Workplace Accommodations for Neurodivergent Employees: A Practical Guide
- MindMatters Clinic
- 10 hours ago
- 7 min read
Disclaimer: This article offers general information, not medical or legal advice. It is not a substitute for personalised advice from a qualified clinical or legal professional.
An estimated 15 to 20 percent of the workforce are neurodivergent [1], which includes ADHD, autism, dyslexia, dyscalculia, and dyspraxia, among others. This means every workplace in Aotearoa New Zealand employs neurodivergent people, whether they have disclosed or not. Being neurologically different brings significant strengths, but it can also make typical work environments challenging - the right adjustments or adaptations can make all the difference.
Do I tell my manager about my diagnosis? How do I ask for accommodations, or even know what I need? How, as an employer, should I approach these conversations?
This article is a practical guide for anyone navigating these questions, whether for yourself, a loved one, or someone who reports to you.
What are workplace accommodations?
Workplace accommodations for neurodivergent employees (sometimes called workplace adjustments) are changes to how, when, or where work is done, so a person can do their job well. Most are small and cost little or nothing [2]: For example, noise-cancelling headphones, agendas in advance, instructions in writing not just verbally, a desk away from foot traffic, or flexibility in start times.
While some helpful adjustments might be available to all employees, such as a flexible working policy or bookable quiet rooms, accommodations for an individual are targeted to their specific needs. What works varies from person to person, so accommodations are best discussed and agreed between the person and their employer.
Neurodivergent employees are a workplace advantage
It's important to put accommodations in context: Neurodivergent employees are an asset to workplaces. Studies have found that, with the right fit and support, neurodivergent employees perform as well as or better than their colleagues [3]. For example, supervisors of autistic employees have rated their work quality, reliability, and attention to detail above average [4, 5], and research on leadership shows that clear, supportive management gets the best from autistic team members, the same management that benefits everyone [6]. A major review concluded that neurodivergent employees often bring distinct strengths to their work, and that accommodations are a small investment for the contribution returned [1].
Our rights to workplace accommodations in New Zealand
In Aotearoa New Zealand, neurodivergence is recognised under disability legislation. Neurodivergent employees are entitled to request accommodations specific to their individual needs, not just the universal options available to all kaimahi (staff). Employers are expected to genuinely consider these requests, including whether they are "reasonable". Te Kāhui Tika Tangata Human Rights Commission publishes helpful guidance on reasonable accommodation for both employees and employers [7]. Separately, all employees in New Zealand can request flexible working arrangements from their first day of employment, irrespective of disability status [8].
If a request isn't being taken seriously, support is available: Free options include Employment New Zealand's early resolution service, Community Law, or, for serious concerns, a complaint to the Human Rights Commission.
Should I tell my employer I have ADHD or autism?
Disclosure is a personal decision; there's no single right answer. Awareness of neurodivergence is growing, but New Zealand workplaces are still relatively early in that journey, and they will vary in how well they understand and respond.
Some things disclosure can offer:
It allows us to request accommodations specific to our needs
It can bring relief at no longer managing everything alone
We can be more open at work, reducing the exhaustion of "masking"
Our manager has an explanation for why certain environments or tasks are harder, that these aren't a personal fault or skill to be "developed"
Some reasons people hold back:
Stigma is real, and we might hold concerns about being judged, underestimated, or treated differently. Research suggests many neurodivergent employees stay quiet for exactly these reasons [1].
Though it must be kept confidential and cannot lawfully be used against us, once shared, information can't be unshared.
How to disclose neurodivergence and request accommodations
Start with an initial conversation - We can choose who to approach first: Some prefer to talk with their line manager, others go to their People and Culture or HR team.
An employer may request documentation to verify diagnosis, such as a clinical letter. However, reasonable accommodations should ultimately focus on needs, not labels, and many employers understand there are significant barriers to accessing diagnoses in New Zealand.
Prepare a few suggestions, but stay open - accommodations need to work for us, the job we are in, and our employer. This can take a bit of negotiation.
The best approach is iterative - Try something, see how it works for both parties, and fine-tune together.
If something more substantial is needed, put the request in writing, be specific about what's being asked for and how it helps the job get done well, and ask for a time to discuss it.
What if we don't know what we need?
Often we don't arrive at this with a neat list of needs. We just know work feels harder or seems to cost us more energy than for others. That's a completely normal starting point, and it's still enough to ask for help.
It can be useful to spend some time thinking about what might make a difference before starting the conversation.
Reflect on when work feels hardest - meetings? Open-plan noise? Verbal instructions? Big unstructured projects? This can point toward what to try.
Browse lists of common accommodations - this can turn "I'm struggling" into "I'd like to try a couple of things". Our free Reasonable Accommodations ideas list, linked at the end of this article, was developed for exactly this purpose.
