How to create a neuroinclusive work environment

Neurodiversity is an umbrella term covering the different wiring of peoples’ brains and conditions arising as a result of these natural variations – including the autism spectrum, dyslexia, dyspraxia, ADHD and Tourette’s syndrome, among others.

It’s an issue I’ve seen interest in grow enormously over the past decade (both within the workplace and more widely) coupled with growing workplace visibility.

There’s openness from a greater number of new entrants to the workplace, as well as existing employees (many of whom will have worked at companies for decades) being more likely to disclose neurodiversity than they once were.

But this increase has come from a low base, and there’s still a lot to be done.

As an advocate who speaks regularly to workplaces on neurodiversity employment and inclusion, it’s clear that companies are keen to do more to support inclusion.

However, with neurodiversity being such a widely-encompassing area, it can sometimes seem hard to know where to begin.

Below I’ve set out key principles to give you and your company the best chance of ensuring neurodivergent applicants/employees are included and supported – and top tips for how to achieve  these in practice.

Accommodations for neurodiversity help everyone

Discussions around neurodiversity inclusion often focus (as with disability inclusion) on accommodations/adjustments that can be made to remove barriers/disadvantages.

Accommodations will differ depending on the form of neurodiversity (and indeed the individual’s requirements), ranging from ‘hard’ accommodations – e.g. quiet rooms where those distracted by noise can work, or noise-cancelling headphones – to ‘soft’ accommodations – which are often more procedural.

Accommodations for neurodiversity are often (though not exclusively) ‘soft’ in nature, and can include, e.g.:

• Ensuring that where work is assigned, clear instructions are given on what, when, and how something needs to be done;
• A task’s relative importance as against other work and what to prioritize where clashes happen;
• And awareness events such as ‘lunch and learns’, to ensure that employees understand the challenges neurodivergent people face in the workplace and how to deal with these.

Because ‘soft’ accommodations can concern changes to ways of working and to culture, you may experience pushback from those reluctant or unwilling to adapt.

However, adaptations like, ensuring clear instructions, and clarity over what tasks should be prioritized, are beneficial not just to neurodivergent people, but to increasing efficiency and productivity of wider teams.

They are therefore worth rolling out more widely in any event.

Neurodiversity brings great strengths to the workplace

It’s absolutely true that to achieve neurodiversity inclusion, people need to be supported to work at their best.

This can lead to discussions turning to the cost of accommodations and whether they are ‘reasonable’.

But neurodiversity inclusion isn’t about companies doing a ‘good deed’ to employ people – neurodivergent people can bring great strengths and talents to the workplace.

For example, common traits can include problem-solving abilities (often honed by growing up in a world not designed for us), ‘big picture’ thinking, and loyalty.

And on a personal level, being autistic gives me a strong focus and determination to learn and understand as much as possible about a subject once I set my mind to it (a very useful skill in my chosen field of law, particularly litigation).

I have a strong memory, and the ability to spot details others might miss, approach topics from different angles, and add diversity of thought to discussions.

So, the question shouldn’t be whether neurodiversity inclusion can be afforded, but whether employers can afford not to do so, and to miss out on talented people who might well be the best person for the job.

Practical tips to ensure a focus on strengths and recruit and retain strong neurodivergent talent include:

• Making sure that inclusive steps your company has taken, such as accommodations and role models, are publicized externally, including to applicants – e.g. on your company’s website. If neurodivergent applicants can’t see evidence of an employer’s neurodiversity inclusion work, it’s natural for them to assume this hasn’t taken place.
• Ensure that where employees/applicants can disclose disability/neurodiversity (e.g. as part of an application form, or as part of employees’ HR profiles), the process/setup allows people to state not just their condition, but also how this affects them personally – and explicitly allows them to list potential strengths, as well as areas where support might be needed.
• Be sure to spotlight role models within your organization who are happy to be open about their neurodiversity – “If you can see it, you can be it”. Role models are vital at every level, but are particularly important at more senior levels to show that progression and advancement is possible.

Neurodiversity isn’t ‘One Size Fits All’

Neurodiversity encompasses a range of conditions, all of which will, naturally, affect people differently. But more than this, every neurodivergent person is different.

Two candidates for a role might both have an autism diagnosis, but that doesn’t mean autism will affect them in the same way.

It’s often said that ‘If you’ve met one autistic person, you’ve met one autistic person’ – because everyone is different.

For example, one might experience uncertainty and nervousness in new situations (something I can definitely relate to when first applying for legal roles – which Reed Smith recognized, allowing me to visit their office pre-interview and meet graduate recruitment team members in advance), while another may have no issue with this at all, but instead face sensory challenges, such as an aversion to strong lighting, requiring very different accommodations.

I distinctly remember attending a vacation scheme assessment day (at a firm which shall remain nameless) several years ago, and being told that since I had disclosed I was autistic, I would be given extra time to review a case study before being asked questions.

As it happened, extra time wasn’t an accommodation I needed (nor one I had asked for), but they were insistent that I accept it. I ended up taking the offer, but it didn’t help at all. Meanwhile, no accommodations were made in respect of other points that I had specifically flagged would be helpful.

So, it’s important to consider what support individuals might need, rather than assuming certain accommodations will necessarily be helpful to everyone.

Practical ways to do this include:

• Ensuring that where employees/applicants are able to disclose disability/neurodiversity, they are encouraged to consider what support/accommodations they personally might need to work at their best – and proceeding based on this.
• For roles where employees might move teams, consider a ‘passport’ system which includes, alongside general information about the individual to be shared with line managers/supervisors, this information.
• Sometimes people won’t always be able to list all the accommodations that might help them (e.g. due to lack of experience of working with accommodations), and you might know from experience that an accommodation not requested might help them. It’s fine to suggest this (and the person might feel more confident requesting an accommodation knowing your company is supportive) – but ultimately the decision must be the person’s.
• Finally, alongside the many other benefits of spotlighting role models, doing so also ensures focus on neurodivergent employees (as opposed to neurodiversity as a general concept) – and our individual differences and experiences.

Employers, let’s make 2025 the year you truly create a neuroinclusive environment in your workplace.