The recent controversy surrounding Gregg Wallace’s behaviour on MasterChef and his subsequent suggestion that being autistic explains his behaviour, raises an important question: how should employers respond when an employee’s behaviour is inappropriate, yet potentially rooted in neurodivergence or other health conditions?

While some have dismissed Wallace’s explanation as a deflection or excuse, doing so outright risks missing a crucial point.
Employers have a legal duty to understand and take reasonable steps to support neurodivergent employees, even when their needs manifest in complex, socially awkward, or uncomfortable ways.

Protecting colleagues from unacceptable behaviour is absolutely essential. Ensuring a safe and respectful working environment must always be a priority, regardless of the reasons behind someone’s actions.

At the same time, it’s important to recognise that challenging behaviour may sometimes stem from unmet support needs, particularly in neurodivergent individuals.
Addressing this doesn’t mean excusing the behaviour. It means exploring whether additional understanding or adjustments could prevent future issues and could support everyone involved.

Neurodiversity includes a broad range of conditions such as autism, ADHD, dyslexia and others, each of which can impact communication, sensory processing and social interactions.

For example, someone with autism might have difficulty interpreting social cues, managing boundaries, or responding to feedback in conventional ways. These traits aren’t inherently harmful, but if misunderstood or unmanaged, they can result in behaviour that raises concern.

When employers witness odd, challenging or inappropriate behaviour, the response should never be silence or disciplinary action without considering the context. Instead, it’s an opportunity for open, sensitive dialogue and structured support.

Here are some key tips for employers when navigating such situations:

1. Avoid assumptions, but stay observant

If an employee is exhibiting behaviour that seems unusual or disruptive, try to resist jumping to conclusions, whether that’s assuming they are neurodivergent or dismissing their behaviour as purely problematic.

Instead, take note of any patterns and as part of your decision-making, consider whether there may be a support need that hasn’t been identified.

2. Create a safe space for disclosure

One of the biggest barriers neurodivergent employees face is the fear of stigma. If you suspect a neurodivergent condition might be relevant, do not ask “Are you autistic?” or “Do you have ADHD?” directly.

Instead, try to use open-ended, respectful language. For example: “We’ve noticed that there have been some challenges around interactions in the team which others have found difficult. I want to understand if there’s anything we can do to better support you. Is there anything you’d like us to know or consider that could help in this area?”

This invites disclosure without pressure and signals that the workplace is a safe, supportive environment.

3. Understand that neurodivergence is not an excuse but could be a relevant factor

Autism or any other form of neurodivergence should never be used to excuse harmful behaviour.

Accountability remains essential. However, understanding how a condition contributes to certain behaviours allows for a fairer, more constructive response.

If someone crosses professional boundaries due to difficulties with social cues, that context matters in how support and discipline are balanced.

4. Ensure HR policies reflect legal obligations

Under the Equality Act 2010, employers are legally required to make reasonable adjustments for employees with disabilities, including neurodevelopmental conditions.

These adjustments might include clearer communication, structured routines, or access to a mentor or support specialist.
Ignoring signs of neurodivergence or failing to explore the question of reasonable adjustments can amount to discrimination.

5. Don’t pick and choose which disabilities you’ll accommodate

Disability isn’t always visible, neat, or easy to navigate.

Employers cannot cherry-pick which manifestations of neurodivergence they are comfortable with.

It is not enough to support a dyslexic employee with spelling tools while ignoring an autistic employee’s need for clear boundaries and predictable routines.

6. Train managers to spot and support neurodivergence

Line managers are often the first to witness challenging behaviour.

They should be trained not only in legal obligations but in recognising potential signs of neurodivergence and how to have supportive conversations.

Compassionate leadership is a core part of inclusive practice.

Employers must strike a careful balance between accountability and support. By fostering a culture of openness and compassion, organisations not only protect staff but create a more inclusive, productive workplace for all.

Please note that this update is not intended to be exhaustive or be a substitute for legal advice. The application of the law in this area will often depend upon the specific facts, and you are advised to seek specific advice on any given scenario.

Dismissing Gregg Wallace’s explanation as “nonsense” misses vital point