Yes. Many organisations already have processes in place. In these cases, my role is to review what exists, identify where things may be unclear or cognitively demanding, and help adapt or strengthen processes.  Hence, they better support the individual, without unnecessary disruption.

In this context, harm includes increased anxiety, burnout, loss of confidence, feeling singled out, or being managed in ways that reduce autonomy.
My work focuses on preventing these outcomes by ensuring adjustments are individual, collaborative, and grounded in how work actually happens.

By explicitly designing support for the individual concerned and documenting it as such.
This helps prevent comments like “This worked for someone else with ADHD” and reinforces the principle that different people need different things, even with the same diagnosis.

No. My role is to support understanding and implementation, not to assess performance or capability.  Managers remain responsible for role requirements, expectations and performance management, while I support the process of making work clearer and safer for the individual.

Yes.  In fact, it is often particularly helpful.  Late diagnosis can bring up strong emotions and a re-evaluation of past experiences. Coaching provides space to process this constructively, which can reduce anxiety and support a more stable return to work or ongoing performance.

My approach complements existing HR processes and can sit alongside Access to Work recommendations.
Where Access to Work funding is in place, I can support implementation so adjustments are actually used effectively rather than becoming another source of overwhelm.