Question 1

Workplace Strategy Assessment

Accepted Answer

The Workplace Strategy Assessment focuses on understanding how an employee’s neurodivergent profile is interacting with the demands of their current role.
This assessment:

Explores current workplace challenges
Reviews existing diagnostic information (where available)
Identifies how features of SpLD may be affecting performance
Provides bespoke, practical recommendations
Offers structured guidance for both employee and employer

This assessment is particularly appropriate where:

An employee already has a diagnosis
Previous reports are outdated or education-focused
Workplace-specific recommendations are required
Managers need clear, actionable guidance

Practical Workplace Support

Many adults have historic assessment reports that were completed in an educational context. While helpful, these reports often do not address workplace expectations or organisational structures. The Workplace Strategy Assessment provides an updated, role-specific evaluation with clear recommendations that can be implemented in a professional setting.
Our reports include recommendations on:

Practical workplace strategies
Assistive technology
Coaching/mentoring
Onward referral

Question 2

SpLD Profile Assessment

Accepted Answer

The SpLD Profile Assessment is designed for adults who do not have a formal diagnosis but wish to explore whether specific learning difficulties may be contributing to workplace challenges.

For employers, this assessment is helpful where:

There is uncertainty about the underlying cause of difficulties
An employee has never been formally assessed
Further clarification is required before implementing targeted workplace adjustments

This assessment may include:

Structured background information gathering
Standardised screening measures
Cognitive profiling
An in-depth session with a qualified assessor

Question 3

Choosing the Right Assessment Pathway

Accepted Answer

The most appropriate assessment route depends on whether an employee already has a formal diagnosis of a Specific Learning Difficulty (SpLD).
If an employee already has a diagnosis:
A Workplace Strategy Assessment is usually sufficient, as the focus is on understanding how their identified profile is interacting with the demands of their current role.
If an employee does not have a diagnosis, or there is uncertainty:
We typically recommend a combined assessment pathway:

An SpLD Profile Assessment (to clarify underlying cognitive differences), followed by
A Workplace Strategy Assessment (to translate findings into practical, role-specific recommendations).

Completing both assessments ensures that recommendations are informed, targeted and clearly linked to the employee’s actual profile and workplace demands.
To support this integrated approach, we offer a reduced combined fee when both assessments are booked together.

Question 4

Dyslexia

Accepted Answer

Difficulties may include:

Taking significantly longer to complete reading or written tasks
Anxiety around note-taking in meetings or reading aloud
Errors with spelling, sequencing numbers, dates or details
Difficulty retaining or accurately recalling verbal instructions
Fatigue caused by the additional effort required for written work

Question 5

ADHD

Accepted Answer

Difficulties may include:

Challenges with time management and meeting deadlines
Difficulty sustaining focus on routine or detailed tasks
Being easily distracted in busy environments
Forgetting appointments or misplacing items
Acting impulsively or interrupting colleagues

Question 6

Dyspraxia

Accepted Answer

Difficulties may include:

Slower typing or handwriting
Coordination challenges when using tools or equipment
Appearing physically clumsy or frequently dropping items
Difficulty with organisation, planning and prioritising
Challenges retaining multi-step instructions

Question 7

Autism

Accepted Answer

Some autistic employees or individuals with related communication differences may:

Interpret language literally and struggle with implied expectations
Find informal workplace norms unclear
Experience difficulty with rapid social interaction or networking
Feel overwhelmed by unexpected changes
Be sensitive to environmental factors such as lighting, noise or strong smells

Question 8

Practical, Low-cost and Sustainable Recommendations

Accepted Answer

Most recommendations fall into areas such as:

Simple management strategies
Structured task planning and prioritisation support
Clear and consistent communication practices
Assistive technology solutions
Minor environmental modifications

Our reports identify which adjustments are likely to be most beneficial within the context of the employee’s specific role. The majority of recommendations are practical, low-cost and sustainable.
Often, small changes can have a significant impact on productivity, confidence and retention. Many recommendations focus on strategies the employee can implement independently, with minimal impact on colleagues or the wider team.

