Although the 2025 survey relates to ICAEW-accredited legal services firms, the guidance may also be useful for other ICAEW firms. It does not create new regulatory requirements or provide employment law advice, although firms should be aware that some neurodivergent employees may have protections under the Equality Act 2010.
What our 2025 diversity survey tells us
Results from our survey revealed that 11% of employees (all individuals working within an ICAEW-accredited probate firm) identified as neurodivergent, however, 67% of these individuals had not disclosed this to their employer. This is broadly consistent with wider research on workplace disclosure rates.
There can be many reasons why someone may choose not to disclose that they are neurodivergent. These can include concerns about stigma or discrimination, uncertainty about how information will be received, concerns about career progression, or uncertainty about what support may be available. Delays in obtaining a formal diagnosis may also affect whether someone feels able to discuss their support needs or workplace adjustments.
Research into neurodivergence in the legal sector by neurodiversikey® similarly highlights concerns about discrimination and access to workplace adjustments. Among legal professionals surveyed their research also found that 45% did not identify as disabled based on their neurotype.
Why inclusive workplace practices matter
An inclusive workplace can help employees contribute effectively and can support positive workplace culture, employee wellbeing and retention. Including neurodivergent employees at work is called 'neuroinclusion'.
Disclosure is voluntary. However, many workplace practices that improve accessibility for neurodivergent employees can also benefit the wider workforce.
Five areas to consider for an inclusive workplace
The guidance focuses on the following areas, drawing on research and examples of good practice to provide a practical starting point for firms considering how to develop a more inclusive workplace.
1. Leadership and workplace culture
Leaders and managers play an important role in creating a workplace where employees are treated with dignity and respect.
Questions to consider
- Do leaders demonstrate inclusive and respectful behaviours in practice?
- Do employees know where to go if they need support?
- Are employees encouraged to raise concerns or suggest improvements?
- Is neurodiversity considered as part of wider equality and wellbeing activity?
Practical steps might include:
- Encouraging respectful and open conversations about different working styles.
- Challenging inappropriate language, stereotypes or assumptions.
- Making clear that employees can raise support needs without having to disclose more information than is necessary.
- Seeking feedback from employees about their workplace experience.
2. Communication and management
Clear and consistent communication can reduce unnecessary barriers and uncertainty.
Questions to consider
- Are expectations, priorities and deadlines communicated clearly?
- Do managers feel able to have constructive conversations about support?
- Are employees given appropriate opportunities to ask questions or clarify expectations?
- Are meetings and training accessible to different communication and processing needs?
Practical steps might include:
- Re-checking or asking whether instructions and expectations are clear.
- Circulating meeting agendas in advance where practical.
- Summarising decisions and actions following meetings.
- Allowing reasonable time for questions and follow-up.
- Using clear, accessible language in workplace policies and communications.
3. Recruitment, performance and adjustments
Some recruitment and performance processes could unintentionally create barriers.
Questions to consider:
- Could recruitment or assessment processes create unnecessary barriers?
- Are expectations within performance management processes clear?
- Is there a clear and accessible process for requesting workplace adjustments?
- Are adjustments reviewed where circumstances change?
Practical steps might include:
- Focusing recruitment and assessment on the skills and requirements of the role.
- Considering whether adjustments to recruitment processes are appropriate.
- Providing clear expectations and objectives.
- Considering individual requests for workplace adjustments carefully and proportionately.
- Reviewing adjustments with the employee to establish whether they remain effective. Clear and consistent communication can reduce unnecessary barriers and uncertainty.
4. The working environment
The physical and digital working environment can affect how different employees work.
Questions to consider:
- Are there unnecessary sources of noise, distraction or sensory pressure?
- Is there access to quieter or alternative working arrangements where feasible?
- Does workplace technology support accessibility?
- Are hybrid and remote working arrangements considered where appropriate?
Practical steps might include:
- Providing quieter working spaces where feasible,
- Considering lighting, noise and screen glare.
- Allowing flexibility in workspace arrangements where appropriate.
- Considering the impact of hot-desking.
- Ensuring that workplace technology and digital information are accessible.
5. Awareness, feedback and support
Awareness can help reduce misconceptions about neurodiversity but should be accompanied by meaningful workplace practices. Employees should not be expected to disclose their neurodivergence to contribute to discussions about workplace accessibility.
Questions to consider:
- Do employees know where they can obtain support?
- Do employees have opportunities to provide feedback about workplace practices?
- Are awareness activities informed by the experiences of neurodivergent employees?
- Does the firm review whether its inclusion measures are effective?
Practical steps might include:
- Providing appropriate awareness training for managers and employees.
- Signposting relevant sources of information and support.
- Supporting employee networks or peer groups where appropriate.
- Seeking feedback about workplace experiences.
- Involving employees in developing relevant workplace initiatives.
Considerations for smaller firms
Firms do not need a dedicated specialist team or extensive resources to consider whether their workplace is inclusive. Small firms may wish to start by asking:
- Do employees know who they can speak to if they need support?
- Are our management and communication approaches clear and flexible?
- Could small changes to our workplace or processes remove unnecessary barriers?
- Do we respond constructively when employees raise support needs?
ICAEW's workplace guidance
This resource aims to help firms reflect on their existing practices and identify possible improvements to support neurodivergent employees. It is informed by data from our biennial diversity monitoring survey.
Further information
ICAEW resources
- How to be an ally: managing neurodiverse teams
- Building an equitable workplace: senior leaders’ role
- The role managers play in creating a fair workplace
- How to audit culture
- How can you encourage neurodiversity in your organisation?
- Probate diversity data results
External resources
- Resources | neurodiversikey®
- Neurodiversity Toolkit | Business Disability Forum
- Reasonable adjustments for workers with disabilities or health conditions | GOV.UK
- Making your organisation neuroinclusive – neurodiversity at work | ACAS
- Neurodiversity at work – reasonable adjustments | ACAS
- Autism and neurodiversity | National Autistic Society
- Mindful Business Charter | MBC
ICAEW's workplace guidance
Reflect on your firm's existing practices and identify possible improvements to support neurodivergent employees.
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