In fact, a href=”https://www.cipd.org/en/about/press-releases/one-in-5-neurodivergent employees experienced harassment or discrimination at work/#::text=However%2C%20despite%20this%20potential%20figure,be%20understanding%20or%20offer%20support.”> In fact, research from the CIPD in 2024 revealed only half of neurodivergent employees felt their organisation had an ‘open and supportive’ climate for them.
In honor of Neurodiversity Week (17th-23rd March 2025), an international initiative that challenges misperceptions about neurological differences we explore key considerations to drive neuroinclusion at the workplace.
We consulted several neurodiverse people and diversity advocates to help us create this guide. They shared their insights on how to foster inclusive cultures and support cognitive diversity at work.
Deborah Hartung, a person with ADHD and anxiety: “I know how exhausting it can be to feel that you need to hide your struggles in order to appear competent.”
Neurodiversity in the workplace
The term Neurodiversity refers to differences in brain functions and behaviour traits when compared to the “neurotypical mind”. This includes conditions like autism, ADHD and dyslexia.
Neurodiverse people can bring an array of skills and strengths to organisations when they are provided with a supportive, inclusive environment. Most workplaces are built with the neurotypical mind in mind. They don’t give much thought to the brain diversity of neurodivergent individuals or the barriers they face.
Many people feel the need to hide their true selves in order to navigate stressful, overstimulating environments. This prevents them from reaching their potential. We’ll explore how organizations can remedy this.
Stop expecting others to be there for you
Leaders need to stop assuming the’standard way’ of working is widely accepted and that any deviation from it means ‘accommodating for difference’.
Deborah Hartung is a workplace culture and leadership expert. She says that: “As someone who was diagnosed with ADHD late, I would say the best advice for anyone in the office, is to stop expecting too much from others .”
Although we may find it difficult to relate to someone else’s experience, or their preference, that does not mean they are ‘other.’ “There are thousands like me who feel like they don’t belong or that there is something wrong with them, not realizing that their brains work differently. It’s hard enough to be different! It’s exhausting to have to ask for “accommodations” or explain why things need to be done differently.
Adopting the social model of disability
Atif Chaudhary is the CEO of Diversity and Ability. He agrees with people that they must question their assumptions. We view differences in individuals (such as disability or neurodiversity) as deficits to be ‘fixed’ or accommodated. By adopting the Social Model of Disability we can change our way of thinking.
Choudhary says that by aligning ourselves with the social model, we are able to shift the focus away from the individual deficits and onto the barriers created by society. Dismantling the gatekeeping system based on diagnosis is the only solution to avoid othering and foster a feeling of belonging instead of exclusion.
The physical working environment: a cocreation project
The physical space we work in has a significant impact on our productivity and well-being. Most modern workspaces are designed to impede performance and increase stress.
We are often faced with open-plan offices that are noisy and have harsh lighting. There is also a strong smell of cooking in the background. These factors create an environment that is highly stimulating and does not encourage the best work from most people. Yet, this type of working arrangement continues to be used.
Hartung says that “many of us have to hide or fight through environments which actively undermine our productivity.” If employers are serious about creating inclusive environments, they need to address sensory needs, executive function challenges, and cognitive load.
Here are some key points from our neurodiversity experts about redesigning your physical workplace:
- Create the space in collaboration with neurodivergent staff: Get their input, try out new ideas, get feedback, and refine the design.
- Create sensory areas to suit different preferences. Provide quiet, low-stimulation zones for those who like to work in a more focused environment.
- Use clear signage to identify zones: Clearly define what is acceptable and not allowed within each designated zone. Clarity is important.
- Create a desk-booking system. Allow employees to choose where they want to set up their workstations for the day.
- Offer personalised lighting options, such as desk lamps that can be dimmed and have adjustable brightness and color temperatures.
- Allow space for movement. Humans were not designed to be seated at a desk. Consider standing desks, walking meetings and pacing/fidgeting.
If you do not have the resources to redesign your workspace, some simple changes will help neurodivergent workers (and others) feel more at ease in shared work environments.
Flexibility is important to avoid overstimulation
Flexible work arrangements are a key component of inclusive cultures. Your redesigned workspace may help reduce stimulation levels but it might not be enough. Flexible options are the answer.
