Spotting early dementia signs at work: what colleagues and managers should know

Dementia doesn't just affect older people who have already retired - it can develop whilst people are still working and contributing professionally. As a colleague or manager, you might be in a unique position to notice early signs that someone is struggling, often before they've received a diagnosis or even recognised the symptoms themselves.

Understanding what to look for and how to respond compassionately can make an enormous difference to someone's working life and wellbeing. The workplace is often where dementia symptoms first become apparent, as job demands highlight changes in memory, concentration and problem-solving abilities that might not be obvious in other settings.

Creating awareness about dementia in the workplace isn't about being suspicious of colleagues or looking for problems - it's about fostering an environment where people feel supported and can access help when they need it. When we understand the early signs and know how to respond sensitively, we can help ensure that colleagues with dementia receive appropriate support whilst maintaining their dignity and professional relationships.

The key is approaching any concerns with empathy rather than judgement, recognising that changes in performance might have various causes and knowing how to offer support without overstepping boundaries.

Common early signs in the workplace

Dementia symptoms often appear gradually and can be subtle at first, which means they're sometimes mistaken for stress, tiredness or simply having a bad day. However, when these changes become more frequent or noticeable, they might indicate something more significant.

Memory issues are often the most recognisable early sign. You might notice a colleague who previously had excellent recall now forgetting important meetings, missing deadlines they would normally remember or needing reminders for routine tasks they've done countless times. They might ask the same questions repeatedly or seem surprised by information they were told recently. However, it's important to remember that occasional forgetfulness is normal - it's the pattern and frequency of memory problems that might be significant.

Communication changes can be particularly noticeable in work settings. A colleague might start struggling to find the right words during meetings, lose track of conversations or have difficulty following complex discussions. They might begin speaking less in meetings or seem confused by instructions that would previously have been straightforward. Written communication might also change, with emails becoming less organised or containing unusual mistakes.

Problem-solving difficulties often become apparent through work tasks. Someone who previously handled complex projects with ease might now struggle to break tasks down into manageable steps, have difficulty prioritising work or seem overwhelmed by decisions they would normally make confidently. They might ask for help with tasks they've done independently for years or seem unsure about processes they know well.

Changes in judgement or decision-making can be subtle but important. This might involve making choices that seem out of character, being unusually cautious about decisions or alternatively, making impulsive choices without considering consequences. In customer-facing roles, they might handle situations differently than usual or seem less able to adapt their approach to different circumstances.

Increased confusion or disorientation might show up as getting lost in familiar parts of the building, confusion about meeting times or locations, or difficulty using equipment they've operated successfully before. They might seem disoriented about dates, struggle with technology that was previously routine or appear confused about workplace procedures they know well.

It's crucial to remember that these signs can have many causes including stress, depression, medication side effects or other health conditions. The NHS provides information about dementia symptoms, but any concerns should be addressed sensitively and without jumping to conclusions.

How to approach a colleague with concerns

If you've noticed changes that concern you, approaching the situation requires sensitivity, respect and careful consideration of your relationship with the colleague. The goal is to offer support rather than to diagnose or create embarrassment.

Having sensitive conversations means choosing the right time and place for a private discussion. Avoid raising concerns in front of other colleagues or during stressful periods. Instead, find a quiet moment when you can speak privately and without interruption. You might start by expressing general concern: "I've noticed you seem a bit stressed lately - is everything okay?" rather than immediately focusing on specific incidents.

Focus on offering practical support rather than highlighting problems. You might say: "I noticed you seemed a bit overwhelmed in that meeting - would it help if I took notes next time?" or "Would you like me to send you a summary of what we discussed?" This approach provides assistance without making the person feel criticised or scrutinised.

Respect boundaries and don't push if someone doesn't want to discuss their concerns. Some people might not be ready to acknowledge changes or might prefer to handle things privately. If someone declines your offer of help or doesn't want to talk, that's their right, but you can let them know you're available if they change their mind.

