What's on this page?

Some law firms do support employees in accessing a diagnostic assessment for neurodivergence, but this is not standard across the profession. Where support is available, it usually comes through one of the following routes:

Some firms offer private health insurance as part of your benefits package. In a few cases, this can be used to cover or contribute to the cost of an autism or ADHD assessment. What is included will depend on the provider and the specific policy your firm has chosen. Some providers only fund assessments if they are linked to mental health difficulties or another specific referral route.

If your firm offers private healthcare, you can check the policy documents or ask HR for a copy of the mental health coverage details. If you are not comfortable disclosing why you are asking, you can frame it as a general question about what is included.

Some firms will refer employees to occupational health services if you disclose difficulties that are impacting your work. An occupational health report will not diagnose you, but it may suggest that you seek a full assessment and can recommend adjustments in the meantime. In some cases, this referral process can be a stepping stone to securing funding or support for a diagnosis later.

In some firms, the disability or neurodiversity staff network, HR team, or mental health first aiders may help you explore the possibility of getting assessed. While they usually will not organise the assessment directly, they may help you find information, advocate on your behalf, or flag up support routes you were not aware of.

Some firms have publicly shared that they have supported individuals in accessing diagnostic assessments, often through private healthcare or case-by-case support. These include:

• Linklaters and Clifford Chance — through private health cover and wellbeing support routes
   
• Browne Jacobson — via public statements about supporting neurodivergent staff, including access to assessments
   
• Pinsent Masons — in interviews, some staff have mentioned being supported to pursue a diagnosis while at the firm

Please note that this support is not guaranteed for every employee, and it is often based on individual circumstances. The firm may also have limits on what they can fund or how they handle referrals.

If your firm does not offer direct access to an assessment, you still have options:

• You can still ask. Some firms will consider funding a private assessment on a case-by-case basis, especially if you explain how it relates to your ability to work effectively.
   
• You can look into self-referral routes or NHS pathways, though waiting lists can be long.
   
• You can request workplace adjustments without a formal diagnosis. If you are able to describe your needs and how they affect you at work, some firms will agree to put changes in place even without a report.
   

Asking for adjustments can feel daunting, especially when you’re new to the role or unsure how things work behind the scenes. But most law firms do have systems in place, even if they’re not particularly easy to find or understand.

Here’s a step-by-step guide based on what law firms tend to do in practice:

Some firms have an internal adjustments policy, though it’s usually buried in the HR or people team section of the intranet. Others may not have anything written down but still follow an informal process.

You can look for key words like:

• “Reasonable adjustments” 
• “Disability or health support”
• “Wellbeing” or “inclusion policies”
• “Occupational health” or “OH referrals”

If you can’t find anything, it’s completely fine to ask. You could say:

“Is there a process for requesting workplace adjustments or getting support for health or neurodivergence-related needs?”

If you don’t feel comfortable asking HR straight away, you could speak to your supervisor or someone in a staff network who may know how the process works.

In many firms, once you flag a need for adjustments, you’ll be referred to occupational health. This is fairly standard and is not about assessing whether you’re “disabled enough”, it’s a way of getting an independent report on what adjustments might help.

Here’s how it usually works:

• You have a short meeting (online or in person) with an occupational health professional
• They ask questions about what you’re finding difficult, any diagnosis you may have, and what helps you
• They write a report with recommendations for adjustments (e.g., flexible hours, noise-cancelling headphones, written instructions, longer deadlines where possible)

This report goes to HR or the relevant people team, who usually discuss it with you and your manager before implementing anything.

It can feel clinical or uncomfortable, and the level of understanding and knowledge can differ depending upon which external organisation is used.

Try to reflect on what tasks or situations make your role harder, and what has helped in the past. This could include:

• More notice for deadlines or meetings
• A quieter working space or permission to work from home a couple of days a week
• Clear written instructions instead of verbal ones
• Adjustments to performance reviews or supervision styles
• The option to wear noise-cancelling headphones or take sensory breaks
   
• If you’re not sure what you need yet, you can say that too:

“I’ve been finding some parts of the role difficult but I’m still working out exactly what would help. Would it be possible to speak to someone or go through the adjustments process to explore options?”

