From Awareness to Action: Building Neuro-inclusive Workplaces

This article is written by Louise Storie, Head of Connect at The Donaldson Trust, The National Body for Neurodiversity.

Awareness of neurodiversity in the workplace is growing, and many organisations are now seeking guidance on how to make the leap from awareness to action. Often, this can take the form of requesting toolkits that can be applied across systems and processes, but we need to be very mindful that this can inadvertently reinforce the idea that there is one right approach to supporting neurodivergence in the workplace. When it comes to creating neuro-inclusive workplaces, one size definitely does not fit all.

Authentic Inclusion

Real inclusion starts with trust, which can be built by placing people at the heart of the conversation. Taking time to listen to people and developing adjustments and solutions based on their lived experiences demonstrates a genuine commitment to authentic inclusion. When employees believe they’ll be heard, understood and supported, they’re far more likely to share what helps them thrive, and in turn, we can deepen our understanding and embed changes that are meaningful, authentic, and beneficial to the entire workforce.

Do not assume that employees will ask for support or adjustments if they need them: there can be real reluctance to speak up or disclose neurodivergence, and as a result, the needs of many employees remain unmet. Instead, offering flexibility as standard not only reduces stigma about asking for adjustments, it creates better working conditions for everyone.

Small Changes, Big Impact

Many workplaces share common challenges: back-to-back meetings, complicated recruitment processes, and overwhelming sensory information like noisy offices or harsh lighting. But there are simple, practical actions that can have a real positive impact: creating designated quiet spaces, adapting recruitment and career development processes, and making physical changes like softer or adjustable lighting. Providing interview questions in advance or creating an employee “passport” for sharing support needs might seem like minor changes, but they can make a big difference.

Making Lasting Changes

It is easy to talk about making changes, but organisations often fall short of embedding consistency. There are many reasons why this can happen: priorities change, budgets change, but often people’s assumptions and behaviours do not. Unconscious bias and stereotypes can re-emerge, influencing how we engage, communicate, delegate and give feedback.

When this happens, we find ourselves slipping back into patterns that undermine inclusion. This creates confusion and uncertainty for people, making it harder to understand expectations or feel fully supported. This lack of clarity can contribute to fear of disclosure as people may experience judgement, misunderstanding and inconsistency in approaches.

We All Have a Role to Play

It is important that employees at all levels recognise they have a role in creating a neuro-inclusive culture. Try asking yourself the following questions: How consistent am I? How predictable am I? Do I set expectations clearly? Taking time to reflect on our own behaviours and working practices shows us that we too have the power to help make positive changes.

Neuro-inclusion is about creating cultures where everyone feels safe to bring their authentic selves to work. When we get that right, we don’t just support neurodivergent employees, we build stronger, more creative teams and improve working life for everyone.

Find out more – https://www.donaldsons.org.uk/neurodiversity-training/