Supporting neurodiverse employees: why standard DSE assessments fall short

The urgent need for systemic wellbeing: why DSE in isolation no longer meets the needs of the UK workforce.

The workplace is undergoing a seismic shift. While legislative compliance remains fundamental, the reliance on outdated, physically focused interventions, such as the display screen equipment (DSE) assessment, struggles to address the complex and escalating challenges of mental health and neurodiversity. To truly sustain employee performance and address rising economic inactivity, businesses must adopt holistic, rapid and evidence-informed strategies, making the comprehensive ‘Workplace Needs Assessment’ the new standard.

The modern, hybrid working environment brings cognitive, sensory, organisational and environmental needs that extend beyond the physical setup. Image: iStock

Beyond the DSE checklist: why a more dynamic approach is needed

The traditional DSE assessment, last updated in 2002 and primarily focused on physical ergonomics, continues to play a valuable role in supporting the musculoskeletal health of office, home and hybrid workers. However, when used in isolation, it cannot fully address the broader range of factors now influencing employee wellbeing and performance.

The modern, hybrid working environment brings cognitive, sensory, organisational and environmental needs that extend beyond the physical setup. At Osmond Ergonomics & Wellbeing, we have observed this increasingly during our own DSE assessments. This has prompted us to evolve our approach to ensure that we meet the full spectrum of needs faced by today’s workforce.

A holistic approach to employee welfare recognises that wellbeing is multifaceted, encompassing physical, mental and social dimensions. Attempting to support this comprehensive model with tools designed solely for musculoskeletal health falls short. We know that effective interventions must be strategic, systemic and driven by data and evidence. (Pillans, Seidl & Nayler, n.d, 2024)¹

This deficiency is especially critical when addressing neurodiversity, which is estimated to affect one in five people. Neurodivergent workers often experience high levels of sensory distractions at work and challenges related to concentration or dealing with overwhelm may not be immediately apparent to colleagues or employers. Standard DSE checklists cannot effectively address the need for quiet spaces, specialist software to support reading and writing, or tailored adjustments required for individuals with specific cognitive differences.

The UK’s growing crisis and generational demands

The UK is currently grappling with severe issues relating to workforce health and retention. Since 2019, the economic inactivity rate has risen (reversing a 25-year downward trend) with sickness now the most common reason for economic inactivity (Mayfield, 2025)².

The surge in work-limiting health conditions is particularly acute among younger workers:

• Between 2015 and 2024, there was an increase of 1.2 million people aged 16 to 34 reporting a work-limiting health condition, a rise of 77 per cent.
• The most significant contribution to this increase is from mental health conditions, which have increased by over 70 per cent since 2015 in this younger population (Pillans, Seidl & Nayler, n.d, 2024)¹

This mirrors the experience of the upcoming generations who comprise the current and future workforce. Generation Z (born 1995–2006) and Millennials (born 1983–1994) are projected to make up 74 per cent of the global workforce by 2030 (McKinsey, 2025)³. These generations seek a balance of money, meaning and wellbeing. For them, wellbeing is non-negotiable: 88 per cent of workers value their wellbeing at work just as much as their salary and 83 per cent would consider leaving a company that does not focus on employee wellbeing (Wellhub, 2025)⁴.

The findings of the 2024 Neurodiversity in Business and Work Report⁵ further underscore the challenge, noting that wellbeing is low for all participants, particularly for neurodivergent individuals. This points to the likely influence of sleep deprivation and mental health conditions.

The future of support

To address complex, individual needs and the rise of invisible disabilities, a Workplace Needs Assessment (WNA) provides a more comprehensive and detailed approach that complements the traditional DSE assessment process.

A WNA facilitates person-centred support, ensuring that adjustments are tailored to individual needs. For neurodivergent workers, this tailored approach is vital for addressing challenges such as working memory difficulties or sensory distractions, providing the necessary tools to thrive in their roles. This approach moves beyond simply accommodating a physical posture to assessing the full range of cognitive, sensory and relational challenges faced by an employee.

Guy Osmond: "Faster access to assessment and support reduces the length of absence, enabling employees to return to work sooner."

The Access to Work (AtW) dilemma: urgency vs. bureaucracy

The need to shift to holistic, individualised support is a conclusion strongly affirmed by the Keep Britain Working Review (Mayfield 2025)². It states that prevention, retention, early intervention and rapid rehabilitation are likely to be the most effective remedies for economic inactivity.

