While discussions around supporting neurodivergent people in the workplace have often started with looking at a person’s diagnosis, a newly published government report argues that employers should instead be asking: what does this individual need to perform their best?
What is the DWP report?
In January 2025, the Department for Work and Pensions (DWP) launched an independent expert panel to explore how to improve the inclusion of neurodivergent people in the workplace.
Published on 2 October 2026, the panel’s final report and recommendations build on the Buckland Review of Autism and Employment, published in February 2024, by broadening the focus from the experiences of autistic people to neurodivergent people more generally. The report identifies barriers to workplace inclusion and sets out recommendations for employers and policymakers that, if implemented, would significantly improve support for neurodivergent people throughout their employment.
The panel’s central recommendation is that support should be needs-led, and not dependent on a formal medical diagnosis. Rather than looking at a list of perceived deficits and using that to work out what support a person might need, the panel advocates for identifying and responding to the specific needs of the individual.
The government announced its support for this recommendation in its response to the DWP report, reflecting a broader shift towards person-centred, tailored support over the traditional one-size-fits-all approach.
What else does the panel recommend?
Some of the key recommendations for policymakers and government include:
- Introduce a 2-week deadline for employers to respond to requests for reasonable adjustments.
- Mandatory disability employment and pay gap reporting for employers.
- Promote Universal Design principles and ensure sensory-friendly design in national policy and building regulations.
Employers are recommended to:
- Build ‘psychologically safe, inclusive cultures’ and build policies in collaboration with people that have lived experience of neurodivergence.
- Reframe reasonable adjustments as ‘performance optimisation’ for everyone, rather than as special privileges.
- Adopt and use triage models for responding to and implementing adjustments.
What do employers need to do?
The recommendations set out in the DWP report are not legally binding. However, employers should not dismiss them as merely aspirational.
The report represents a significant contribution to the ongoing conversation around neurodiversity and workplace support, and is expected to influence future policy and guidance. In the meantime, it’s possible that employees and job applicants will look to the report's recommendations as a benchmark when assessing whether they have been adequately supported.
Beyond the obvious benefits for employees, a proactive and needs-led approach can deliver significant commercial benefits for employers. Employees who are properly supported are more likely to be engaged and productive, while the risk of workplace disputes can be reduced through the early identification and resolution of issues.
Thorntons’ practical recommendations for employers are to:
| Speak with your neurodivergent employees. | A recurring finding in the DWP report is that the most effective support arrangements are those that are co-designed with people who have lived experience. |
| Review your process for responding to requests for reasonable adjustments. | Ask whether your line managers know what the process is and consider how requests for support are viewed more broadly within your organisation. Are they treated as special benefits, or as measures designed to help people perform at their best? |
| Consider how you might monitor recruitment, retention and progression data. | Do you have the tools in place to identify whether neurodivergent employees are leaving at higher rates or facing barriers to progression? |
| Equip managers to have conversations about support needs. | Managers are often the first point of contact when an employee requires support, so ensuring they understand both the process and the purpose of workplace adjustments is essential. |
| Focus on individual needs rather than labels. | While a diagnosis may provide useful context, support should be guided by what the person tells you they need to do their job effectively. |
Legal advice for employers and employees
Get in touch with our Employment Law team if you have any questions or concerns about the DWP’s report on neuroinclusion. Our expert solicitors can help you understand the potential implications and advise on how best to implement the right tools, resources and support.
