Conversations about neurodiversity in the workplace have become increasingly common over recent years. As awareness grows, many employers are finding themselves navigating situations they may not have encountered before, including requests for workplace accommodations, discussions about ADHD or autism, and challenges around performance, communication and workplace behaviour.
Unfortunately, these conversations can sometimes become polarised. On one side, employers may fear they are unable to address legitimate workplace concerns if an employee has disclosed a neurodiverse condition. On the other, employees may feel misunderstood, unsupported, or unfairly judged for behaviours linked to the way their brain processes information.
The reality is that neither perspective is entirely right or wrong. Like most employment issues, the answer lies somewhere in the middle.
Understanding the Employer's Perspective
Many employers genuinely want to do the right thing but often feel uncertain about where their obligations begin and end.
Business owners and managers are ultimately responsible for ensuring work gets done, customers are looked after, deadlines are met, and teams function effectively. When an employee is struggling with organisation, communication, time management, attendance, interpersonal relationships or meeting expectations, it can place pressure on the wider team and the business as a whole.
It is not uncommon for employers to feel frustrated when they have invested significant time providing feedback, coaching and support but continue to see the same issues arise. Some become concerned that raising concerns may expose them to legal risk if the employee has disclosed a neurodiverse condition. Others worry about perceptions of fairness from other team members who may feel they are being held to different standards.
These concerns are understandable. Employers are not expected to ignore genuine performance or conduct issues simply because an employee is neurodivergent.
Understanding the Employee's Perspective
At the same time, many neurodivergent employees spend much of their working lives trying to fit into systems and environments that were not designed with them in mind.
An employee with ADHD may be working significantly harder than others simply to stay organised. An autistic employee may be carefully navigating social interactions that others find effortless. Someone with dyslexia may spend additional time checking written work to avoid errors.
When challenges arise, these employees can become frustrated when their efforts are interpreted as laziness, carelessness, lack of commitment or poor attitude. Many report feeling that they are constantly being asked to adapt to the workplace while little consideration is given to whether the workplace could adapt to them.
This can create a cycle where the employee feels misunderstood, the employer feels unsupported, and the relationship begins to deteriorate.
What Are Reasonable Accommodations?
Reasonable accommodations are adjustments that help remove barriers preventing an employee from performing their role effectively.
Contrary to what some people assume, accommodations are not about giving someone an advantage. Nor are they about lowering standards or removing accountability. The purpose is to create an environment where the employee has a fair opportunity to succeed.
Sometimes the required adjustment is relatively simple. Clearer written instructions, more structured prioritisation, flexibility around how work is organised, additional processing time for information, or reducing unnecessary distractions can significantly improve outcomes.
However, it is equally important to recognise that accommodations must be reasonable. Employers are not required to implement every adjustment requested, particularly where doing so would create significant operational difficulties or fundamentally alter the nature of the role.
The obligation is to genuinely consider what is reasonable in the circumstances, not to provide unlimited flexibility.
Support Does Not Mean No Accountability
One of the biggest misconceptions we encounter is the belief that once neurodiversity enters the conversation, performance management can no longer occur.
That is not the case.
Employees remain responsible for performing the essential requirements of their role. Employers are still entitled to set expectations, provide feedback, address concerns and, where necessary, implement formal processes.
The difference is that before taking action, employers should consider whether there are underlying factors contributing to the issue and whether reasonable accommodations may assist.
For example, if an employee with ADHD is struggling with deadlines, the appropriate response may not be to immediately conclude they are underperforming. It may be necessary to first consider whether clearer prioritisation, regular check-ins or task management tools could help.
If those supports are provided and the concerns continue, the employer may still need to address the performance issues. Providing accommodations does not remove accountability; it simply helps ensure the process is fair.
The Legal Risks of Getting It Wrong
Problems often arise when employers focus solely on the behaviour they are seeing without taking the time to understand what may be contributing to it.
Where an employer knows, or ought reasonably to know, that an employee has a neurodiverse condition, it is important to consider whether accommodations should be explored before progressing to disciplinary action, performance management or dismissal.
Failure to do so can create significant legal risk. Depending on the circumstances, employers may face claims relating to unjustified disadvantage, unjustified dismissal or discrimination.
However, the reverse can also occur. Some employers become so concerned about legal risk that they avoid addressing issues altogether. This can lead to frustration within teams, declining performance standards and perceptions of unfairness among other employees.
The law does not require employers to tolerate poor performance indefinitely. It requires them to act fairly, reasonably and in good faith.
The Importance of Open Conversations
In most cases, the best outcomes occur when both parties engage openly and constructively.
Employees should be prepared to explain the challenges they experience and, where possible, identify accommodations that may assist. Employers should approach those conversations with an open mind, seeking to understand rather than make assumptions.
Neither side benefits when conversations become adversarial.
The goal should not be to determine who is right or wrong. The goal should be to identify practical solutions that allow the employee to perform effectively while ensuring the operational needs of the business continue to be met.
Finding the Right Balance
Neurodiversity in the workplace is not about choosing between support and accountability. Successful workplaces recognise that both can coexist.
Employees deserve to be understood, treated fairly and given a reasonable opportunity to succeed. Employers deserve to have productive teams, clear expectations and the ability to address genuine workplace concerns.
The most effective organisations understand that accommodating neurodiversity is not about lowering the bar. It is about ensuring that people have a fair opportunity to reach it.
At proHR, we regularly assist both employers and employees to navigate the complex intersection between neurodiversity, workplace performance, reasonable accommodations and legal obligations. We understand that these situations can be challenging for everyone involved. Employers are often trying to balance operational requirements with their duty to support employees, while neurodivergent employees may be struggling to have their needs understood and appropriately accommodated.
Whether you are an employer seeking guidance on your obligations and how to manage workplace concerns fairly, or an employee who feels unsupported, misunderstood or disadvantaged because of a neurodiverse condition, obtaining advice early can often prevent issues from escalating and help preserve productive working relationships.
If you would like practical, balanced advice tailored to your situation, contact proHR for a confidential discussion. We can help you understand your rights, obligations and options, and work towards outcomes that are fair, reasonable and workable for all parties.