Document your observations factually if you're in a management role, but avoid speculation about causes. Keep notes about specific incidents or performance changes, as this information might be helpful later if the person does seek support or if workplace adjustments are needed. However, focus on observable behaviours rather than assumptions about underlying causes.

Consider when and how to involve management or HR. If you're a colleague rather than a manager, you might encourage the person to speak with their supervisor or HR department. If you're concerned about safety issues or the person seems unaware of significant problems, you might need to speak with management yourself, but this should be done thoughtfully and with the person's wellbeing as the priority.

Creating a supportive work environment

Building a workplace culture that supports people with dementia - and other health conditions - benefits everyone and reflects positively on organisational values. This involves both practical changes and shifts in attitude and awareness.

Fostering open, non-judgemental communication starts with leadership but requires everyone's participation. When people feel safe discussing health concerns without fear of discrimination or job loss, they're more likely to seek help early and work collaboratively on solutions. The Equality and Human Rights Commission provides guidance on creating inclusive workplaces.

Implementing team-based support systems can help distribute workload and ensure important tasks are covered. This might involve buddy systems for complex projects, shared responsibility for key deadlines or regular team check-ins where people can ask for help without feeling embarrassed. These systems benefit everyone, not just those with health conditions.

Adjusting expectations and workflows naturally means being flexible about how work gets done whilst maintaining quality standards. This might involve allowing more time for complex tasks, providing written instructions alongside verbal ones or breaking large projects into smaller, more manageable components. The ACAS guidance on reasonable adjustments offers practical advice for employers.

Training staff on dementia awareness helps create understanding and reduces stigma. Many organisations now provide training on various health conditions, including dementia, to help staff understand symptoms, know how to offer appropriate support and feel confident about having sensitive conversations. The Alzheimer's Society offers workplace training that can help build dementia-friendly workplaces.

Manager's guide to supporting employees

Managers have particular responsibilities and opportunities when it comes to supporting employees who might be developing dementia. This involves understanding legal obligations, working effectively with other departments and balancing individual needs with business requirements.

Legal obligations under the Equality Act 2010 require employers to make reasonable adjustments for disabled employees, including those with dementia. Once you're aware that an employee has dementia, you have a duty to consider what adjustments might help them continue working effectively. This might involve occupational health referrals, workplace assessments or discussions about role modifications.

Working with HR and occupational health services ensures that decisions are made properly and that appropriate support is available. Occupational health professionals can assess what adjustments might be helpful, provide guidance on safety considerations and offer ongoing support as the person's needs change. HR can advise on policy issues, legal requirements and available support services.

Balancing individual needs with business requirements can be challenging but is often more straightforward than initially expected. Many workplace adjustments for dementia are simple and cost-effective, and they frequently benefit other employees too. Focus on finding creative solutions rather than reasons why adjustments won't work.

Long-term planning and succession becomes important when supporting an employee with a progressive condition. This doesn't mean immediately replacing them, but rather thinking about how to capture their knowledge, gradually transition responsibilities if needed and ensure business continuity. Involving the employee in this planning respects their expertise and can help them feel valued rather than displaced.

Remember to document all conversations and decisions about adjustments and support. This protects both the employee and the organisation and ensures consistency in approach. Regular reviews of arrangements help ensure that support remains appropriate as circumstances change.

Building understanding and support

Creating a workplace that effectively supports people with dementia requires ongoing commitment from everyone, not just management. It's about building a culture where health conditions are understood rather than feared, and where people feel confident seeking support when they need it.

The benefits extend far beyond supporting people with dementia. Workplaces that are inclusive, understanding and flexible tend to have higher employee satisfaction, better retention and stronger team relationships. When people know they'll be supported through health challenges, they're more likely to be loyal, engaged employees.

For more guidance on supporting people with dementia in various life situations, including workplace challenges, DementiaNet offers comprehensive resources and a supportive community. Whether you're a colleague wanting to help, a manager seeking guidance or someone experiencing symptoms yourself, understanding and support are available to help navigate these important conversations and decisions.