This Saturday, 11 April 2026, marks World Parkinson’s Day, commemorating the date Parkinson’s was first recognised as a medical condition in 1817.
Parkinson’s is on the rise. In the UK, someone is diagnosed every 20 minutes, with around 166,000 people currently living with the condition. Globally, it’s estimated that by 2050 the number of people living with Parkinson’s will double to 25 million.
As diagnoses increase, it’s more important than ever for employers to understand the symptoms of Parkinson’s and how best to support employees affected by the condition. With the right treatment, workplace adjustments and ongoing support, many people with Parkinson’s are able to continue working for years, depending on their role and how their symptoms progress.
We spoke to Kiran Chohan, Head of Shared Adviser Services, at Parkinson’s UK, who shares advice on how employers can support employees living with Parkinson’s, as well as those caring for someone with the condition.
Q: Can you explain what Parkinson’s is and the common symptoms people may experience?
A: Parkinson's is a progressive neurological condition. People with the condition don't have enough of the chemical dopamine in their brain because some of the nerve cells that make it have stopped working.
Everyone’s experience of Parkinson’s is different, and not everyone will experience the same symptoms.
As well as difficulties with movement, people with Parkinson’s may experience symptoms such as pain and tiredness. Some symptoms are not always visible. Parkinson’s is also a fluctuating condition, which means symptoms can change from day to day or even hour to hour.
Q: What are some of the common challenges employees with Parkinson’s may experience at work, and how might these vary from person to person?
A: Some people with Parkinson’s may find it more difficult to carry out their work compared to employees without a disability. However, this will depend on how their symptoms affect them.
Symptoms may change over time and fluctuate day to day, meaning work may be more manageable at certain times or on particular days. If treatment is carefully managed and the right support is in place, many people with Parkinson’s can, and do, continue working for many years.
Q: What advice would you give to employers on how to handle the first conversation when an employee shares their diagnosis?
A: The best way to understand what an employee needs is to ask them. People with Parkinson’s are the experts in how their condition affects them.
It is important to listen and take the time to understand how their symptoms affect their work. Employees do not have to tell their employer they have Parkinson’s unless they need adjustments or there is a health and safety reason. If they do share this information, it must be treated confidentially.
Q: What kinds of reasonable adjustments are most helpful for employees with Parkinson’s, and can you share examples of good practice?
A: Employers have a legal duty to make reasonable adjustments to support employees with Parkinson’s.
Reasonable adjustments may include making changes to the building, changing the employee’s role, offering flexible working hours, providing training or software, or modifying equipment such as computer adaptations or adjustable chairs. Often small and simple practical changes such as changing a start time or break time can make a big difference.
What is reasonable and effective will be different for everyone. If needed, an occupational health specialist can help identify suitable adjustments. It can also be helpful to record agreed adjustments and review them regularly, for example using an adjustment passport.
Q: How can employers use flexible working arrangements to support employees who may experience fluctuating symptoms or fatigue?
A: Because Parkinson’s is a fluctuating condition, flexibility is important.
This may include temporarily changing working hours, working from home, adjusting duties, or planning work around times of day when the person feels more able. These changes can help someone manage their symptoms and continue working. Employers and employees may also be able to access support through schemes such as Access to Work, which can help fund practical support, although this does not replace an employer’s responsibility to make reasonable adjustments.
Q: What can organisations do to create a workplace culture where employees affected by Parkinson’s feel safe, included, and supported?
A: Employers can support employees by creating an open and supportive environment and encouraging conversations and providing training on health and disability. Providing information about Parkinson’s and making sure employees feel comfortable asking for support can help. Supporting employees with long-term conditions can also help build trust and create a positive working environment.
Q: What should line managers understand about Parkinson’s, and how can employers ensure managers feel equipped to support affected employees?
A: Line managers should understand that Parkinson’s affects everyone differently and that symptoms can fluctuate.
Not all symptoms are visible. Managers should focus on understanding how the condition affects the individual and what support they may need. Employers can support managers by providing guidance, training, and access to occupational health support.
Employers don’t always feel confident about supporting disabled workers. Where this is the case, they can seek advice from services like the Business Disability Forum or ACAS.
Q: What resources or services does Parkinson’s UK offer that employers can use to strengthen their workplace support for people affected by Parkinson’s?
A: Parkinson’s UK provides information for both employers and employees about working with Parkinson’s, including guidance on legal rights and reasonable adjustments, which is available on our website.
We also offer a confidential helpline, where people with Parkinson’s and their carers can speak to trained advisers about employment, benefits, and workplace support.
In addition, we have developed a short online awareness course for people working in public-facing roles. The course covers Parkinson’s symptoms, respectful communication, and practical ways to support people with the condition, and may be a useful resource for organisations looking to improve understanding across their workforce. It takes around 30 minutes to complete and is available on the Parkinson’s UK website.
Q: And finally, for employees who are caring for someone with Parkinson’s, what support or adjustments can employers offer to help them balance caring responsibilities with work?
A: Employees who care for someone with Parkinson’s often juggle unpredictable and emotionally demanding responsibilities alongside their work, so flexibility and understanding are key. Employers can support carers by offering flexible working arrangements such as adjusted start and finish times, remote or hybrid working, compressed hours, or part‑time options where feasible. These adjustments can help carers manage appointments, fluctuating care needs, and periods of increased responsibility without compromising their role.
Providing access to time off is also important. This might include carers’ leave, the option to take unpaid leave when needed, or flexibility around annual leave and emergency time off. Clear, compassionate policies around absence can reduce anxiety for carers and help them feel supported rather than penalised.
An open and understanding workplace culture is just as important as formal policies. Managers who encourage honest conversations can better understand an individual’s circumstances and agree reasonable adjustments that work for both the employee and the organisation. Regular check‑ins allow support to evolve as caring responsibilities change over time.
Employers can also signpost available resources, such as employee assistance programmes, wellbeing support, or external organisations that offer advice for carers.
Training managers to recognise the challenges carers may face can further improve support. Ultimately, a flexible, empathetic approach helps carers remain engaged, productive, and valued in the workplace while balancing their caring responsibilities.
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