Embracing neurodiversity: 6 ways to support employees and colleagues

Before you continue, we thought you might like to download our five positive psychology tools for free. These detailed, science-based exercises will help your clients realize their unique potential and create a life that feels energizing and authentic. Fairness and inclusion in the workplace also provide a sense of psychological safety for all employees, which helps them thrive at work. Neurodiversity diagnostic assessments can help to provide a foundation for workplace accommodations.
Creating an inclusive culture where all employees are understood and valued can lead to increased talent acquisition, engagement, loyalty, and much more. Helping businesses create more inclusive environments for neurodiverse individuals through comprehensive assessment and actionable insights. We’ve consulted with several neurodiverse individuals and diversity advocates to gather expert insights on supporting cognitive diversity in the workplace and fostering inclusive organisational cultures. When it comes to neurodiversity, organisations very often struggle to see the trees through the forest. They avoid introducing new assessments into the recruitment process in fear of harming neurodiversity goals, while simultaneously relying exclusively on assessments (i.e. interviews) which are uniquely harmful to their goals.

Whether through the free mini gap analysis, in-person and online training courses, or the ND Workplace Profiler and Coaching Program, employers will have at their fingertips the resources necessary for creating an inclusive workplace. For the organisations wanting to provide more whole-of-person support to their neurodivergent employees, we offer ND Workplace Profiler and Coaching Programs. For the first time in Australia, this provides a comprehensive diagnosis of the unique neurodivergent profile of the individual worker and identifies key strengths and challenge areas.
Augmentative and Alternative Communication (AAC) tools help staff to communicate through writing, drawing, and facial expression recognition. And they enable better participation in typical workplace group sessions including discussions, company all-hands, and remote conference calls. Low levels of employer awareness may exacerbate preconceived ideas  about people with disabilities and neurodivergence.

This assessment is designed for individuals with (or suspected of having) conditions such as autism, ADHD, dyslexia, dyspraxia, and other neurodiverse profiles. This is a remote session and does not replace a diagnostic evaluation but focuses on actionable support strategies. Choosing whether to share that you're neurodivergent at work is a personal decision. It can be helpful to weigh up the potential benefits - such as access to tailored support and greater understanding from colleagues - alongside any concerns you may have about stigma. You don’t need a formal diagnosis to ask for support; what matters is having what you need to thrive in your role. A good starting point is to reflect on any day-to-day challenges you're facing, then explore possible adjustments with your line manager, HR team or occupational health.
Once you agree to meet the individual needs of workers — and can see the relatively low cost to meeting some of those needs — companies can make a big difference in the experience of their people. When you ask people about their experience, you not only learn about the challenges they face, but also about their unique gifts. Checking your bias helps when dealing with any member of your workforce, and neurodivergent workers are no exception. Consider for example an autistic worker with sensory processing differences who experiences emotional distress when required to wear a full facemask for respiratory protection. This distress can lead to reduced compliance and increase the risk of exposure to the respiratory hazard as well as an increased risk of psychological injury. The employer cannot manage this risk if they are not aware of what is at the root of the worker’s non-compliance.
Any employee who is neurodivergent (diagnosed or self-identified) and experiencing challenges at work. Being burnt out means being extremely tired or exhausted, so you no longer feel able to work. Things people can go through as an adult can also make neurodivergent traits more obvious, leading to a diagnosis.

Employers will use a workplace needs assessment to identify any reasonable adjustments to make for staff with disabilities, neurodiversity, or Specific Learning Differences. And, usually, an independent assessor carries out the assessment in-person or remotely. By adapting communication to fit individual needs, managers not only make tasks clearer but also help neurodiverse employees feel valued and understood.
If an employee feels that their rights or entitlements have been breached, or feels aggrieved by an employment situation, they can take legal action through the Australian Human Rights Commission, the Fair Work Commission, or the Federal Court. These processes can be of significant reputational and financial risk for an employer when required to defend employment claims. For example, under the Fair Work Act 2009 (Cth) (FW Act), an employer cannot take adverse action against an employee, for a reason that is against the law (prohibited). If for example, an employer adversely treated an employee because of their disability, or for another discriminatory reason, such as having a neurodivergent condition, then an employer could be found to have breached the employee’s general protections.

Foster a supportive environment that reduces stress, increases engagement, and retains top neurodiverse talent. It sounds like a convincing point, but in reality, an employee does not need a diagnosis to be considered disabled under the Equality Act 2010. The test is to show that the employer should have reasonably known that an individual is disabled. In one case, we acted for an employee who was diagnosed with Neurodiversity Assessment autism and ADHD after her dismissal.
This simple glossary can help you feel more informed when navigating conversations about neurodiversity in the workplace. Every neurodivergent person is different, but many face similar challenges in the workplace. These challenges aren’t about weakness or incompetence - they’re often the result of a mismatch between the person and their environment. A report by the ONS suggests the recent increase in home working has improved staff wellbeing by 60% and their productivity by over 40%. Assistive technology facilitates this working, optimising communication and task management through a range of technologies. The cost to the employer will depend on a few factors, but any assessments applied for within 6 weeks of starting employment shouldn’t incur any cost.