Allowing them to start earlier or later helps bypass this overwhelm, and result in them being happier and more productive. By allowing them to start early or late, they can bypass the overwhelm and be happier and more productive, says Alex Partridge. He is the founder of LADBible, UNILAD and the host of the ADHD chatter podcast.
Partridge suggests that neurodiverse people can also work from home, without feeling the need to mask themselves. “Working at home is very helpful because there’s less noise and distractions.”
Communication pitfalls to avoid
All of us have different communication styles. Certain communication styles, such as jargon and vague language, can cause confusion for neurodiverse people and hinder their performance.
Choudhury says that people will not ‘just figure it out’. Reading between the lines is a mental burden for many, and this is not evenly distributed. Be explicit when you write, particularly.
Consider the following to avoid communication breakdowns that can cause anxiety:
- Consider your communication preferences. Consider how you prefer to receive information: in written form or verbally? Do you prefer to work in a team or alone? Share your preferences with the team and invite others to do the same.
- Be explicit and clear. You should have given the delegated task a clear deadline and detailed brief.
- Avoid jargon. This is useful for everyone, and not just neurodivergent individuals.
- Prevent meeting mishaps by providing clear agendas. Stick to the agenda. Do not assume that those who remain quiet are unwilling to speak. After the session, allow for participants to process the information and follow up.
- Use multi-modal communication. Meeting your team’s communication needs is as simple as providing updates verbally and in written form.
Building organisational-wide awareness
It is not enough to send your employees on a neurodiversity course once and be done. It is important to have a cohesive and organisational-wide approach.
Ekua cant is a LinkedIn and Career Coach with Be Your No.1 cheerleader. To discover best practices, ran a recent project called Neurodiversity In Focus. “My goal was advocate for more neuroinclusion, and support workplaces by having tools for individuals and managers to foster inclusion at the workplace.”
Cant’s project revealed several elements of organisational-wide neuroinclusion.
- OnboardingEnsure that any needs of the new hires are communicated to the appropriate people, such as the IT team and manager. Also ensure the correct tools are provided on day one.
- Managers – Train your managers on neurodiversity. They should also ensure that they regularly check in with direct reports to discuss their changing needs.
- Support and networks: Provide a neurodiversity friend system or neurodiversity networking to connect people (voluntarily) and provide spaces for sharing their experiences.
- Training for all employees: Train your staff on how to effectively work with inclusion in mind.
Psychological safety does not need to be announced. It is in the micro-moments of everyday life that people feel either safe to be who they are or like a problem.
Psychological safety: beyond the open doors
Neuroinclusion is not just about raising awareness within the organisation. It is a stepping-stone to creating a safe and psychologically secure workplace.
Psychological safety is a buzzword that’s often used in a flippant way to suggest we are a “nice bunch” whose “doors are always opened”. In reality, psychological safety is a part of the culture of any business.
Hartung says that psychological safety is not about slogans and open door policies, but about systemic behaviors that build trust.
Choudhury says that a good way to start building psychological safety would be to become aware of your emotional reactions to differences. Start by becoming aware of any tension that you might feel as a result of differences. Focus on your own reaction when you are uncomfortable, rather than waiting for others to adjust. You can rely on your humbleness and learn to accept mistakes and still feel good about them. ”
Our experts recommend that you also:
- Language is important. Turn ‘adjustments,’ into ‘productivity boosts’ so that individuals can do their best work.
- Leaders are the ones who set the tone. Encourage leaders by voicing their communication preferences and flexible work needs. It allows employees to emulate the leader.
- Micro-aggressions. Micro-aggressions. Make sure your company is clear about its zero-tolerance policy.
Neuroinclusion: celebrating differences and neuroinclusion
It’s not an isolated effort to support neuroinclusion at work. It is a collaborative, ongoing initiative that brings out the best in your employees.
Re-examining assumptions about the workplace, from the physical environment and our everyday communication to behaviours and communications can help us create an inclusive work space that allows everyone to thrive.
We must all celebrate our differences. It is about dismantling power structures that are hidden in plain view in our workplaces.” Atif Choudhury
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