– by Joe Redmond, HR Consultant at Insight HR
I know what it feels like to sit in a workplace and wonder why something that seems so easy for everyone else feels so hard for you. As someone with ADHD, I’ve struggled in environments that weren’t designed for the way my brain works—often feeling misunderstood, underestimated, or like I simply didn’t fit into the expectations commonly assigned in workplace environments. In my early years I remember having a deep gut feeling that my brain was just “different” but I didn’t have the language or knowledge to fully understand why I felt this way. My own experience of getting a diagnosis later in my adult life had a profound positive impact on my life and being able to advocate for myself in working environments. Those experiences didn’t just shape me personally; they shaped my purpose. Today, as an HR consultant, I’m passionate about helping organisations build workplaces where neurodivergent people don’t have to mask who they are to succeed—they can thrive because of how they think.
One in four (25%) employees self-identify or have been diagnosed as neurodivergent, according to new research of 1500 employee participants from the Institute of Education at Dublin City University. Furthermore, the report revealed the well-being of neurodivergent employees is significantly poorer than that of their neurotypical colleagues, with 18.5% of neurodivergent employees likely experiencing significant levels of depression.
Neurodiversity in the workplace continues to be a challenge for employers. At Insight HR we continue to see our clients contacting us for support on how to manage and support an employee who identifies as neurodiverse.
At its core, neurodiversity acknowledges that differences in how people think, process information, and experience the world are natural variations of the human brain. Conditions such as Autism spectrum disorder, Attention Deficit Hyperactivity Disorder, Dyslexia, Dyspraxia, Dyscalculia and Tourette syndrome among others fall under the neurodiversity umbrella and are covered within equality legalisation.
One area that is often overlooked in conversations about neurodiversity in the workplace is the legal and managerial responsibility placed on employers when an employee discloses a disability.
Under the Employment Equality Acts 1998–2015, employers have a statutory obligation not to discriminate against employees on the grounds of disability. The legislation also requires employers to provide reasonable accommodation to enable a person with a disability to access, participate in, or advance in employment—unless doing so would impose a disproportionate burden on the organisation.
On paper, this sounds straightforward. In practice, it often raises a difficult question for managers: If an employee discloses a disability and requests accommodations, do we actually feel equipped to respond appropriately?
Most managers are not employment law specialists. They may want to support the employee but may feel uncertain about:
- What qualifies as a reasonable accommodation
- How far the employer’s obligations extend
- Whether a request could create operational challenges
- How to balance accommodation with performance expectations
This uncertainty matters because how an employer responds to a disclosure can carry legal implications. If a request for accommodation is dismissed, ignored, or not meaningfully explored, it can expose the organisation to claims under the Employment Equality Acts 1998–2015, which may ultimately be heard by the Workplace Relations Commission.
Cost associated with reasonable accommodations is arguably a key barrier to organisations considering the implementation of such accommodations. Employers should note that Government supports are available to assist with the financial burden often felt by organisations. Neurodiversity is no longer a niche topic in diversity and inclusion conversations it is a strategic business priority for HR professionals and employers.
The critical role of managers
The leadership team play a pivotal role in the success of creating an inclusive neurodiverse workplace culture and environment. While organisations may introduce inclusive policies, it is managers who bring those commitments to life through everyday decisions, behaviours, and communication. For neurodiverse employees, the direct manager often determines whether they feel supported, understood, and able to perform at their best.
Below are key questions managers should ask themselves and their teams to assess inclusivity:
- Do we create psychological safety?
- Are expectations clear and structured?
- Is our communication inclusive?
- Is flexibility built into how work gets done?
- Do we focus on strengths?
- Are recruitment and progression processes fair?
- Is the procedure to request reasonable accommodations simple?
- Do I have the training to handle this type of conversation?
A workplace that encourages employees to disclose disabilities – whether neurodivergence, mental health conditions, or other forms of disability – must also ensure that managers are trained, supported, and confident in handling those conversations. Disclosure should not feel like a risk for either party.
The challenge for organisations is not simply having the right intentions but ensuring that the people responsible for implementing those intentions – managers on the ground – are equipped to do so confidently and fairly.
Because ultimately, the goal of inclusive workplaces should not be to avoid legal risk.
It should be to create environments where employees feel safe to disclose, supported when they do, and accountable for delivering their best work.
Employer benefits of neurodiverse work environments
While support and understanding in the workplace is important, neurodiversity also brings tangible benefits for organisations. When employers create environments where different ways of thinking are valued and supported, those differences can become real strengths for teams and businesses. Some of the key benefits include:
Better problem-solving & innovation
Neurodivergent employees bring diverse thinking styles, different ways of approaching problems, and fresh perspectives that can drive innovation and creativity in teams.
Enhanced productivity
Neurodivergent individuals often excel in jobs that require focused attention, pattern recognition or analytical thinking, which can boost overall organisational productivity.
Access to a broader talent pool
Neurodivergent people are under-represented in employment. Actively recruiting and supporting them gives Irish employers access to skilled, often under-tapped talent.
Stronger employee engagement & retention
Inclusive workplaces where people feel supported tend to have higher morale and lower turnover, saving on recruitment and training costs.
Enhanced reputation and competitiveness
Organisations that champion diversity including neurodiversity can strengthen their employer brand.
Improved workplace culture
Neuroinclusive practices encourage respect for different communication styles and work approaches, fostering psychological safety, collaboration, and mutual understanding across teams.
If you’d like to speak with one of our consultants to explore how we can help your organisation, you can reach out to us here for a confidential chat.
