An opportunity for employers to lead in inclusive workplaces

There are clear benefits to promoting neurodiversity in the workplace​, yet there are still obstacles in traditional work environments. The barriers neurodivergent employees face can impact their ability to fully contribute, leading to disengagement or turnover. One reason I’ve seen neurodiversity in the workplace fail is because the recruitment process is not sufficiently tailored to the needs of neurodivergent candidates. In this article, I’ll explore what embracing neurodiversity in the workplace means for employers and offer some practical advice for creating a neuroinclusive environment. Traits commonly seen in neurodiverse people include empathy, creativity, persistence, imagination, energy, problem-solving, pattern recognition and analytical skills. This means that having neurodiverse teams can bring great talent, perspective and skills that may not be achieved by neurotypical employees alone.
“If an individual has an issue staying still for more than 45 minutes at a time… [they should] go for a walk and come  back. As long as you’re  productive when you come back, we’re okay with it,” said Hiren. “Interpersonal difficulties are no barriers to a high-performing team,” said Michael. These agencies were trying to find meaningful work for individuals on the spectrum, and EY needed help finding those individuals. Managers now avoid abstract language, use shorter words, and give more specific instructions — clarity that has benefited everyone. “All of these jobs are fine, but if you have spent years getting degrees … it’s a shame and a waste they weren’t able to use them,” he said.

The use of artificial intelligence is a new challenge in recruitment, reward and performance management systems, classifications and promotions generally, but also specifically in managing neurodiversity to ensure compliance. Practically speaking, a good employer should be doing all they can to always provide support, whether or not an individual is neurodiverse or has any other disability. People who are neurodiverse will benefit from better employment prospects and more inclusive workplaces thanks to the work and advice of a new expert panel launched today [Wednesday 29 January]. Some may be masking their traits or have chosen not to disclose their neurodivergence at work, which can lead to stress and emotional fatigue. Others may have been open about their neurodivergence but still feel anxious when faced with things like unpredictability, unclear expectations or social pressure. Some neurodivergent people may prefer direct, literal language or find social cues more challenging to pick up on.
However, traditional work environments can unintentionally hinder their success. Doing this will also support neurodivergent workers who have not shared their condition. Be Your Best Academy is all about Lived-Experience Education, delivering high-quality personal and professional development courses created with and for neurodivergent individuals. Read&Write for Work gives every employee the tools they need to read, write, and communicate with confidence.

If you're a worker and need reasonable adjustments to help you do your job, you can use our reasonable adjustments request letter template. Some well-known types of neurodivergence are ADHD (attention deficit hyperactivity disorder), autism, dyslexia and dyspraxia. People with autism are creative problem solvers and show superb attention to detail. When they're interested in something, they can focus on it intensely and become experts in that area. Flexibility and awareness of the neuroatypical experience can shape more inclusive recruitment processes and allow every candidate to effectively showcase their strengths.
Profiling on the other hand is used to understand an individuals’ unique personality or cognitive profile, strengths, and challenge to promoting a strengths-based approach to workforce management. Insightful workforce profiling such as Myers-Briggs or DiSC assessments can provides insights into employees’ unique personality and cognitive profiles, and help employers build balanced teams and optimise talent deployment. In today’s professional world, embracing diversity means more than just recognising different cultures or backgrounds. Neurodiversity is about recognising that people think, learn, and process information differently. This includes individuals with autism, ADHD, dyslexia, and other neurological variations. When workplaces foster neurodiversity inclusion, they create environments where everyone can thrive.
A range of recognised tests to determine if an individual has (a diagnostic) or is displaying tendencies (a screening) for a neurodivergent condition. A worldwide initiative that challenges stereotypes and misconceptions  about neurological differences. Neurodiversity refers to different ways our brains are wired and process information. It is used to describe alternative thinking styles such as Dyslexia, Dyspraxia, Dyscalculia, Autism and ADHD. (2017) Neurodiversity as a competitive advantage, Harvard Business Review, accessed 6 October 2017. Recognise that regardless of your organisation’s commitment to EDI, there may be some way to go to be truly neuroinclusive.

For the most robust and cost-effective outcome, many clients choose our Comprehensive Bundle which combines the NDIS Needs Report with both a Diagnostic Report and a Personalised Neurodivergence Profile. Together, this trio provides the formal diagnosis, the detailed personal insights, and the structured evidence for NDIS, covering every angle of understanding and support. This option is recommended when a complete diagnostic picture is needed, whether for healthcare providers, funding applications, personal understanding, workplaces and schools, or adjustments and accommodations. In most cases, the Diagnostic Report also serves as the baseline document required to access our other reports, such as the NDIS Needs Report or a combined report bundle for a more comprehensive outcome.
The purpose of this initiative is to create environments that will maximally facilitate these individuals to grow and achieve their full potential. It is about facilitating a community of practice for universities, colleges, employers and service providers to work together to create these environments and opportunities for neurodivergent young adults. Neuroinclusion is about removing the barriers that prevent those strengths from showing up at work. It’s reducing the need to disclose, and creating environments where support is built in. Book a chat with our workplace specialists to  hear more about strategies for a neuroinclusive workplace and technology for neurodivergent employees.

Your employer should cover the costs of implementing our recommendations, but may be offered financial support through the Access to Work Scheme. We harness the strength of neurodiverse thinking; the lived experience of our team remains at the core of everything we do. Lexxic’s new free Neurodiversity Smart Employer Guide sets out our psychologists’ top practical recommendations for making your organisation neuro-inclusive, based on Lexxic’s Neurodiversity Smart model. Designed for individuals to work with their coach to develop strategies and solutions to overcome any workplace challenges they may have. Whether you’re an HR lead, a line manager, or a neurodivergent Occupational Health Services employee seeking support, this workplace assessment is a powerful way to start meaningful informed change. This workplace assessment bridges the gap between employee experience and organisational action.
A) Make inherent requirements and success measures explicit The Mondaq article emphasises current position descriptions and KPIs that clearly identify inherent requirements. (Mondaq) Do this well and you reduce bias in selection and performance management. How this links back to the article The Mondaq framework is about documenting inherent requirements and considering adjustments. (Mondaq) Deloitte’s data suggests HR also needs a consistent adjustment pathway with service standards, so decisions are not inconsistent across managers or business units.