Should I Tell My Employer I Am Dyslexic?

For some people this question is answered in an afternoon. For others it sits in the background for years. You may have known since school, or been assessed only recently. Either way, deciding whether to tell an employer is rarely just about information. It is about how you think it will be received, what you hope will change, and what you might be risking.

This article is general information rather than legal advice. If your situation is difficult or your job may be at risk, speak to a trade union representative, ACAS or a qualified adviser.

Reasons people decide to share

• •They want particular adjustments, and explaining the reason makes those easier to agree.
• •The difficulty is already noticeable, and they would rather it was understood accurately than guessed at.
• •They are tired of compensating privately, working late and carrying the strain alone.
• •A new role, a promotion or a restructure has increased the written demands.
• •Appraisal or capability conversations have touched on written work.
• •They want access to workplace support, such as a workplace needs assessment or Access to Work.
• •They would like to be open, and to make things a little easier for others in the same position.

Reasons people hesitate, and whether they hold up

The concerns adults raise are reasonable, and they deserve a straight answer rather than reassurance.

Being seen as less capable

This is the most common worry. Many workplaces respond well, particularly when the conversation is framed around what helps you work effectively. Some respond poorly. You know your organisation, your manager and your sector better than anyone, and it is fair to weigh that up honestly.

This is the most common worry. Many workplaces respond well, particularly when the conversation is framed around what helps you work effectively.

Effects on promotion or future roles

In the UK, dyslexia may be considered a disability under the Equality Act 2010 where it has a substantial and long term adverse effect on normal day to day activities. Where that applies, protections against discrimination apply too. Protection in law does not remove every practical concern, but it does mean you are not simply relying on goodwill.

Not wanting to be defined by it

You can share the parts that matter for your work without your whole identity being reframed. Many adults keep the conversation firmly practical for exactly this reason.

Worry that nothing will change

This is worth taking seriously. If disclosure is unlikely to lead to anything useful, it is fair to ask what you actually want from it. Going in with two or three specific requests usually produces a better outcome than a general announcement.

What happens if I do not tell them?

Nothing has to happen. But an employer cannot respond well to a barrier it genuinely does not know about. If nobody is aware that long documents or fast verbal briefings are causing difficulty, it is hard for them to suggest the right adjustment.

The legal picture is more nuanced than “no disclosure, no duty”. Under the Equality Act 2010, the duty to make reasonable adjustments can apply where an employer knew, or could reasonably have been expected to know, that a worker was disabled and likely to be at a substantial disadvantage. Telling them directly is not the only way they might know. The EHRC Employment Code of Practice explains this in detail.

You also do not need a diagnosis to ask for help. ACAS guidance on neurodiversity says employers should offer support, including reasonable adjustments, whether or not someone has a diagnosis. A diagnosis can be useful evidence, but the focus should be on your individual needs. Dyslexia can meet the Equality Act definition of disability where its effects meet the legal test. That depends on the person, not the label alone.

Choosing who to speak to

You do not have to tell everyone, and you can choose the route that suits your workplace.

• •Your line manager, if the relationship is good and the adjustments are day to day ones they control.
• •HR, where you want it recorded formally, where your manager is part of the difficulty, or where the organisation is large and process driven.
• •Occupational health, often through a referral, where an independent view on adjustments would help.
• •A trade union representative, for advice first and support in the meeting if you want it.
• •A trusted senior colleague or mentor, simply to think it through before deciding.

It is reasonable to ask that the information is shared only with those who need to know in order to put support in place. Health related information should be handled with appropriate confidentiality, and you can say plainly what you are and are not comfortable being passed on.

It is reasonable to ask that the information is shared only with those who need to know in order to put support in place.

How much to share, and what about the report

There is an important difference between saying you have been diagnosed with dyslexia and handing over a full diagnostic report.

A diagnostic report is a detailed personal document. It contains test scores, background history and sometimes sensitive information that has little bearing on your job. You are not usually required to hand the whole thing over. Many adults share the conclusion and the recommendations section, or a short summary letter, and keep the rest private.

A practical middle path is to write a short paragraph of your own covering three things: that you have been diagnosed with dyslexia, how it affects your work in concrete terms, and the two or three adjustments you would find most useful. That gives your employer what they need to act on.

Keeping private details private is reasonable. It is different from leaving out something your employer genuinely needs to know to keep you or others safe. If your role is safety critical, check what you are required to declare.

When could I tell them?

There is no universal best time. Some people mention it on an application form or at interview, often to ask for adjustments to the recruitment process. Others wait until after an offer, or until they have settled into the role. Many raise it when a particular difficulty comes up, or when their role changes and the demands increase. Any of these can be right.

How to raise the subject

Ask for a short private conversation rather than raising it in passing or at the end of a meeting about something else. A brief message beforehand helps.

If you would rather build your own words, a simple framework can help. This is a starting point, not legal wording:

• •“I’m dyslexic.”
• •“The main impact in my role is…”
• •“What helps me work effectively is…”
• •“Could we discuss reasonable adjustments such as…?”

The same four lines work in an email. ACAS also publishes a reasonable adjustment request template if you would like something more formal.

Then name the specific things. For example, receiving meeting papers a day in advance, having instructions confirmed in writing after a verbal briefing, using text to speech and dictation software, or having a colleague proofread external documents. Concrete requests are far easier to say yes to than a general discussion of difficulty.

If the response is lukewarm, it is reasonable to ask what would help the organisation consider it, such as an occupational health referral or a workplace needs assessment.

If the conversation does not go well

Most conversations are workable, even if they take more than one attempt. If yours is not, try to stay practical. Keep a short written record of what you asked for and the response. You can ask HR, occupational health or a union representative for support, and use your organisation’s internal procedures if needed. ACAS offers free, current guidance on reasonable adjustments.

Recording what is agreed

Whatever is agreed, put it in writing. A short email summarising the conversation is enough, and it protects everyone.

• •What was discussed and when.
• •Which adjustments were agreed, in specific terms.
• •Who is responsible for arranging each one, and by when.
• •Anything that was declined, and the reason given.
• •A date to review how the adjustments are working.

Some organisations use a formal document, sometimes called a workplace adjustment passport, which travels with you if your manager changes. If yours has one, it is worth using. Our full guide to reasonable adjustments for dyslexia at work sets out what can be requested and how reasonableness is judged.

When an assessment may help

You do not need a diagnosis to ask for support, and many adjustments cost nothing and are simply good management. An assessment can still help if you want to understand your own profile properly, if your employer has asked for evidence, or if you are applying for support that requires it.

If you are weighing it up, our pages on adult dyslexia assessments and dyslexia at work explain what is involved. A free 15-minute telephone call is available if you would rather talk it through first. There is no obligation and no pressure to book anything.

Related guides

• •What reasonable adjustments can a dyslexic employee ask for?
• •Why am I so much better at my job than I am at the paperwork?
• •I can read, so could I still be dyslexic?
• •Workplace needs assessments
• •Diagnostic assessment or workplace needs assessment: what is the difference?
• •Why can meetings be difficult when you’re dyslexic?
• •Why can verbal instructions be difficult to remember?
• •Browse the Knowledge Centre