Although this checklist emerged from discussions about late autism/ADHD diagnosis in women (reflecting my lived experience), these recommendations apply broadly to trans men, non-binary people, AFAB individuals of all ages (who may experience early menopause due to medical reasons), and other groups who may face similar workplace challenges around neurodivergence and hormonal changes.

A practical starting point for HR teams, managers, and EDI professionals:

1. Listen First, Assume Nothing: Ask people directly what they need rather than making assumptions based on
   stereotypes or other people’s experiences. Create safe spaces for honest conversations about support requirements without fear of judgment or career consequences.

2. Language Matters – Get It Right: Use “neurodivergent” when referring to individuals, not “neurodiverse” (which
   describes groups). Avoid outdated terms like “suffers from” autism/ADHD. Language shapes attitudes – respectful terminology creates inclusive cultures.

3. Audit Your Policies Beyond Tick-Box Compliance: Review HR and EDI policies with neurodivergent employees to ensure they work in practice, not just on paper. Ask: “Do these policies actually help, or do they create
   additional barriers?” Test implementation with real scenarios.

4. Train Managers to Spot and Support
   Appropriately: Build managers’ confidence to recognise signs of struggle and respond supportively. Include training on reasonable adjustments, Access to Work processes, and how to have sensitive conversations about support needs.

5. Make Access to Work Visible and Accessible: Ensure that all staff are aware of this government scheme and know how to apply. Include information in job adverts, onboarding processes, and regular
   communications. Plan financially for employer contributions – larger companies typically pay the first £1,000 plus 20% of ongoing costs if applications aren’t made within the first six weeks.
   For further and updated information, please see: Access to Work – Guidance for Employers.

6. Implement Truly Flexible Support: Move beyond one-size-fits-all reasonable adjustments. Consider individual needs, such as quiet spaces, flexible hours, written instructions, regular check-ins, or modified communication styles. What works for one neurodivergent person may not work for another.

7. Appoint Champions with Lived Experience: Have dedicated menopause and neurodivergence champions within your organisation. Ideally, people with lived experience who understand the real challenges. These could be separate roles, as the intersection requires specialised knowledge.

8. Challenge Dismissive Attitudes: Address situations where people dismiss others’ experiences because “I managed fine” or “it wasn’t a problem for me”. Create awareness that neurodivergence and menopause affect everyone differently.

9. Remove Punitive Absence Policies: Allow mental health days without triggering Bradford Factor penalties. Recognise that neurodivergent people may need occasional time off to recharge or manage overwhelm, and menopause can significantly impact attendance patterns.

10. Recognise Experience as an Asset: Value older neurodivergent employees as the experienced professionals they are, not as problems to manage. Their years of developing coping strategies and professional expertise make them valuable mentors and team members.