It helps to follow up in writing, especially after a chat with your supervisor or HR. This doesn’t need to be formal or legal, something short and practical is enough:

“Thanks for the chat earlier. Just to confirm, I’d like to explore some adjustments to support me at work. Happy to go through any formal process or referral if needed.”

If it goes to occupational health, you can also ask to see the report before it’s sent to your manager or HR.

Adjustments are meant to evolve with your needs. If something isn’t working, or things change over time, you’re allowed to go back and revisit the process. That might mean updating an occupational health report, having a review meeting or suggesting a new adjustment.

This is normal, especially in law, where different teams or deadlines can impact how accessible things feel.

It’s okay to say, “I’m not sure what I need but I know I’m struggling.” You don’t have to figure it all out on your own. A good HR team or manager will work with you to explore what’s possible.

Access to Work is a government scheme that helps fund extra support to make your job more accessible. It’s for disabled people, including many neurodivergent people, and can be a lifeline, especially in workplaces that aren’t always set up with you in mind.

You can apply whether you’re employed, self-employed, part-time, in a training contract or even working remotely. You don’t need a formal diagnosis, but you do need to explain how your neurodivergence or health needs affect you at work.

Access to Work can pay for:

• Assistive technology (e.g. speech-to-text, screen readers)
   
• Specialist coaching, ADHD or autism support
   
• Noise-cancelling headphones or sensory tools
   
• Travel to work (if public transport isn’t accessible)
   
• A support worker or job aide
   
• Mental health support (usually six sessions)
   
• Communication support for meetings
   

It’s not there to replace your firm’s legal duties, it’s meant to add extra support on top, especially when your needs go beyond what your employer is used to providing.

This is the part that gets messy.

In theory:

1. You apply online
    
2. You have an assessment
    
3. A report is written recommending support
    
4. Access to Work agrees to fund that support
    
5. It’s put in place quickly and smoothly
    

In practice, especially in law firms:

• You often have to organise everything yourself

You might be asked to research equipment suppliers, find coaches, collect quotes, and manage the back-and-forth with HR and Access to Work. This can feel like another job on top of your actual job.
 

• Funding is usually paid in arrears.

That means your employer pays upfront, then claims it back. Some firms are supportive. Others delay, or expect you to pay and wait for reimbursement. This isn’t realistic for many people.
 

• There are delays.

It’s common to wait several months to get the assessment, and even longer for funding decisions. If you’re already struggling, that delay can make things worse.
 

• Some support isn’t fully covered.

For example, you might be approved for coaching, but only at a capped rate. If your preferred coach charges more, you or your employer may have to cover the difference.
 

• It depends how informed your firm is.

Some law firms are familiar with Access to Work and will help you apply or cover costs up front. Others haven’t heard of it, or might treat it like a hassle. You might need to explain how it works and why it’s separate from internal adjustments.
 

• Apply early, don’t wait until things become unmanageable.
   
• Keep written records of everything: emails, calls, reference numbers.
   
• Ask for help, especially if your firm has a disability or neurodiversity network.
   
• If your firm expects you to cover costs upfront and you can’t, tell Access to Work. They can arrange direct payments to suppliers in some cases.
   
• If you’re worried about delays, you can still ask your firm for internal support while your application is being processed.
   

You don’t have to figure it all out alone.

• Scope’s Access to Work Advice Line
  Free one-to-one support if you’re confused, facing delays or not sure how to challenge a decision.
  Visit Scope’s ATW support page
   
• Autistic UK, Neurodivergent Self-Advocacy groups
  Many have guides, scripts and example application responses from people who’ve been through the process.
   
• LawCare
  If the stress of navigating this system is affecting your wellbeing, LawCare offers free and confidential support for legal professionals.
  Visit LawCare
   

It can be frustrating when your firm talks about diversity in vague terms, but never mentions neurodiversity. Maybe there is no visible support. Maybe you are tired of seeing neurodivergence only mentioned once a year during Autism Awareness Week. Or maybe you just want to feel a bit less alone.

Here are some practical ways to encourage your employer to take neurodiversity seriously, without putting all the pressure on you.

You do not need to suggest a full strategy. One concrete idea is enough. For example:

• “Could we include something on neurodiversity in the next internal diversity event or newsletter?”
   
