Across the UK, organisations will be welcoming apprentices, graduates, and neurodivergent trainees into their workplaces. For many, this may be their first experience of a professional working environment, bringing new opportunities to learn, develop skills, and build confidence.
However, starting a new role can also feel overwhelming. New starters need to adapt to unfamiliar routines, environments, technologies, colleagues, and workplace expectations, often while learning and developing at the same time.
For neurodivergent individuals, additional barriers around communication, organisation, sensory environments or executive functioning may make this transition more challenging. Organisations invest significant time and resources into attracting and developing early-career talent, so providing the right support from the beginning can help new starters settle into their roles and reach their potential.
Neurodivergent trainees are already a significant part of the workforce
While there is currently limited official data specifically measuring how many apprentices or trainees are neurodivergent, estimates suggest that around 15–20% of the population may be neurodivergent.
If this estimate were applied to the 308,770 apprenticeship starts recorded in England between August 2025 and April 2026, it could suggest that more than 60,000 new apprentices may be neurodivergent. While this is an illustrative estimate rather than a recorded apprenticeship statistic, it highlights the potential scale of neurodiversity within the UK’s emerging workforce.
As organisations welcome their next generation of talent, the question should not simply be whether a trainee can do the job, but whether the workplace is providing an environment in which they can genuinely succeed.
The transition into the workplace
Moving from education into employment can involve a major adjustment. A trainee may be used to a structured environment with clear timetables, defined support systems and regular feedback. In the workplace, expectations can sometimes be less explicit.
They may suddenly need to understand:
- How work should be prioritised
- How to manage multiple tasks and deadlines
- Who to ask when they need help
- How meetings and workplace communication operate
- What is expected socially
- How and when to update their manager
- Which workplace behaviours and expectations are assumed rather than explained
Why managers need confidence to provide support
Organisations should not wait until a trainee is struggling before considering what support may be helpful. Creating an inclusive experience from the beginning can make the transition into work more manageable for everyone.
- Provide clear communication: Avoid relying solely on verbal instructions. Providing written follow-up information, clear deadlines, and specific expectations can help trainees understand what is required of them.
- Create a structured onboarding experience: Starting a new role often involves receiving a large amount of information in a short space of time. Breaking induction information into manageable stages can prevent new starters from becoming overwhelmed.
- Make expectations explicit: Don’t assume that everyone automatically understands workplace norms. Be clear about responsibilities, priorities, communication preferences and expected ways of working.
- Schedule regular check-ins: Regular conversations allow trainees to discuss what is working well and identify any barriers before they become more significant.
- Create an environment where people feel comfortable asking for support: Not everyone will disclose that they are neurodivergent. Creating an open and supportive workplace benefits everyone by making it easier for people to discuss what helps them perform at their best.
- Managers need the confidence to provide the right support: Managers play a significant role in shaping a trainee’s experience, particularly during those important first months. However, recent research from Acas found that only 32% believed their organisation was effective at training managers to identify and make reasonable adjustments for neurodivergent colleagues.
How Thriiver can support neurodivergent trainees
At Thriiver, we support organisations to create workplaces where neurodivergent employees can perform at their best. For organisations welcoming apprentices, graduates and trainees, our services can help provide support at both an individual and organisational level.
Neurodiversity Awareness Training: Helping managers and teams develop a greater understanding of neurodiversity, workplace barriers, and inclusive ways of working.
Workplace Needs Assessments: Providing personalised recommendations based on the individual’s role, working environment, and the barriers they experience.
Workplace Strategy Coaching: Supporting individuals to develop practical strategies around areas such as organisation, prioritisation, time management, and communication.
Assistive Technology and Training: Identifying and providing technology that can support individuals with reading, writing, organisation, communication, and productivity.
By equipping managers with the right knowledge, making expectations clear and providing access to personalised support where needed, organisations can help neurodivergent trainees do more than simply settle into their role.