Question 9

Examples of Reasonable Adjustments

Accepted Answer

Practical changes to workload structure or task allocation
Clear written instructions and follow-up summaries
Use of assistive technology
Adjusted deadlines or prioritisation frameworks
Environmental adjustments (e.g. lighting, noise management)
Structured supervision or regular check-ins
Alternative approaches to meetings, note-taking or reporting

Question 10

Why Structured Recommendations Matter

Accepted Answer

Without clear guidance, adjustments can become inconsistent, informal, or difficult to sustain.
Our reports provide:

Clear links between identified difficulties and recommended adjustments
Practical implementation guidance for managers
Documentation that supports compliance under the Equality Act 2010

This ensures that support is proportionate, defensible, and aligned with legal obligations — while remaining focused on enabling the employee to perform at their best.

Question 11

Employer Responsibilities Under the Equality Act 2010

Accepted Answer

In the UK, the Equality Act 2010 places a duty on employers to make reasonable adjustments where a disabled employee is placed at a substantial disadvantage in the workplace. This can include employees with Specific Learning Difficulties (SpLDs) such as dyslexia, ADHD, dyspraxia or autism, where their difficulties have a long-term and significant impact on day-to-day activities.
What this means in practice
Duty to make reasonable adjustments
Employers are required to take reasonable steps to remove or reduce workplace disadvantages. What is considered “reasonable” depends on factors such as role demands, organisational size, cost, and practicality.
When assessment evidence helps
A structured workplace assessment provides clear, evidence-based insight into how an employee’s specific learning difficulty interacts with their role. This ensures that adjustments are proportionate, targeted and directly linked to identified needs.
Reducing legal and organisational risk
Clear documentation and defensible recommendations help organisations demonstrate that they have taken appropriate, informed steps to support the employee. This reduces the risk of misunderstandings, prolonged HR processes or potential disputes, while promoting fair and consistent practice.
A proactive and evidence-led approach, supports both compliance and promotes a positive workplace culture.

Question 12

What is the Access to Work Scheme?

Accepted Answer

Access to Work (AtW) is a government-funded grant scheme delivered by the UK Department for Work and Pensions (DWP). It provides practical and financial support to disabled people in employment &#8211; the grant does not need to be repaid.
Access to Work can fund support that goes beyond the standard “reasonable adjustments” an employer would normally be expected to provide. For employees with a specific learning difficulty (SpLD), support may include:

Specialist software or assistive technology
Workplace strategy coaching
Assistive technology training

Question 13

Access to Work Funding & Employer Contributions

Accepted Answer

In many cases, Access to Work will cover most or all of the approved costs. However, the employer may be asked to contribute depending on the size of the organisation and how long the employee has been in post.
Where we make costed recommendations — such as assistive technology or coaching — our reports can be used to support an application for funding through the Access to Work scheme. We are able to include clear, itemised costings within our reports where this is required. This can be particularly helpful for smaller organisations who may benefit from financial support towards recommended adjustments.
Some organisations, particularly larger employers, choose to fund recommendations directly. This may be due to internal resources, organisational size, or the current waiting times associated with Access to Work applications.
We are happy to work with your organisation to determine the most appropriate route forward. By understanding your needs in advance, we can ensure our reports are both supportive of the employee and aligned with realistic funding pathways — whether that involves internal funding or signposting to Access to Work where appropriate.

Question 14

How long does a workplace strategy assessment take and what does it involve?

Accepted Answer

The assessment process begins with information gathering to ensure we have a clear understanding of the employee’s role and the challenges they are currently experiencing.
Prior to the assessment meeting, we request background information from both the employee and their line manager. This helps us gain a balanced overview of workplace demands, expectations and areas of concern.
Where applicable, we also ask the employee to share any previous diagnostic reports or relevant documentation. This allows us to understand their existing profile and avoid unnecessary repetition.
The assessment itself is conducted confidentially via an online face-to-face meeting. This session enables us to explore the employee’s experiences in depth and gather the information needed to formulate practical, tailored recommendations.
We typically allow 1–2 hours for the assessment meeting, scheduled at a time that is convenient for the employee.

Question 15

How quickly can an assessment be arranged?

Accepted Answer

We aim to offer low waiting times and efficient scheduling. In many cases, our flexible approach means that assessments can often be arranged within a week or two, allowing organisations to respond proactively to workplace concerns rather than allowing issues to escalate.

