Telling your employer you are neurodivergent is a big decision, and there is no single right answer. Some people find that sharing opens the door to understanding and practical changes. Others prefer to ask for what they need without naming a diagnosis. Both are valid.
This guide covers whether to tell your employer, when and who to tell, what to say, and what your rights are under UK law.
Do you have to tell your employer?
No. There is no legal requirement to disclose that you are autistic, ADHD, dyslexic, dyspraxic or neurodivergent in any other way. Acas puts it simply in its guidance on asking for reasonable adjustments: nobody has to tell their employer they are disabled.
People often choose to talk about it when:
- parts of the job or the environment are getting in the way of their best work
- they want specific adjustments, such as flexible hours, written instructions or a quieter place to work
- they would like their manager to understand how they communicate and think
- they have recently been diagnosed or have come to identify as neurodivergent
Do you need a diagnosis?
The Equality Act 2010 does not require a formal diagnosis. What matters is whether a condition has a substantial and long-term effect on your normal day-to-day activities. Many neurodivergent people meet that definition, although not everyone does, and tribunals look at each case on its facts. We explain the test in our piece on ADHD, autism and the legal definition of disability.
There is a practical catch. Your employer’s duty to make reasonable adjustments applies when they know, or could reasonably be expected to know, that you are disabled. If you ask for changes without giving any reason at all, that duty may not be triggered. You can still share very little, but some context helps.
Weighing it up
What sharing can bring
Being open can give you access to adjustments that make the job more sustainable. It can reduce the energy you spend masking, and it gives your manager a better chance of reading your communication style correctly instead of drawing the wrong conclusions.
What to think about first
Disclosure can feel exposing, and stigma has not gone away. Look honestly at your workplace. How have other people’s needs been handled? Does your manager tend to listen? Is there a neurodiversity network or an inclusion policy that is more than words? If the signs are poor, you might start with a smaller, practical request and see how it is received.
When to tell your employer
There is no perfect moment. People commonly share:
- at offer stage or during onboarding, so adjustments are in place from day one
- after a new diagnosis, when they want to look at what would help
- when something at work has started to get in the way
- in a regular one-to-one or wellbeing check-in
Early disclosure has a practical upside too. If problems later turn into a performance or probation conversation, it helps that your employer already knew and had the chance to act.
Who to tell
For most people the natural starting point is a line manager they trust. HR can make sure any adjustments are recorded and survive a change of manager. Some organisations also have neurodiversity champions or an employee network who can help you plan the conversation, and occupational health can recommend adjustments if you are referred.
Preparing for the conversation
Know what you are asking for
Think about the situations where work gets harder and what would change that. Clearer written briefs, regular short check-ins, noise-cancelling headphones or a later start are all common requests. Our working styles guide is a useful way to get this down on paper, and our page on how neurodiversity shows up at work may help you put words to your own experience.
Decide how much to share
You do not have to hand over a diagnostic report. A short explanation of what helps and why is usually enough. If you would rather start from a draft, our disclosure templates give you wording you can adapt for an email or a meeting.
Write it down
Notes make the conversation easier if you are anxious or tend to lose your thread under pressure. Some people send a short email first so their manager has time to think before they meet.
What to say
There is no script you have to follow. Two ways in that people find useful:
“I’d like to share something about how I work best. I’m neurodivergent, and there are a few changes that would help me do my best work.”
“I process information in a slightly different way, and I’d like to talk about a couple of things that would make a real difference to my work.”
Keep the focus on what helps. This is useful information for your employer, because it tells them how to get the best from you.
Adjustments you might ask for
Adjustments should be tailored to you, but common ones include flexible start and finish times, some home working, a quieter workspace or noise-cancelling headphones, written instructions and meeting summaries, extra time for reading-heavy tasks, and regular one-to-ones to agree priorities. If flexibility is what you need, our guide to making a flexible working request sets out your options.
Government funding through Access to Work can also pay for support such as coaching or assistive technology, and you can apply yourself.
If the response is poor
Most managers want to help, even if they are unsure how. If the reaction is dismissive or a request is refused:
- ask for the reasons in writing
- keep a record of conversations and emails
- remind your employer of their duty to consider reasonable adjustments
- speak to HR, your union representative or Acas for advice
You are also protected from discrimination, harassment and victimisation connected to a disability.
After you have shared
Agree a date to review how the adjustments are working. Some take time to arrange, so it is fair to ask for a timeline. Say what is working and what is not; adjustments can and should change as your role does.
If it does not feel safe to disclose
You can still ask for practical changes without explaining why. For example: “I work better with written instructions. Could we agree that I get a short summary after our meetings?” Just bear in mind the point above about your employer needing enough information for the legal duty to apply.
It is your information, and you decide what to share and when. With some preparation, the conversation can lead to a working life that fits the way you think.
How Enna can help
If you want support with the conversation itself, our workplace coaching helps neurodivergent people prepare for disclosure, agree adjustments and build confidence at work. Your employer may be able to fund this, or it can sometimes be covered through Access to Work.
And if you have decided your current employer is not the right place, the Enna jobs board lists roles with employers committed to neuroinclusion. Register for job alerts to hear about new vacancies first.