Crucially, the review highlights the time-sensitive nature of intervention: the probability of returning to work falls dramatically the longer someone is absent. Individuals are nearly five times more likely to return to work if it is within a year than if they have been out of work longer.

However, AtW, the existing government framework designed to provide such support, is buckling under pressure, creating a massive intervention gap:

• AtW is under significant pressure, with reports of long delays, tens of thousands of people in the system and communication challenges
• The typical timeline for AtW is six to 12+ months before receiving assistance, coupled with a high administrative overhead
• With current cutbacks in AtW, the responsibility is being passed back to the employer to make reasonable adjustments for the employee.

This bureaucratic lag flies directly in the face of the individual’s needs, especially given that many mental health-related absences require rapid, effective support to prevent deterioration.

A holistic approach to employee welfare recognises that wellbeing is multifaceted, encompassing physical, mental and social dimensions. Image: iStock

The Accelerated Outcome Process (AOP): a commercial alternative

Recognising this critical gap between the urgent need for support and the lengthy delays in the statutory system, Osmond Ergonomics & Wellbeing developed the AOP as a commercial alternative.

The AOP was “born out of a growing need from our clients” – employers who actively want to support their employees and expedite their return to work. For these clients, waiting 12 months was not a viable option.

Budget constraints and AtW Delays: why AOP matters now more than ever

The 2025 UK Budget, with its frozen tax thresholds, rising wage costs and tighter public spending, places additional financial pressure on organisations while signalling an increasing reliance on employers to provide timely support for their workforce. At the same time, government-funded routes such as AtW continue to face significant delays, creating a widening gap between when support is needed and when it is received.

The Mayfield Review (2025) emphasises the importance of addressing this gap, noting that individuals are nearly five times more likely to return to work if effective intervention occurs within the first year of absence. Against this backdrop, employer-led, proportionate and rapid approaches, such as the AOP, become essential. By delivering assessments within weeks rather than months, AOP enables organisations to act early, reduce long-term absence risks and ensure employees receive proportionate, tailored, holistic adjustments they need to remain productive and well at work.

The AOP offers a faster and more predictable pathway to workplace outcomes. By moving away from the bureaucratic challenges of the AtW scheme, we provide a streamlined process:

• Employees receive an assessment within two weeks
• Adjustments are typically made within six weeks.

This rapid intervention is transformative. When support is timely, employees feel more valued, return to work sooner and are provided with the tools and adjustments necessary to thrive in their role. This proactive, commercially driven approach aligns organisational practice with the generational expectation that employers have a fundamental responsibility to support the holistic wellbeing of their staff.

This proactive, commercial investment aligns directly with organisational objectives: investing in employee wellbeing boosts engagement and productivity, supports retention and provides a competitive advantage in attracting talent, especially among Gen Z and Millennials.

For employers, the advantages of this accelerated, proportionate approach are clear. Faster access to assessment and support reduces the length of absence, enabling employees to return to work sooner, with the right tools and adjustments in place to perform effectively. Proportionate recommendations ensure cost-efficient solutions, while the return on investment is realised through improved productivity, increased retention and a workforce that feels supported and able to thrive.

References
1.    Pillans, G., Seidl, W., & Nayler, J. (n.d.). Sustaining Employee Wellbeing. Corporate Research Forum (CRF).
2.    Mayfield, C. (2025). Keep Britain Working Review: Discovery. HM Government, Department for Work & Pensions. (Independent report, published 20 March 2025, concerning economic inactivity due to ill-health and disability.)
3.    McKinsey, M. (2025). 2025 Gen Z and Millennial Survey: Growth and the pursuit of money, meaning and wellbeing. Deloitte Global.
4.    Wellhub. (2025). Worklife Wellness Report 2025.
5.    McDowall, A., Doyle, N., & Srinivasan, A. (2024). 2024 Neurodiversity in Business and work report: The perspective of workers, colleagues and employers. Neurodiversity In Business and Birkbeck University of London.

For more information see:
ergonomics.co.uk/go/faster-workplace-assessment
E. [email protected]
T: +44 (0)345 345 0898

Guy Osmond is Managing director at Osmond Ergonomics & Wellbeing

Alex Reffell is Operations manager at Osmond Ergonomics & Wellbeing