NeuroMagic at Work
Disclosed: a 30-day response when an employee discloses ADHD
A clear, practical response when an employee discloses ADHD
Somebody on your team has just said the words, and the next meeting is already in the diary. Disclosed is a fixed 30-day response for a police, NHS, ambulance, fire, prison, social care or teaching employee who has disclosed ADHD and whose role is now under question.
What has actually just happened
Somebody on your team has said the words: “I have an ADHD diagnosis”. Maybe in a one to one, maybe in a return to work meeting, maybe in the middle of a difficult conversation about timekeeping, or a missed deadline, or a complaint. “I think I have ADHD.” Or “I have been diagnosed with ADHD.” Or “I am on the waiting list.”
From that moment, whether or not they have a diagnosis, whether or not they are on probation, your organisation has a legal duty to consider reasonable adjustments. The Equality Act does not wait for the NHS. And to be fair, most managers I speak to had no idea until it was too late.
Some people now wait more than two years for an NHS ADHD assessment, and in some parts of the country the wait is measured in decades. Your employee may never get a formal diagnosis while they work for you.
Access to Work, the government scheme that pays for coaching and workplace support, had around 66,000 applications waiting for a decision in March 2026. Some applicants are being quoted 37 weeks.
Employment tribunal claims involving neurodiversity have almost doubled in five years. Recent awards for failing to make adjustments for ADHD have ranged from £19,000 to over £200,000, and the employers who lost were not villains. They were busy, under pressure, and had nothing written down.
Occupational Health will take weeks. Access to Work will take months. Your employee is still on the rota, still on the ward, still in the classroom, and still coming home with nothing left. Disclosed holds that gap.
What your organisation gets in 30 days
Week 1. A Workplace Needs Profile.
A 90-minute session with your employee, then a written, role-specific profile of how ADHD is showing up in this job. Not a list of symptoms copied from a website: the actual shift pattern, the actual handovers, the actual caseload, and the exact behaviours you have flagged. Coaching-based, written so HR and Occupational Health can use it straight away.
Week 1. Recommended reasonable adjustments, drafted.
In Equality Act terms, tailored to the role, ready to go on file. In every tribunal case I mentioned above, this document did not exist. Now it does.
Week 2. A manager briefing.
Sixty minutes, one to one, with a written summary you can keep. What the adjustments mean on a Tuesday afternoon when the shift is short. What to say. What not to say. (Sighing, it turns out, is now case law.)
Weeks 1 to 4. The Access to Work application, completed.
Done with your employee and submitted inside the 30 days, so the ongoing coaching they will need is funded by the DWP from the application date onward, not by your budget.
Weeks 1 to 4. Three stabilisation coaching sessions.
Using the NeuroMagic Method (psychology and BWRT), aimed only at the two or three behaviours currently under question. Not a wellbeing programme. A targeted response.
Day 30. Outcome report and handover.
One page to the budget holder: what was found, what is in place, what happens next. Your employee moves into funded ongoing coaching. You are no longer holding this alone.
Investment
£1,997. Fixed.
Invoiced on booking, payable by card or bank transfer, purchase order welcome. No proposal cycle, no scoping call, no day rate. It sits under most departmental sign-off thresholds and it is less than one day of employment law advice, which is the alternative you are quietly hoping to avoid.
Who delivers it
I am Amy Green, and frontline and emergency roles are my specialism, not a sideline. I spent five years as a Greater Manchester Police officer, and during that time I qualified as a coach (PCI, EMCC) and as a registered BWRT practitioner, mostly because I was watching good colleagues fall apart on nights and nobody had a name for it. I have a BSc (Hons) in Psychology and Criminology, I am a Graduate Member of the British Psychological Society and an Accredited Health and Wellbeing Coach.
I did not leave the public sector. I moved to the other side of the table. My clients today are police officers and staff, NHS clinicians and nurses, mental health practitioners, paramedics, teachers and social workers, and the managers who are trying to keep them. I co-lead the national police ADHD support group with ADHD UK, and I know what a capability meeting feels like from both chairs.
That is the whole point. When your employee says the ward, the custody suite or the classroom is where it goes wrong, I do not need it explained.
What Disclosed is not
Disclosed is a coaching and workplace needs service. It is not a clinical assessment, it does not diagnose, it is not legal advice and it does not replace Occupational Health. It sits alongside all three and makes each of them faster and better informed. If your employee needs a diagnosis, I will tell you the fastest route. If you need a solicitor, I will tell you that too.
How it works
1. Complete the short request form. Organisation, the role, what has been flagged,
the date of the next meeting. Two minutes.
2. Same working day, you receive the one-page spec and an invoice. Need a
purchase order raised first? Say so on the form.
3. Within five working days of payment, the first session is booked. Your employee
receives a short consent form and a link to choose a time. You receive a confirmation.
4. Thirty days later, you have the paperwork, the plan and a calmer team.
Questions managers ask me
The employee does not have a diagnosis yet. Does this still apply?
Yes. The duty to consider adjustments arises when you know, or could reasonably be expected to know, that someone may have a disability. Disclosure is enough. Disclosed works with diagnosed, awaiting assessment and self-identified employees.
They are still on probation. Surely that changes things?
It does not. Employees are protected from day one. Dismissing during probation for performance issues connected to a disclosed condition is exactly the situation that ends up in front of a tribunal.
Can we not just refer to Occupational Health?
You should, and Disclosed does not replace that. OH will typically recommend “coaching” and “adjustments” and “manager training” in a report several weeks from now. Disclosed delivers those three things in 30 days, and the Needs Profile makes the OH referral itself more useful.
Does Access to Work pay for this?
Not for Disclosed itself, which is your organisation’s response to your duty. Access to Work funds the employee’s ongoing coaching afterwards, and completing that application is part of what you are paying for.
What if the employee does not want to engage?
Then we stop, and you have still fulfilled a reasonable duty by offering it. In practice this has not happened. Most employees are relieved that someone finally asked.
Do you work outside Greater Manchester?
Yes. Sessions are online. Manager briefings are online or in person by arrangement across the North West.