This is our third blog post of our “Difficult Conversation” series as part of our 2026 Neurodiversity Celebration Week. Yesterday we looked at the question “How Do You Balance Reasonable Adjustments with Operational Needs?”
“When should I escalate?”
Many organisations worry about getting it wrong when supporting a neurodivergent colleague. That fear can lead to escalating matters too quickly, or just as commonly, avoiding escalation altogether. Knowing when to seek additional guidance is about balancing autonomy with responsibility.
In many cases, there is no need to involve HR at the first sign of uncertainty. Most conversations about adjustments can and should begin with open dialogue between manager and colleague. However, escalation may be appropriate when:
- The situation becomes complex (e.g. overlapping health concerns, formal grievances, or legal considerations are in question).
- You’re unsure about legal or policy implications, particularly around reasonable adjustments, performance or sickness absence procedures.
- There is a significant operational impact that affects the wider team.
- The conversation has stalled or trust has broken down.
Escalation in these cases is not a sign of failure, it’s actually a good sign, a sign of recognition. HR, Occupational Health or external specialists can provide clarity, consistency and reassurance for you and the employee.
At the same time, question whether you are escalating purely out of anxiety. Ask: Is this something I can reasonably explore through conversation first? Often clarity comes from listening and problem-solving together.
At the end of the day, good management is not about having all the answers. It’s about knowing when to act independently and when to seek support. When escalation is thoughtful and proportionate, it protects both the individual and the organisation and reduces the fear of getting it wrong.
If you’d like to learn more, join us for one of our Line Manager Workshops.