• “Would we be open to hosting a speaker with lived experience of being neurodivergent in the legal profession?”
   
• “Is there any internal data on how many staff have disclosed neurodivergence, and how that is being used?”
   

If your firm already has networks or a diversity committee, they might be open to hearing more. Even sharing a podcast, article or ND Lawyer Project resource (shameless plug!) can spark a conversation.

Progress is often slow because it is not clear who is responsible. You could check the intranet or ask around to find out:

• Who leads on diversity and inclusion
   
• Whether there is a disability or wellbeing champion
   
• If the people or HR team deals with staff networks or support requests
   

You do not need to have everything figured out before speaking to someone. Just letting them know that staff are interested in this area can be helpful.

If you feel safe, try to find others who care about this too. Maybe someone else has asked for adjustments or mentioned support needs in passing. You do not have to build a network on your own. Sometimes it just starts with a few people having a chat or attending a meeting together.

You could also join events run by external neurodivergent-led organisations. Bringing that learning back to your firm can show what is possible.

Some employers only take action when there is a clear business case. That can feel frustrating, but if you think it might help, you could say:

• “People are more likely to stay if they feel seen and supported.”
   
• “This could help us recruit candidates who would otherwise be put off by traditional interviews.”
   
• “Clients are starting to talk about this. We could be ahead of the curve.”
   

You are not reducing anyone to productivity. You are just using the tools available to make change more likely.

Some firms genuinely do not know what good looks like. Sharing trusted resources can make things feel more achievable. These might include:

• The ND Lawyer Project (us)
   
• Neurodiversity in Law and the Legal Neurodiversity Network
   
• The Law Society’s disability inclusion guidance and the Lawyer's with Disabilities Division
   
• Events, blogs or podcasts by neurodivergent professionals
   

You could also ask if your firm would consider signing up to an initiative or becoming a partner with an existing group.

You are not responsible for overhauling your firm’s entire culture. If you are burning out, feeling unsafe, or just do not have the capacity, that is completely valid. You do not have to disclose, lead a network or share personal stories to make change.

Sometimes the smallest actions, a shared article, a quiet suggestion, a one-line question in a meeting, are the ones that make space for someone else to speak up too.

Starting a new job can be overwhelming, especially if you’re neurodivergent. You might be dealing with unspoken expectations, information overload or sensory challenges on top of the usual nerves. These tips are designed to help you settle in, ask for support and protect your energy from day one.

If possible, try to speak to someone trained in adjustments before you start or during your first few days. This might be through HR, a people manager or occupational health. It helps to have support in place before things become difficult. You can also ask for a review meeting later once you’ve had time to settle in and notice what works or doesn’t.

If you’re working in person, ask if someone can show you around the office properly and help with introductions. Being walked around by someone, rather than sent off alone, can reduce anxiety and help you remember who people are and what they do.

This helps if you need time to process things or want to review information later. It can also reduce pressure to take everything in at once, especially if you’re tired or distracted. If something is visual or fast-paced, having it in a written format can make it easier to engage with.

You can ask for a phased start where your workload builds up over time. This might mean fewer hours of chargeable work or a lighter caseload while you get used to new systems and expectations. You could say something like, “It would really help me to ease in gradually while I learn how everything works.”

Ask if there’s a preferred way to raise questions. Some teams have a clear structure, others are more informal. You can say, “I tend to ask a lot of clarification questions when I’m learning. Is it better to ask as I go or keep a list for check-ins?” This can help you avoid feeling like you’re being disruptive.

If your firm offers neurodiversity coaching or you can access it through something like Access to Work, it can be a really useful adjustment. Coaching can help you manage your wellbeing, build routines and develop ways of working that suit your brain. It’s especially helpful if you’re not used to corporate settings or find office culture confusing.

If the office is open plan, loud or bright, see if you can speak to facilities or IT about alternatives. You might be able to reserve a quieter desk, wear noise-reducing headphones or use a separate space when needed. Some firms are happy to accommodate this but may not offer unless you ask.

Keep a log of what you’re told, what’s expected of you and who does what. This doesn’t have to be neat. It could be a list on your phone, a notebook or a document you update as you go. Having this kind of external memory can reduce anxiety and help when your brain is full.

