Managers want to support disabled and neurodivergent staff but lack tools, study shows
UK employers risk losing valuable talent unless they improve support for disabled and neurodivergent staff, according to a new study that highlights both persistent barriers and practical solutions.
We are already seeing employers making positive changes. The next step is to embed inclusion into day-to-day practice so it doesn’t rely on individual effort, and diverse talent is supported to succeed.
The report, Improving workplace support for disabled and neurodivergent engineers and scientists in the UK, was published by the Disability Inclusive Careers in Engineering and Science (DICE) project.
The researchers, from Heriot-Watt’s School of Social Sciences and the Edinburgh Business School, conducted interviews with 48 staff and managers across eight organisations of different sizes.
Professor Kate Sang, an expert in gender and employment studies, said: “The overwhelming message is that managers want to do a good job – they just don’t always know how.
“When managers are supported with the right training and guidance, they have the confidence to listen and respond, and when workplaces normalise adjustments, everyone benefits.
“Inclusion boosts innovation and retention - it’s not just the right thing to do, it makes business sense.”
Simple changes to business practices
The report highlights that inclusive practices are already making a difference. Flexible and remote working, open workplace cultures and simple adjustment processes were all found to help disabled and neurodivergent staff thrive.
Professor Sang said: “Simple things like accurate job descriptions, providing an agenda ahead of meetings or reducing sensory distractions in the workplace can all have an impact.”
An attitude, not a checklist
For managers who do want to support staff, the research shows that best practice isn’t about ticking boxes.
Professor Sang explained: “It isn’t a prescriptive checklist.
“The best thing a manager can do is listen to people, trial adjustments and adapt to the context. “What works on a construction site will differ from a laboratory or office.”
Adjustments, she argued, should also be straightforward: “If someone says they need support, believe them.
“Don’t make them wait years for a diagnosis or put them through an ordeal to prove it. Many conditions – like endometriosis – can take a decade to diagnose.
“People shouldn’t have to jump through hoops just to get reasonable adjustments.
Embedding inclusion
Professor Sang concluded: “We are already seeing employers making positive changes. The next step is to embed inclusion into day-to-day practice so it doesn’t rely on individual effort, and diverse talent is supported to succeed.”
The DICE team is now developing training for line managers, due to launch in late 2025. The project was funded by the Engineering and Physical Sciences Research Council (EPSRC) Impact Acceleration Account.
The report is available to view online.