For employers reading this
These conversations, from anyone, are an opportunity: Each one builds a workplace where people do their best mahi (work) and it's safe to think differently.
Take it seriously - Don't underestimate the need for accommodations. Neurodivergent employees have the right to request these, even if their work performance appears unaffected. Often, employees who come forward are struggling in silence, at significant cost to their energy and wellbeing, even when on the surface everything appears fine.
Explore options together - Remember, they may not know exactly what they need yet. Perhaps start with an ideas list like the free downloadable PDF at the end of this article. Agree on an initial plan, and schedule a review to see what's working for both parties. Be clear about the limitations of what can be offered, and if you are agreeing to trial an accommodation but aren't sure it could be reasonably sustained, say so. Lack of clarity causes unnecessary stress.
Consider accommodations permanent - Over time, most people land on a toolkit that genuinely works. Once established, it should become a permanent fixture of how they do their role. Neurodivergence is a lifelong neurodevelopmental difference, so accommodations that are working shouldn't need to be re-justified each year.
Don't try to change the person - How their brain operates is part of who they are. Neurodivergent people can't be "trained" or "developed" to think differently. It's not a personal flaw or skills deficit.
Protect privacy and confidentiality - You shouldn't share with anyone without the person's expressed consent. If you would like to involve someone else, for example to get advice from HR or a clinical specialist, discuss this with the person first. Agree on how any accommodations visible to the team will be explained.
It's also worth knowing that government-funded support, for example via Ministry of Social Development, may be available to help cover the cost of workplace accommodations.
We can start the conversation without full disclosure
Something many people don't realise is that there are degrees to disclosure. When we aren't ready to formally disclose our diagnosis at work, we can still share how we work best. As examples, anyone can say things like:
Can I please have the agenda in advance?
I process written information better than verbal instructions. Could you put this in an email?
Would you show me an example of a good report?
Can I keep my headphones on to help me focus?
Could we check in for five minutes in the morning to run through my priorities?
Do you mind if I take notes while we talk?
Is it okay if I fidget while we talk? It helps me listen.
Can you please confirm what group activities are involved?
Would you mind if I wore my hat? I'm sensitive to the lighting.
I work best with clear deadlines, when do you need this by?
These are working-style conversations, not medical ones. Beyond meeting our own needs, these comments build a shared language in the workplace: Every time someone says something like the examples above, we are collectively acknowledging our minds work differently, whether we're neurodivergent or not. Good managers and teams welcome these kinds of statements, because everyone has a working style.
Free downloadable resources
Download our free Neurodiversity at Work handout for teams and managers, and our Reasonable Accommodations ideas list, developed in consultation with specialist psychologists, neurodivergent employees, and New Zealand workplaces.
If your organisation wants to go further, MindMatters Clinic runs engaging, psychology-led workshops for managers and employees on neurodiversity at work, as well as consultation for people leaders and individual support. Get in touch at info@mindmatters.clinic.
MindMatters Clinic are a team of New Zealand leading clinical experts offering training workshops, resources, and employee clinical support, as well as diagnostic adult ADHD, autism, and AuDHD assessment. MindMatters specialises in the areas of workplace wellbeing, mental health, and neurodiversity.
References
[1] Doyle, N. (2020). Neurodiversity at work: A biopsychosocial model and the impact on working adults. British Medical Bulletin, 135(1), 108-125. https://doi.org/10.1093/bmb/ldaa021
[2] Job Accommodation Network (2024). Accommodation and Compliance: Low Cost, High Impact. https://askjan.org/topics/costs.cfm
[3] Smith, M. D., Belcher, R. G., & Juhrs, P. D. (1995). A Guide to Successful Employment for Individuals with Autism. Baltimore: Brookes Publishing.
[4] Hagner, D., & Cooney, B. F. (2005). "I do that for everybody": Supervising employees with autism. Focus on Autism and Other Developmental Disabilities, 20(2), 91-97.
[5] Hillier, A., Campbell, H., Mastriani, K., et al. (2007). Two-year evaluation of a vocational support program for adults on the autism spectrum. Career Development and Transition for Exceptional Individuals, 30(1), 35-47.
[6] Parr, A. D., & Hunter, S. T. (2014). Enhancing work outcomes of employees with autism spectrum disorder through leadership. Autism, 18(5), 545-554.
[7] Te Kāhui Tika Tangata Human Rights Commission. Reasonable accommodation guidelines. https://tikatangata.org.nz/resources-and-support/guidelines/reasonable-accommodation-guidelines
[8] Employment New Zealand. Flexible working arrangements. https://www.employment.govt.nz/hours-and-wages/flexible-work/
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