You might feel pressure to say yes to everything or go to every social event. But starting a new job is already a big shift. Try not to overcommit just to seem keen. However, we recognise that this is often not the expectations of firms. it can be a balancing exercise. 

10. Work out who to disclose to (if anyone)

You don’t have to tell everyone you’re neurodivergent. But it can help to decide who you feel safe opening up to. That might be HR, a supervisor or a mentor. Disclosure doesn’t have to be all or nothing, you can choose what to share and when.

11. Look for support and mentorship

See if your firm has staff networks, buddy schemes or mentoring programmes. Even having one person you can check in with makes a huge difference. If there isn’t anything internal, you can also reach out to external groups like the ND Lawyer Project or join peer support spaces online.

Look on your firm’s intranet for:

• The grievance or complaints procedure
   
• The dignity at work or bullying and harassment policy
   
• Reasonable adjustments or disability inclusion policies
   

These documents usually outline who to speak to, how to raise concerns informally and what the formal process looks like if you choose to escalate later. It helps to know your options, even if you don’t plan to use them right now.

Before anything formal, you can raise concerns informally with:

• Your line manager
   
• Someone in HR or the people team
   
• A staff network lead or wellbeing contact
   
• A trusted senior colleague
   

You could say something like:

“I’ve been finding X quite difficult and wanted to talk it through before deciding what to do next.”

This keeps it non-confrontational but puts it on their radar.

Start a private log. Include:

• Dates and times of difficult situations
   
• What was said or done
   
• What you did in response
   
• Any requests for support and how they were handled
   

This is not about preparing for court. It’s about having your own clarity and evidence if you ever need to escalate things later.

ACAS is a government-supported service that offers advice on workplace problems. They’re impartial and can help you:

• Understand your rights
   
• Work out your next steps
   
• Mediate between you and your employer (without it becoming a legal dispute)
   

You can call their helpline or use the website chat. It’s free and you don’t need to take action just because you’ve asked a question.

Visit ACAS

This could be:

• A union rep (if you have one)
   
• A charity like LawCare (for legal professionals)
   
• The ND Lawyer Project (for community advice and lived experience)
   
• A therapist, coach or trusted mentor
   

You don’t have to figure it all out alone. A fresh perspective can help you see things more clearly.

If your workplace pushes back on the word “adjustments,” you can reframe it as a “working style preference” or a “productivity support”. 

For example:

“I find I concentrate much better if I use headphones for part of the day. Would it be okay to keep doing that?”

“Would it be possible to use written instructions rather than verbal ones where it makes sense to do so?”

This isn’t ideal, but it can be more effective in environments where legal terms make people defensive.

If informal routes haven’t helped and you want to flag something without going legal, you can submit a formal grievance. This is different from making a legal claim. A grievance is an internal process where you explain the problem and ask for it to be investigated.

You’ll usually need to:

• Set out your concerns clearly in writing
   
• Include dates, names and specific examples
   
• Say what outcome you’re hoping for
   

This can feel heavy, so it helps to get support before deciding to go down this route.

• You are not being too sensitive
   
• You are not imagining things
   
• You are not weak for not wanting to fight
   
• You are not alone
   

Sometimes survival means choosing peace over principle. Other times it means picking one issue to advocate for. Either way, you’re doing your best inside a system that was not built for you.

Trying to challenge everything that feels unfair will wear you down. Speak up when it matters, especially when your progression, wellbeing or job security are at risk. You can’t fix the whole system. Focus on protecting your peace and energy.

Keep a private log of what’s been said, what you’ve asked for and how you’ve been treated. This isn’t just for legal reasons. It helps you spot patterns, track progress and validate your own experience if things feel confusing or inconsistent.

Find one person you can check in with. That might be a mentor, a trusted colleague or someone from a staff network. Even a quiet message like “I’m finding things difficult, could I check something with you?” can make a big difference.

You might not be able to change your manager or how the organisation works. But you can still set boundaries, build in breaks, and create small workarounds that suit your brain. These might not solve everything, but they can soften the edges.

Some days, success is not quitting. It’s protecting your mental health, finishing one task or saying no to something that would have pushed you over the edge. You don’t need to thrive every day to be doing well.

