Neurodiversity tribunal claims surge as manager confidence gaps persist
More than a third of managers lack confidence when discussing workplace adjustments for neurodivergent employees, according to new research from compliance training provider VinciWorks
The survey, based on responses from 495 HR and compliance professionals, found that 35% believed managers in their organisation were not confident in holding conversations about reasonable adjustments. Around 30% described managers as only slightly confident, while 5% said managers had no confidence at all. At the higher end of the scale, just 6.5% said managers were highly confident when handling these discussions.
With estimates suggesting that at least one in seven people in the UK is neurodivergent, gaps in managerial confidence could have significant implications for workforce support and inclusion.
The findings come amid a sharp rise in legal claims linked to neurodiversity discrimination. Separate analysis by employment law firm Irwin Mitchell, based on data from His Majesty’s Courts and Tribunals Service (HMCTS), found that tribunal claims involving neurodiversity discrimination have increased by 95% over the past five years.
In the most recent year, 517 cases were recorded, compared with 265 in 2020. The data also showed a 19% rise between 2024 and 2025. Conditions such as autism and ADHD were among the most commonly cited in claims. The average cost of defending a single tribunal case is estimated to be around £8,500 in legal fees alone, before any settlement or compensation is considered.
Perception gaps around workplace support
More than half of respondents (57%) described their organisation as supportive of neurodiversity. However, 28% said they were unsure whether this was the case, and 16% disagreed with the statement.
At the same time, nearly one-third (31%) identified a lack of staff awareness as the biggest obstacle to improving support for neurodivergent employees. Manager confidence was the second most commonly cited barrier, selected by 22% of respondents.
The findings suggest that some organisations may be judging their progress based on the existence of policies rather than their effectiveness in practice.
Training remains limited
Fewer than four in 10 organisations reported delivering formal neurodiversity training. Among those that had introduced training, only 21% said it formed part of an ongoing programme rather than a single session.
Meanwhile, 38% said their organisation had not yet provided neurodiversity training but intended to do so, while 14% reported having no current plans to introduce such training.
Experts have long suggested that one-off sessions rarely lead to lasting behavioural change, with repeated training and practical guidance more likely to improve confidence among managers supporting neurodivergent staff.
Awareness identified as a key barrier
When asked to identify the single biggest barrier to improving workplace support, 31% cited low awareness among staff. Manager confidence followed at 22%, meaning issues related to knowledge and training accounted for more than half of all responses.
Other commonly cited challenges included time and budget pressures (16%), workplace culture issues (14%) and unclear or inconsistently applied policies (11%). Only 6.5% said their organisation faced no major barriers.
The findings highlight the importance of embedding support mechanisms into everyday workplace practice, rather than relying solely on written policies.
Legal risks likely to increase
Recent tribunal decisions have demonstrated how failing to make reasonable adjustments can create legal exposure for employers. Adjustments may involve not only physical workplace changes but also day-to-day working practices, including communication methods and recruitment processes.
Planned reforms to employment law are also expected to affect the volume and complexity of workplace disputes. Proposed changes include expanding access to unfair dismissal claims, extending time limits for bringing tribunal cases from three to six months, and removing compensation caps in certain circumstances.
These developments are expected to increase pressure on employers to demonstrate that support for neurodivergent employees is not only outlined in policy but implemented effectively in practice.
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