Working with Dyslexia: Visibility, Adjustment, and Belonging

In many UK workplaces, conversations about diversity and inclusion are growing louder—but one area still often overlooked is dyslexia. Despite being one of the most common neurodivergent conditions, dyslexia remains misunderstood. And as a result, many people choose to keep their diagnosis a secret, even when it affects their day-to-day working life.

So what does it really mean to work with dyslexia—and how can HR step up to support people in doing their best work?

Understanding Dyslexia in the Workplace

Dyslexia is a specific learning difference that affects how people process written and verbal language. It’s not linked to intelligence, and individuals with dyslexia often bring unique strengths in visual thinking, creativity, big-picture problem-solving and storytelling.

In the UK, it’s estimated that around 10% of the population is dyslexic, according to the British Dyslexia Association (BDA). That’s potentially 1 in every 10 employees—but how many of them are supported, understood, and fully included?

The Lived Experience

People with dyslexia may experience difficulties with tasks like reading dense text, spelling, writing emails under pressure, or organising information. But just as important is the emotional toll: feelings of frustration, embarrassment, or being “less capable” can develop early on and be carried into the workplace.

Common real-world challenges include:

• Being asked to take minutes in meetings with no prep time.

• Needing to read quickly under pressure.

• Being judged on typos or grammar over the content of an idea.

• Feeling overlooked for promotion due to perceived 'sloppiness' or communication issues.

Many of these challenges can be eased with simple adjustments—but the issue is that people often don’t ask.

Why People Keep Dyslexia a Secret

Despite progress, stigma persists. A 2022 study by the BDA found that 56% of dyslexic adults had not told their employer about their diagnosis. Reasons included fear of discrimination, being labelled as 'difficult', or concerns about career progression.

For many, the risk of disclosure feels higher than the benefit. This creates a culture where people mask or overcompensate instead of thriving with support.

What Reasonable Adjustments Look Like

Under the Equality Act 2010, dyslexia is considered a disability if it has a substantial and long-term adverse effect on daily life. That means employers are legally required to make reasonable adjustments. In reality, these are often inexpensive, practical, and beneficial to all staff.

Some examples include:

• Assistive technology like text-to-speech tools (e.g. Read&Write, Grammarly, or ClaroRead).

• Clear communication: Using bullet points, plain English, and structured agendas in meetings.

• Extra time for written tasks, assessments or internal exams.

• Alternative task distribution: Avoiding note-taking responsibilities or fast-paced reading in meetings.

• Quiet, low-distraction workspaces to improve concentration.

• Mindset training for managers to understand and accommodate different working styles.

The key? These adjustments don’t just help people with dyslexia—they support clarity and inclusion for everyone.

Building a Culture Where Disclosure Feels Safe

The real shift comes when employees no longer fear sharing their needs. That requires a psychologically safe culture, where difference is seen as a strength, not a problem.

HR teams can take the lead by:

• Including dyslexia in diversity training and internal comms.

• Celebrating Dyslexia Awareness Week in October.

• Sharing stories of senior leaders with dyslexia.

• Embedding inclusive design in all policies—not as add-ons, but from the start.

Ultimately, the goal is not just compliance, but belonging.

Three Things Employers Can Do Now

1. Conduct an inclusivity audit
   Review your internal communications, recruitment process, and learning materials to ensure they are accessible to people with dyslexia.

2. Empower line managers
   Equip managers with training to recognise dyslexia, have sensitive conversations, and offer support without employees having to “prove” a need.

3. Create visibility without pressure
   Encourage voluntary disclosure by building trust and showcasing success stories—never forcing it, but showing that support is always available.

Final Thoughts

Working with dyslexia doesn’t have to be a secret. With the right culture, tools, and leadership, people with dyslexia can bring huge value to your organisation—just as they are.

As HR professionals, we have the power to remove barriers, challenge assumptions, and create workplaces where everyone can communicate, contribute, and thrive on their own terms.