None of this is your fault. We need better systems, better managers and real accountability. But if you’re staying, because you need the income, the structure or you care about the work, this is what survival can look like. This isn’t about masking. It’s about making it through in one piece.

Confidence is not always about mindset. Sometimes it’s about access, clarity and the right kind of support. Advice may differ depending upon your specific circumstances, but here is a few tips.

• Ask for a buddy or informal mentor so you have someone to check in with regularly
   
• Request clear expectations for your role or tasks, written down where possible
   
• Have regular check-ins where you can ask questions without judgement
   
• Ask for strengths-based feedback that focuses on what you’re doing well
   
• Keep a private list of positive feedback to look back on when you’re doubting yourself
   
• Explore confidence-building coaching if that’s available through work or an adjustments process
   

You do not need to change who you are to feel confident. Sometimes confidence comes from being given the space to do things differently.

If things still feel heavy, these spaces may help:

• LawCare - a free, confidential service for anyone working in law. They support with imposter syndrome, self-doubt and anxiety
   
• Access to Work - may fund coaching or mentoring focused on confidence, communication and resilience
   
• Your staff disability or neurodiversity network - if your workplace has one, they may offer mentoring or peer support from others who understand
   

This isn’t about intelligence. It’s about how your brain takes in and organises information. There are practical ways to manage this.

• Ask for written instructions instead of or alongside verbal ones
   
• Request meeting agendas in advance so you can prepare and focus better
   
• Use visual supports like diagrams, mind maps or whiteboards where possible
   
• Record meetings or calls (with permission) so you can listen back later
   
• Ask for follow-up emails that summarise key actions and deadlines
   
• Use breaks between tasks to allow processing time before moving on
   

• Otter.ai – live transcription tool that creates written summaries of meetings and calls
   
• Notion – great for organising notes, visual planning and breaking complex tasks into steps
   
• MindMeister – mind mapping tool that helps turn ideas or tasks into clear visual formats
   
• Speechify – text-to-speech software for people who process better by listening
   
• Microsoft OneNote – easy way to tag, colour code and structure notes from multiple sources
   

You are not slower or less capable. You just process differently. Giving yourself time and using the right tools can make a huge difference to how you work and how confident you feel.

Organisation is not just about self-discipline. It’s often about finding a structure that works for your brain.

• Ask for task lists to be written down rather than delivered verbally
   
• Break big tasks into smaller steps with timeframes attached
   
• Use consistent deadlines and avoid last-minute changes where possible
   
• Request regular check-ins to stay on track without having to chase
   
• Clarify how urgent something really is and what the expectations are
   
• Use visual schedules or colour coding to map out your week
   

• Trello – a visual task board where you can drag and drop to-dos by priority or stage
   
• Todoist – great for creating recurring tasks, reminders and breaking things into steps
   
• Outlook Calendar – not just for meetings, but for blocking out time to do the actual work
   
• Notion – useful for building dashboards or combining your to-do list and calendar in one place
   
• Clockify – a time-tracking tool that helps identify how long tasks really take
   

Communication in law is full of unspoken rules. Whether it’s reading between the lines in emails, knowing when to speak in meetings or figuring out what’s “too much” or “too blunt,” it can be exhausting. Add in networking events or office chat, and it’s easy to feel like you’re getting it wrong just by showing up as yourself.

• Ask for communication preferences to be agreed early on (e.g. email over calls, written feedback instead of off-the-cuff comments)
   
• Request written follow-ups to verbal instructions or meetings
   
• Use email templates or draft messages in advance to reduce anxiety or reactivity
   
• Set boundaries around social events, especially if you find them draining
   
• Ask if you can attend networking events with a colleague or mentor, or for more structured formats (e.g. roundtables rather than mingling)
   
• Let people know if you need time to process before responding – it’s okay to say “Let me think about that and get back to you”
   

• Grammarly – can help with tone checking in emails or written comms
   
• Hemingway Editor – good for simplifying messages or making sure they come across clearly
   
• Speechify – helpful if you prefer to listen to long documents or emails rather than read them
   
• Otter.ai – great for transcribing meetings or conversations that you want to review later
   
• LinkedIn voice notes or email scheduling tools – can give you time to plan responses without the pressure of speaking live