13% of UK employers have faced an employment tribunal claim relating to neurodiversity, so maybe it’s time for a review of your employment practices. The Ministry of Justice recently revealed that the number of tribunal decisions citing ADHD rose from just 6 in the first half of 2020 to 51 in the first half of 2025, making it crucial for employers to identify what more they can do to support neurodivergent individuals in the workplace. So, what can employers do to become neuroinclusive?
Creating neuro-inclusive workplace practices during the employee lifecycle
Recruitment
Job applications
Job applications can be adapted to be neuro-inclusive through the removal of jargon and overall simplification. This can be through allowing alternative means of application and by providing clear guidance as to how an application is to be completed.
Face-to-face interviews
In the City & Guilds research, it was found that 29% of organisations provided questions in advance if requested to do so and 23% of organisations did so most of the time — however, it was reported that 49% did not do this. This is something employers can consider doing to support neurodiverse applicants with their preparation. Another way to be neuroinclusive is to provide interviewers with training on EDI to ensure their own unconscious biases are checked and that they have the skills to prevent any biases they may have from influencing their decisions.
Psychometric testing
Any psychometric testing used during recruitment should have neurodivergent accessibility built in. The purpose of these tests must also be communicated to applicants and practice tests should be provided as standard.
Once employment has started
Onboarding
Providing a structured onboarding process for all new starters will allow for a smoother entrance to the workplace. If not already identified, this is another opportunity to show neurodivergent individuals that the workplace is somewhere they can feel comfortable and encourage them to come forward if they need additional support or adjustments.
Neuro-Inclusive environment design
Offering flexibility in seating and working from home can be invaluable to neurodivergent individuals who can find the traditional office environment unsettling, potentially causing them distress and reducing their productivity.
Policies and benefits
Mental health services are valuable to all individuals, including those who are neurodivergent. Having access to targeted physical and mental health support can help with earlier interventions and potentially reduce recovery time, benefitting the employee and the employer. Investing in an employee assistance programme (EAP) can therefore be worthwhile. Where adjustments are identified, these should be provided without stigma or penalty and, as the report suggests, without a formal diagnosis.
Ongoing support
Communication and interaction
Ensuring neurodivergent individuals have more time to process information during meetings, discussions and group work gives them the opportunity to work at their best and should be strongly considered. The same goes for providing instructions in various formats, so that they are fully understood.
Task management assistance
Assistive technologies, such as speech to text tools can be beneficial throughout the employment cycle. Start with ensuring any online recruitment processes are compatible with them and, if needed, provide them during employment for use in areas such as task management.
Leadership and managerial support
From a junior line manager to the head of the business, the impact that managers can have on organisational culture and an individual’s experience of the workplace cannot be overstated. For neurodivergent staff to thrive at work, they need to have the support of a manager who understands what they need to perform and who is on board with the organisations efforts towards neuro-inclusion. This can take the form of regular check-ins to discuss workload and arranging for a buddy or mentor to offer support.
Line managers play a key role in triaging the need for additional support and adjustments of those working underneath them and making the appropriate referrals and implementing relevant organisational practices.
For organisational culture to move towards neuroinclusion, senior managers need to align with the change. The research from City & Guilds found that organisations were taking active steps in ensuring this happens, finding that 43% of senior leaders had received specific training in relation to neurodiversity in the past 12 months and more senior leaders were willing to share their own personal experiences of neurodiversity.
Training and development
To be a neuroinclusive workplace, it is essential to train staff on neurodiversity, including what it is and how it can impact people. Workshops where groups work together on neurodiversity can also help the workforce to gain a better understanding of it.
Takeaway
Wherever an organisation is on its path to neuro-inclusion, it is always good to take a step back and review if there is more to be done, whether it is needed immediately for the current workforce or for those joining the business in the future.
Please contact me if you have any questions on managing neuro diversity in the workplace
