The message from Napo members could not be clearer: neurodiversity is a defining workplace issue in the probation service, and the way it is currently understood and responded to is failing too many staff. The recent Napo neurodiversity survey provides not just data, but lived experience. It exposes systemic challenges that go far beyond individual adjustments and points towards the urgent need for cultural, structural and organisational change.
Across the survey responses, members repeatedly described a gap between organisational commitments to inclusion and the reality of working life. One member captured this bluntly: “The Probation Service makes a lot of fuss about inclusivity but that does not translate to how I am treated and supported in the workplace.” Others echoed this sense of performative compliance, describing neurodiversity as a “tick box exercise” rather than a genuine priority.
The findings from the Napo survey echo the findings of the Rademaker Review. Read a copy of the Neurodiversity survey results
The challenges we face
A central challenge is inconsistency. Support for neurodivergent staff varies widely depending on location, role and – most critically – the individual manager. Some members spoke positively about line managers who listened and acted. But far more described a postcode lottery. As one respondent put it: “Some managers clearly have more of an understanding than others… maybe this should be essential training when managing staff.” Another was more direct: “Management are severely lacking in understanding about neurodiversity with staff and this is resulting in discrimination.”
This lack of understanding often translates into harm. Members described Occupational Health recommendations being delayed or ignored, workplace passports not being respected, and reasonable adjustments taking months or even years to implement. One member wrote: “It has taken me over three years to get my full reasonable adjustments in place… during this time I have had a very poor experience working for NPS.” Another highlighted the impact of inaction: “Although adjustments are highlighted, it takes months to actually get them but we are expected to just get on with things.”
Workplace environments and systems were also repeatedly identified as barriers. Open-plan offices, harsh lighting, hot-desking and constant digital interruptions were described as overwhelming and anxiety-inducing. “Probation offices are not neurodivergent friendly,” one member explained, while another said: “We are expected to work in open plan offices with artificial lighting and hot desking which causes anxiety and negative sensory input.”
Training and development is another major challenge. Since Covid, the shift to predominantly online learning has left many neurodivergent staff struggling. “The Probation Service has a one size fits all way of training staff now dependent on online portals,” one respondent wrote. Another added: “A lot of the online training is not suitable for staff who are neurodivergent… but we are still told you need to do it as nothing else is available.”
Perhaps most troubling were accounts of fear, masking and attrition. Many members said they hide their neurodivergence to avoid being judged as incompetent or difficult. One response was particularly stark: “When I explain how autism and ADHD makes my life difficult, it sounds like I’d be terrible at my job, so it is easier to pretend it is all fine in work.” Others described being placed on performance plans, pressured into redeployment or leaving roles they loved because adjustments were not made. “I had to move roles from a job I liked to have my ND needs met. This is not acceptable,” one member wrote .
What needs to change
The survey responses point clearly to what must happen next. First, understanding of neurodiversity must improve at every level, particularly among managers. Mandatory, high-quality training – developed with neurodivergent people, not imposed on them – is essential. This training must move beyond awareness into practical competence: how to have supportive conversations, how to implement adjustments promptly, and how to manage performance fairly and lawfully.
Second, reasonable adjustments must become timely, consistent and enforceable. Members were clear that adjustments should not depend on formal diagnosis alone, especially given multi-year NHS waiting lists. “There needs to be an option for staff that have not yet been diagnosed but show signs of neurodiversity,” one respondent said. Another added: “Help with obtaining a formal diagnosis would be a wonderful help in addressing these issues in the workplace.”
Third, probation workplaces and systems need redesigning with neurodiversity in mind. This includes physical environments, workload expectations, training methods and communication practices. As one member observed: “Do not assume one size fits all. Every person’s neurodiversity affects them differently – ask the person what they need.”
Why member-led action matters
These themes were discussed in the Neurodiversity Working Group, which recognised both the scale of the problem and the emotional toll on staff and union representatives. There was agreement that the employer must take ownership of this issue and meet its legal duty of care, but also that Napo must strengthen its own voice and evidence base .
That is why Napo is proposing a Neurodiversity Focus Group, bringing together neurodivergent members, allies and reps to shape our collective demands and priorities. Members of Napo’s Equal Rights Commmittee reflected, a focus on shared experiences and themes may be more effective than further surveys alone, allowing us to move from fragmented stories to a clear, collective action plan .
The survey has already done something vital: it has shown members they are not alone. Turning that shared experience into change is the next step. By coming together, we can ensure that neurodiversity in probation is no longer something individuals quietly struggle with, but an issue the employer is compelled to address properly, consistently and with humanity.
If you would like to be a member of the working group please my colleague Shireena at ssuleman@napo.org.uk
Ranjit Singh
Napo Assistant General Secretary.
2 responses
It’s telling that neurodiversity is gaining traction, yet racism—long experienced by probation staff and impossible to hide—still struggles to get the same attention or meaningful action. That imbalance needs addressing.
I have been battling now for years since COVID and all the national training went online. My ND impairs my ability to engage and learn in this manner and leads to sensory overload and burnout. Especially training such as SEEDS which takes 2 consecutive days. I was refused the adjustment of camera off for this training (recommended in a CAT assessment and I attend oral hearing and MAPPA meetings in this manner with no issues) so have not been able to complete this. This impacts my ability to maintain my professional registration as I struggle engage with online learning, break out rooms etc. I took this issue up with DAWN and got nowhere and basically told to put up and shut up.