Disclosure Conversations: How Managers and HR Should Respond When an Employee Shares an Epilepsy Diagnosis

When an employee tells their manager they have epilepsy, the response they receive in that moment shapes everything that follows. Handled well, the conversation builds trust, opens the door to appropriate support, and meets the employer’s legal obligations. Handled poorly, it can leave the employee feeling exposed, unsupported, or worse, discriminated against.

This article sets out how managers and HR teams should respond when an employee shares an epilepsy diagnosis. It covers the immediate conversation, the parallel responsibilities of HR, and the steps that follow.

The manager’s role in the disclosure conversation

The first conversation matters. The employee has chosen to share something personal, often after careful consideration. The manager’s job is not to react with surprise, sympathy, or alarm, but to respond professionally and practically.

Listen first. Allow the employee to share what they want to share at their own pace. Do not interrupt with questions about medical detail.

Thank them for telling you. Acknowledge that disclosure takes thought and that you appreciate the trust placed in you.

Avoid assumptions. Epilepsy presents differently in every individual. Do not assume the employee will need significant adjustments, or none at all. Ask what support, if any, they feel would be helpful.

Do not ask intrusive medical questions. You do not need to know the clinical details of their epilepsy. You need to know what helps them work safely and effectively.

Be clear about confidentiality. Explain who will need to know and why. As a general principle, information should be shared only with those who have a legitimate need to know, and only with the employee’s agreement.

Agree next steps. This usually involves a follow-up conversation, a referral to occupational health, and a discussion with HR about reasonable adjustments.

What managers should not do

Some responses, however well-intentioned, cause harm.

• Do not express shock or pity.
• Do not share the disclosure with colleagues without explicit permission.
• Do not make immediate decisions about the employee’s role, duties, or future without consultation.
• Do not assume the employee is a safety risk.
• Do not delay in following up. Silence after a disclosure is interpreted as discomfort or rejection.

The HR role in parallel

While the manager handles the immediate human response, HR has a parallel set of responsibilities that begin as soon as the disclosure is shared with them.

Confirm the legal framework. Epilepsy is generally considered a disability under the Equality Act 2010. This means the employer has a duty to make reasonable adjustments and a duty not to discriminate.

Arrange occupational health input. An occupational health assessment provides an independent, professional view of what adjustments may be appropriate. This protects both the employee and the employer.

Review the role and risk assessments. Some roles involve specific factors that need consideration, such as driving, working at height, lone working, or operating machinery. Risk assessments should be reviewed in light of the disclosure, with the employee’s input.

Document the process. Record the disclosure, the conversations, the assessments, and the adjustments agreed. This documentation supports the employee, demonstrates compliance, and provides clarity if circumstances change in future.

Train managers in advance. HR should ensure managers are equipped to handle disclosure conversations before they happen, not after. This is part of building a workplace where disclosure feels safe.

Reasonable adjustments

Reasonable adjustments vary widely depending on the individual and the role. Common examples include:

• Adjustments to working hours where fatigue or medication timing is a factor
• Modifications to lone working arrangements
• Changes to lighting where photosensitivity is relevant
• A clear seizure response plan for colleagues
• A nominated point of contact in the event of a seizure at work
• Time off for medical appointments treated separately from general sickness absence

The key principle is that adjustments are agreed with the employee, not imposed.

Building disclosure-ready workplaces

A workplace where employees feel able to disclose is not built in the moment of disclosure. It is built through visible commitment to inclusion, clear policies, trained managers, and a culture that treats health information with discretion. Employees disclose when they trust the organisation to respond well. That trust is earned in advance.

Get in touch

National Epilepsy Training supports employers and HR teams in building the knowledge and confidence to respond to epilepsy disclosure professionally. Our Epilepsy Awareness Training course is widely used by employers, HR teams, and managers across a range of sectors, with online delivery available through our Epilepsy Awareness Online Training Courses.

To discuss training for your managers or HR team, please complete the contact form below and a member of our team will be in touch.