For employers & managers

Knowledge triggers the duty

If a manager knows someone is struggling in a way that suggests disability, the organisation may be fixed with knowledge even without a formal diagnosis label.

Ref: Equality Act 2010 case law concepts on knowledge

What to do: Train managers to explore support early, not wait for a medical certificate.

Do not wait for a perfect diagnosis

Trial adjustments can start while assessment is pending. Delaying all support for months is risky.

Ref: EHRC employment guidance

What to do: Agree temporary adjustments in writing within two weeks of a request.

Recruitment that does not filter out talent

Timed online tests, handwritten tasks and unclear instructions create avoidable barriers. Offer alternatives.

Ref: Equality Act 2010 | Disability Confident

What to do: Audit hiring tasks for reading/writing speed bias; offer adjustments by default.

Document the process

Keep records of requests, assessments, decisions and reviews. Good records protect employees and employers.

Ref: ACAS | EHRC

What to do: Use a simple support plan template with review dates.

Cost is rarely a defence for small fixes

Many effective adjustments are low-cost (formats, time, software). Cost arguments must be reasonable in context.

Ref: Equality Act 2010 reasonableness factors

What to do: Cost each option fairly and consider Access to Work before refusing.

Culture and psychological safety

People disclose when it is safe. Retaliation after disclosure is unlawful victimisation.

Ref: Equality Act 2010 victimisation

What to do: Publish a clear neurodiversity statement and confidential HR route.

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