Guest write Chloé Minson is a strategic HR consultant. She runs the Culture Co-Lab a company that supports business by support the people inside the business. When people thrive the business thrives.
17-23 March is Neurodiversity Celebration Week 2025. A worldwide initiative that aims
to challenge the stereotypes and misconceptions around neurological differences.
As HR professionals, people managers, and business leaders, we have a responsibility
to create workplaces that enable neurodivergent individuals to thrive. Embracing
neurodiversity isn’t about ticking a box; it’s about unlocking potential, driving
innovation, and fostering a truly inclusive culture that enables all employees to flourish
in the workplace.
The Terminology around Neurodiversity
It is important to note that the language around neurodiversity changes over time, and
not every individual will be comfortable with the same terminology. In addition to the
term neurodivergent, organisations may wish to use terms such as neurodivergence
and neuroinclusive.
As cited on the ACAS website, many individuals see neurodivergence as part of their
identity, and not something they have; therefore employers should be mindful to use an
identity-first language. An example of this would be to say a person ‘is autistic’, rather
than 'has autism’.
However please remember that preferences to terminology and language will differ
from person to person and therefore we each have a duty to understand such
preferences within our workforce - ensuring not make generalised assumptions that
risk some individuals feeling alienated or labelled.
Why Neurodiversity Matters
Neurodivergent individuals bring unique strengths, including but not limited to
creativity and innovation, problem-solving, hyper-focus, and fresh perspectives - all
helping to drive organisational success. Yet, traditional workplace structures,
environments and processes often create barriers rather than opportunities.
When organisations do not provide environments that effectively accommodate
different employee needs, it leads to disengagement, underperformance, increased
absences and turnover rates. Creating inclusive environments isn’t just about being
legislative compliant, it’s about fostering an environment where everyone, regardless of
their neurological makeup, can excel and contribute meaningfully to business goals.
Truly championing neurodiversity gives organisations a competitive edge by enhancing
workplace culture, improving workplace wellbeing and enabling the organisation to
become an employer of choice in the market.
“Organisations who foster inclusivity are 87% more likely to say they
make better decisions, and likelier to recognise higher revenues
derived from innovation” (Deloitte Insights. 2024).
Keep reading to understand some of the strategic actions organisations can take to
drive neurodiversity inclusion and champion neurodiversity in a meaningful way, that
benefit both the individual and organisation.
Rethink Recruitment & Onboarding
Traditional hiring processes often place neurodivergent candidates at a disadvantage.
Structured interviews that still play favour to strong eye contact and the ability to
generate instant answers can create unnecessary barriers for neurodiverse individuals.
Here are some starting points to remove barriers and drive inclusive hiring:
Don’t Replace ‘Like for Like’: hiring managers should challenge themselves to think beyond the job description - don’t pigeon whole candidates to fit a certain mould. They should instead be open to and consider alternatives in how the position can be carried out and the ‘type’ of candidate they are looking for. Don’t limit candidate reach by falling
in to the trap of thinking ‘this is how the role has always been done’ or replacing ‘like for like’. Think big, broad and diverse.
Language in Job Descriptions: Often, organisations will repurpose their job
descriptions, using standard wording for certain roles. These job descriptions are often
vague, give little insights into the company culture and rarely use inclusive language.
Companies should ensure their job descriptions use language that encourages
neurodiverse candidates to apply. Using phrases such as ‘strong interpersonal skills’
and ‘strong team working skills’ can create immediate blockers to fantastic candidates
who might thrive in more independent-working environments.
“Better engagement of neurodivergent talent starts with writing
strategic, inclusive job descriptions. Implementing these simple
solutions can lead to a higher-quality applicant pool that is also
larger and more diverse”. (SHRM-SC. 2023)
Offer Alternative Interview Formats: from interview format (in-person or virtual),
through to pre and in-interview tasks, organisations should ensure to provide
opportunities and alternatives that accommodate different neurodivergent needs.
Simple measures such as providing an interview task outline ahead of the interview to
allow the individual to prepare or allowing additional time for interview tasks can enable
neurodiverse candidates to showcase their true potential rather than catching them off
guard in a high pressure setting.
Train Hiring Managers: ensure interview teams are equipped with the knowledge
and tools to facilitate diverse hiring. Don’t assume that simply rolling out a diverse hiring
policy will cut it. Develop and up-skill hiring managers and interview teams to get it right
from the beginning to ensure the recruitment process is fair, equitable, and
accommodating.
Creating Inclusive Working Environments
Company culture is the foundation to engagement, productivity and overall long-term
organisational success. However, not only can it facilitate environments that enable
employees to thrive, it can also, often unintentionally, facilitate barriers and blockers
for different employee groups.
In the context of neurodiversity, applying a ‘one size fits all’ approach to workplace
culture doesn’t work. Instead, organisations should look to implement adjustments or
offerings to positively target and support neurodiverse employees. Here are some
ideas:
Embrace Flexible Working Arrangements: whilst a legal requirement to offer
flexible working, many organisations do not actively encourage it. Providing
opportunities such as remote working, adjusted work patterns to incorporate more
frequent breaks and part time schedules can enable neurodivergent employees to thrive
through their working day.
Equitable Environments: providing quiet spaces, areas for individual working and/or
providing noise cancelling headphones can help support those who may struggle with
sensory overload and those who are easily distracted. It's not about segregation or
treating some employees differently to others, its about facilitating environments that
play to individual strengths that will drive productivity and greater workplace wellbeing.
Final Thought
Championing neurodiversity isn’t just about fairness or complying with the law - it’s
putting in effective and meaningful measure in place to future-proof the organisation.
Inclusive workplaces benefit everyone and by rethinking recruitment practices and
adapting work environments, organisations can unlock talent and support all
individuals that drive a thriving, innovative and engaged workforce.
If you liked this article, check out Chloé Minson or visit her website Culture Co-Lab.
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