Question 16

Is the report suitable for HR documentation purposes?

Accepted Answer

Yes. Our reports are structured, professional documents that clearly link identified difficulties with practical, proportionate recommendations. They provide evidence-based guidance that supports fair decision-making and compliance under the Equality Act 2010.

Question 17

Will recommendations be costly to implement?

Accepted Answer

Most recommended adjustments are low cost and focus on practical management strategies, structured communication, and improved task organisation. Where assistive technology is suggested, we always highlight free and low-cost options wherever possible.
Many organisations already have access to built-in accessibility features within existing software systems, and often, simple signposting and guidance are all that is required.
In practice, the majority of reasonable adjustments that employers are legally required to implement under the Equality Act 2010 are straightforward and proportionate, with minimal financial impact.

Question 18

Does an employee need a diagnosis before requesting support?

Accepted Answer

No. An employee does not always need a formal diagnosis to receive workplace support. However, where there is uncertainty about underlying difficulties, our SpLD Profile Assessment can provide clarity and ensure that recommendations are appropriately targeted.

Question 19

How confidential is the assessment process?

Accepted Answer

Assessments are conducted confidentially and sensitively. Reports are shared only with agreed parties (typically HR and/or the employee’s manager) with the employee’s consent. We ensure the process is supportive and respectful throughout.

Question 20

What happens after the report is provided?

Accepted Answer

The report outlines clear next steps. Employers may implement recommendations directly, discuss adjustments with the employee, or seek further guidance if required. The aim is to move from assessment to practical action in a structured and sustainable way.

Question 21

What does the employer have to pay under Access to Work?

Accepted Answer

In many cases, the government’s Access to Work scheme covers most or all of the approved support costs. However, an employer contribution may be required depending on:

The size of the organisation
How long the employee has been in their role

Typically:

If the employee has been in the job for less than six weeks, Access to Work usually covers 100% of approved costs.
Small employers (fewer than 50 employees) are often not required to contribute towards equipment costs.
Medium and large employers may be asked to contribute towards equipment.
Ongoing support, such as workplace coaching or support workers, is often fully funded.

Access to Work will confirm any required employer contribution within the formal award decision, providing clarity before any costs are incurred.

Question 22

Who applies for Access to Work — the employee or the employer?

Accepted Answer

Applications to Access to Work are made by the employee, not the employer.
Once an application is submitted, Access to Work may contact both the employee and the employer to gather information about:

The employee’s role and responsibilities
Working hours and location
Recommended equipment or support
Cost estimates, where relevant

If an employer contribution is required, this will be clearly outlined in the formal award decision before any costs are incurred.
Employers typically support the process by providing relevant information and implementing agreed adjustments once funding is approved.

Question 23

I’m self-employed - can I apply for Access to Work?

Accepted Answer

Yes — self-employed individuals can apply for support through Access to Work.
However, there are some important things to know:

The self-employed applicant must be working in paid employment or self-employment at the time of application.
They must be able to demonstrate how their disability or Specific Learning Difficulty (SpLD) substantially affects their ability to do their job.
Access to Work support is assessed on a case-by-case basis, so eligibility depends on individual circumstances.

Our reports can be used as supporting evidence of SpLD-related needs and include clear, costed recommendations to assist with funding decisions.
If you would like to find out more about how we can support you in accessing funding or implementing adjustments within your self-employment, please contact us for further guidance.

Question 24

We employ apprentices who need support both in the workplace and in their studies. Which assessment is appropriate?

Accepted Answer

Apprentices often require consideration of both their workplace role and the academic or qualification-based elements of their programme.
The most appropriate assessment pathway will depend on the structure of the apprenticeship and the requirements of the awarding body or educational provider.
For example:

Some apprentices may require exam access arrangements in addition to workplace strategies.
Others may perform well in their practical role but struggle with the academic components of their apprenticeship.
In some cases, a full diagnostic assessment may be needed to support formal educational adjustments, while a Workplace Strategy Assessment focuses on day-to-day job performance.

We offer a range of assessment options that can address both workplace and academic needs. Where appropriate, we can tailor our assessment process and reports to meet the specific requirements of the apprenticeship provider or awarding body.
Please contact us to discuss your organisation’s needs, and we will advise on the most suitable assessment pathway.