From Awareness to Action: Building Truly Neuroinclusive Workplaces

Neurodiversity has become an increasingly visible topic in discussions about equality, diversity and inclusion (EDI) at work. Many organisations now mark awareness days or share well-intentioned messages of support — but few go beyond this performative inclusivity to make lasting, structural change.

To move forward, organisations must look deeper than symbolic gestures and rethink how work itself is designed, how collaboration happens, and how culture is shaped.

The term neurodiversity was coined by sociologist Judy Singer, who used the metaphor of biodiversity to describe natural differences in human cognition. Just as biodiversity is vital to the stability of ecosystems, she argued, neurodiversity may be essential for the stability of culture and society.

In this view, neurodiversity encompasses the full range of human cognitive functioning — both typical and atypical. It invites organisations to shift their lens from “disorder” to difference: people think, feel and act in varied ways, and these differences can be a powerful source of value.

Since neurodevelopmental conditions such as autism, ADHD and dyslexia are lifelong, it is essential for workplaces to understand and support neurodivergence. When people can thrive in environments suited to their cognitive styles, the benefits are significant: greater creativity, stronger problem-solving, more innovation, and ultimately, better organisational performance.

Diverse perspectives, both neurotypical and neuroatypical, spark innovation by challenging assumptions and revealing new ways of doing things. Research also suggests that neurodivergent individuals may bring particular strengths — such as pattern recognition, deep focus or unconventional thinking — that give teams a unique edge.

Importantly, this perspective contrasts with the outdated idea that neurodivergent people succeed despite their atypicality. Instead, many excel because of it.

To unlock this potential, organisations must move beyond awareness campaigns and implement concrete, structural practices that support neurodivergent talent. Here are key steps:

1. Rethink Recruitment

Traditional hiring processes often exclude neurodivergent candidates. Replace conventional interviews that test social skills with approaches that assess relevant abilities.Provide clear, concise job descriptions that separate required from preferred skills. Personalise onboarding with extra human touchpoints to ease transitions.

2. Increase Awareness and Education

Offer regular training for managers and teams to understand neurodiversity and available support resources. Encourage open discussion and awareness so that all employees — neurodivergent and neurotypical alike — can work more effectively together.

3. Design Flexible Work Environments

Provide accessible adjustments such as adaptive technologies, flexible working arrangements, and sensory-friendly spaces. Small changes — like quieter work zones, low lighting, or visual notifications instead of sound — can make a significant difference.

4. Foster Supportive Communication

Clarity is key. Communicate instructions in simple, direct language and give feedback focused on strengths. Pay attention to sensory preferences and adapt environments to reduce overstimulation, especially in open-plan offices.

5. Recognise Intersectionality

Understand that neurodivergence may intersect with other identities such as gender, race, or caregiving responsibilities, creating unique challenges that require empathy and flexibility.

6. Embed Inclusion in Leadership and Development

Make inclusion part of performance reviews for managers. Support employee resource groups with leadership sponsorship. Customise career development plans to reflect individual needs and strengths.

True inclusion requires redesign — not just awareness. Moving from performative to structural neuroinclusion means rethinking job roles, collaboration patterns, and workplace culture itself.

In the end, neurodiversity is not a problem to be managed but a source of collective intelligence to be embraced.

The question is: how ready is your organisation to make every brain count?

References

LeFevre-Levy, R., Melson-Silimon, A., Harmata, R., Hulett, A. L., & Carter, N. T. (2023). Neurodiversity in the workplace: Considering neuroatypicality as a form of diversity. Industrial and Organizational Psychology, 16(1), 1-19. 

Brinzea, V. M. (2019). ENCOURAGING NEURODIVERSITY IN THE EVOLVING WORKFORCE–THE NEXT FRONTIER TO A DIVERSE WORKPLACE. Scientific Bulletin-Economic Sciences/Buletin Stiintific-Seria Ştiinţe Economice, 18(3). 

Dwyer, P. (2022). The neurodiversity approach (es): What are they and what do they mean for researchers?. Human development, 66(2), 73-92. 

Shaw, S. C., McCowan, S., Doherty, M., Grosjean, B., & Kinnear, M. (2021). The neurodiversity concept viewed through an autistic lens. The Lancet Psychiatry, 8(8), 654-655. 

Mcdowall, A., Teoh, K., Beauregard, A., & Gawronska, J. (2025). Neurodiversity at work: bridging research, practice, and policy. Acas Website. 

McDowall, A., Doyle, N., & Kiseleva, M. (2023). Neurodiversity at work: demand, supply and a gap analysis. 

Chapman, R., & Botha, M. (2023). Neurodivergence‐informed therapy. Developmental Medicine & Child Neurology, 65(3), 310-317. 

Plink, D.(2025).How to move from performative to structural neuroinclusion. People Management. CIPD. https://www.peoplemanagement.co.uk/article/1920497/move-performative-structural-neuroinclusion