Redundancies are one of the most challenging parts of leadership. They affect not only those leaving but also the wellbeing and trust of those who remain. For neurodivergent employees, including those with ADHD, autism, dyslexia, dyspraxia and more, the experience of redundancy can be particularly overwhelming. Change, uncertainty and unfamiliar processes often heighten stress, making supportive leadership essential.
In this blog, we’ll explore how leaders and managers can handle redundancies in ways that are sensitive, fair and neuroinclusive.
Why Redundancy Hits Neurodivergent Employees Harder
Neurodivergent people often thrive with structure, predictability and routine. Redundancy disrupts all of these at once. Some of the key challenges include:
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Processing uncertainty – Sudden changes to role, routine or security can cause anxiety or shutdowns.
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Communication styles – Standard redundancy conversations may be filled with indirect language or jargon that can be confusing.
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Emotional regulation – Rejection Sensitivity Dysphoria (RSD), common in ADHD and autism, can make the news of redundancy feel like a deeply personal failure rather than a business decision.
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Transition planning – Practical challenges like updating CVs, job hunting, or navigating benefits systems can be especially overwhelming without tailored support.
Understanding these factors doesn’t mean lowering standards, but it does mean leaders need to approach redundancy with clarity, empathy and practical support.
Step 1: Communicate Clearly and Compassionately
The way redundancy is communicated can shape how employees experience the entire process. Neurodivergent people may need more clarity than general scripts often provide.
Best practices include:
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Be direct but kind. Avoid euphemisms like “moving on” or “realignment” that can feel vague. Instead, explain clearly that the role is being made redundant and why.
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Give information in multiple formats. Provide both a verbal conversation and a written follow-up with key dates, steps and resources. This ensures nothing gets lost in processing.
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Allow space for questions. Neurodivergent employees may need extra time to process and ask questions later. Offer a follow-up meeting or email channel.
Step 2: Support Emotional Impact
Redundancy is more than a process; it’s an emotional shock. For neurodivergent employees, emotions can run deeper due to differences in regulation or heightened sensitivity.
Leaders can help by:
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Acknowledging the impact. A simple recognition – “I know this may feel overwhelming” – helps employees feel seen.
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Offering wellbeing support. Provide access to mental health services, counselling, or peer-support groups.
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Avoiding judgment. Neurodivergent employees may react strongly – with tears, silence, or anger. Train managers to handle this calmly rather than seeing it as “unprofessional.”
Step 3: Provide Practical Guidance
Practical next steps are crucial, yet often overlooked in redundancy processes. Neurodivergent employees may struggle with executive functioning, meaning breaking down tasks into manageable steps can make a huge difference.
Ideas include:
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Structured checklists. Provide a step-by-step timeline of what needs to be done (final day, return of equipment, job search support, benefits applications).
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Job search workshops. Offer optional CV writing support, mock interviews, or LinkedIn guidance tailored for neurodivergent candidates.
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Referral to specialist services. Partner with organisations such as Enna that support neurodivergent jobseekers to ensure employees have somewhere to turn.
Step 4: Handle Remaining Teams With Care
Redundancies affect not just those leaving but also the morale of those staying. Neurodivergent employees who remain may experience survivor’s guilt, anxiety about further cuts, or mistrust toward leadership.
Managers should:
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Be transparent. Explain the business reasons and reassure employees about what comes next.
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Invite feedback. Use anonymous pulse surveys to check how safe and supported people feel.
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Rebuild trust. Demonstrate ongoing commitment to inclusion and wellbeing, not just cost-cutting.
Step 5: Embed Neuroinclusive Policies for the Future
The most supportive organisations treat redundancy as a learning opportunity. By embedding neuroinclusive practices, they ensure that if restructuring happens again, the process is fairer and less damaging.
Consider:
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Inclusive policy design. Involve neurodivergent employees or employee resource groups in shaping redundancy policies.
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Training managers. Equip leaders with the skills to handle difficult conversations with neuroinclusive awareness.
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Documenting lessons learned. After redundancies, review feedback and adjust policies to improve clarity, fairness and support.
Why This Matters
Poorly handled redundancies can cause lasting reputational damage, legal risk, and high attrition of remaining staff. For neurodivergent employees, the impact can be even more severe, leading to mental health crises or career disengagement.
By contrast, when leaders take a thoughtful, inclusive approach, they not only support individuals but also demonstrate values of fairness and integrity. This builds long-term trust, protects employer brand and ensures that when growth returns, the organisation can rehire from a talent pool that still respects them.
Final Thoughts
Redundancy will never be easy. But for neurodivergent employees, small changes in communication, support and policy can make the difference between trauma and a manageable transition.
Leaders who prioritise clarity, compassion and inclusivity during these moments show that neurodiversity isn’t just celebrated in good times – it’s respected in hard times too.
👉 If your organisation is preparing for change or restructuring, our neuroinclusive management training and redundancy support consultancy can help you design processes that are both fair and compassionate. Contact us today to find out how we can support your managers and employees.