few days rather than delivering them all on Monday morning.
4. Be flexible in the first days back
Many neurodivergent people rely on routine, and a holiday breaks it. Keep the first day’s diary light and avoid back-to-back meetings. Where the role allows, offer temporary flexibility on start times or a gentler first couple of days. If your organisation is tightening office attendance, it is worth reading why many neurodivergent employees prefer hybrid work.
5. Check in on wellbeing
A holiday isn’t always restful. Travel, family gatherings and unfamiliar places can involve a lot of social and sensory input, so some people come back more tired than when they left. A private check-in gives them space to say so. Remind them of any wellbeing support or employee assistance programme you offer, and make sure there is a quiet space they can use during the day.
6. Line up support from colleagues
Catching up alone can feel isolating. A named buddy who can answer questions and explain what happened while they were away takes a lot of pressure off. Make it clear the whole team shares responsibility for handover, not just the person returning.
7. Agree a return-to-work plan
For some people, a written plan for the first few days makes all the difference. Before they return, agree a short, prioritised task list, breaking larger pieces of work into smaller steps. Be realistic about deadlines in the first week and make clear what needs doing now versus what can wait.
8. Keep the conversation going
Afterwards, ask what helped and what didn’t. If something keeps getting in the way, that may point to a reasonable adjustment you should put in place permanently. The Acas guide to neurodiversity at work explains employers’ responsibilities clearly. Building trust like this is the heart of psychological safety for neurodivergent employees.
Small changes, better returns
Pre-agreed cover, a manageable inbox, a light first day and a proper check-in will help everyone in your team come back well, including those who are not neurodivergent. That is the case for neuroinclusion in a nutshell: changes that remove barriers for some people usually make work better for all.
How Enna supports managers
Managers are where neuroinclusion succeeds or fails, as we explain in why most neurodiversity strategies fail at manager level. Our neurodiversity awareness training for managers gives line managers practical tools for situations like this one, and our workplace needs assessments help you agree the right adjustments for an individual employee.
If you’d like to discuss training for your managers, book a call with Enna.
