Rethinking “normal”: Six practical steps to support a neuroinclusive workplace

As demand for neurodiversity support grows, employers need to develop approaches that go beyond awareness weeks. These six building blocks show how to weave neuroinclusive practices into daily management techniques so that neurodivergent employees can thrive.

Having a neuroinclusive workplace is not just about doing the right thing. It is also about accessing a wider talent pool, reducing the risk of legal disputes, improving retention and unlocking the strengths of people who think and work differently.

The Brightmine research on neurodiversity support at work paints a mixed picture of the present-day workplace: demand for support is rising, but practice is still catching up. Seven organisations in 10 (70.5%) have seen an increase in requests for neurodiversity-related support in recent years, yet only 5% have a standalone neurodiversity policy and a further four in 10 have no plans to introduce one. Policies are often generic, managers are unsure what “good” looks like, and adjustments are handled on a reactive, case-by-case basis.  

So, what does good, proactive support actually look like day to day – beyond awareness weeks and one-off webinars? 

Below are six building blocks that turn intent into consistent and practical steps towards creating and championing a neuroinclusive workplace.

1. Embed neuroinclusive practice in a clear organisational framework

“Without a clear framework, neurodiversity support becomes a series of good ideas rather than something employees can rely on.”

Many organisations begin with isolated initiatives: a webinar or an assessment tweak or a passionate employee network trying to plug the gaps. However, they can be hard to find and even harder to navigate. Brightmine data shows that while over seven in 10 employers expect to introduce new neurodiversity initiatives in the next 12 months, far fewer have the formal frameworks needed to sustain them over time.

A standalone neurodiversity policy is a practical way to move from ad-hoc efforts to a visible, organisation-wide commitment. This framework can be reinforced by aligning with existing equality, diversity and inclusion policies.

A good policy does three things. It:

• sets out a shared definition of neurodiversity and why it matters;
• explains how support will work across the employee lifecycle; and
• joins up the various tools and processes that already exist.

When these pieces are connected, neurodivergent colleagues don’t have to only rely on “lucky” managers or know the system inside out. They can see, in one place, what support exists, who is responsible for what and how to ask for help – while line managers and senior leaders have a shared reference point to guide consistent practice.

2. Prioritise line manager training – and make it practical

“Many line managers lack the level of awareness and commitment required for neurodiversity support to be firmly and consistently embedded in our culture.”

Line managers play a major part in the employee lifecycle. They allocate work, set deadlines, lead meetings, give feedback, support wellbeing and decide when to raise performance concerns. The reality is that line managers play a critical role in whether a neurodivergent employee thrives or struggles at work.

Yet, Brightmine neurodiversity support at work data shows that more than six in 10 organisations (63.3%) say their managers are not confident in supporting neurodivergent employees, and only around one-third (31.7%) have invested in training that directly builds this capability. Many managers are worried about “saying the wrong thing” or are unsure what counts as a reasonable adjustment in practice.

Effective training starts by building a basic understanding of common neurodivergent conditions and key concepts surrounding them. But the real value comes from translating that understanding into everyday management choices – which means helping managers see how neurodivergence can affect communication, concentration, working memory, time management and responses to change, and then offering examples of how they can adapt their approach.

Instead of expecting managers to become experts in every condition, encourage a needs-led approach: “What helps you do your best work?”; “Are there aspects of the environment or of our processes that makes things harder?”; “How would you prefer feedback or instructions to be given?”

3. Make recruitment and onboarding genuinely neuroinclusive

“Too often, neurodivergent talent is filtered out by processes built for neurotypical brains.”

Traditional recruitment processes are often designed around unspoken assumptions: that everyone processes information in the same way, is comfortable with unstructured social interactions and can perform well under time pressure in a noisy or unfamiliar environment. For many neurodivergent candidates, these are examples of situations that can create barriers that have little to do with their ability to do the job.

A more neuroinclusive approach looks at the candidate journey step by step:

Application	Interview/assessment	Onboarding
Be clear in the advert about what the job actually involves day to day; outline the stages of the process, rough timings and who to contact with questions.	Send an agenda and brief description of what you’ll be assessing and explain how long each element will last.	Share a simple induction plan, with key dates, meetings and checkpoints, so new starters know what’s coming and how success will be measured.
Invite candidates to tell you about any adjustments they’d find helpful and give examples (eg extra time, alternative format, quiet space).	Put agreed adjustments in place and be mindful of AI to assess candidates in video interviews.	Use early one-to-ones to discuss what helps them work at their best and agree on any reasonable adjustments or equipment, drawing on workplace needs assessments where appropriate.
Use straightforward language in job adverts and candidate information; avoid jargon and vague descriptions where possible.	Think about sensory load (noise, lighting, busy rooms) and minimise these distractions; ask one question at a time.	Explain the “unwritten rules” of the workplace (breaks, social norms, communication preferences); agree how they’d like instructions and feedback to be given.

The aim is not to create a special route for neurodivergent candidates, but to design recruitment and onboarding processes that are clearer and more flexible for everyone, while still allowing for tailored reasonable adjustments where needed.

4. Make reasonable adjustments a shared, ongoing conversation

“Treating reasonable adjustments as a two-way conversation helps move support from reactive crisis management to everyday supportive management.”

Reasonable adjustments are central to a neuroinclusive workplace. Yet in many organisations they are often handled informally and reactively.

A more sustainable approach is to treat adjustments as a shared, ongoing conversation about barriers and solutions, rather than as a series of single events triggered by formal diagnoses. The key question is not “Does this person meet a particular threshold?” but “Where does the job, the environment or the way we organise work create unnecessary difficulty for this individual – and what can we change?”

Depending on the individual and role, this might involve:

• changes to working hours;
• flexibility around remote work;
• access to quiet spaces;
• consistent desk allocation;
• adjustments to lighting or noise;
• different ways of receiving information; or
• additional time for certain tasks.

Recording what has been agreed in a tailored adjustments plan benefits everyone. For the employee, it provides reassurance that their support is recognised. For the manager, it acts as a reference point for when workloads change or new systems are introduced. For HR, it offers a clear record of what was discussed and implemented, which can be important if concerns later arise or if there is a dispute.

This plan should be reviewed regularly and updated as needs, roles and working patterns evolve.

5. Create a culture where it is safe to talk about neurodiversity

“Until it feels safe to speak up, support will stay on the page, not in practice.”

Policies and processes will have limited value if people do not feel able to use them. Many neurodivergent employees may have spent years masking their differences, have had negative experiences in the past or worry that disclosing a condition will affect how they are treated or the opportunities they receive. Some may not yet have a formal diagnosis but still experience significant challenges.

Creating psychological safety around neurodiversity starts with how leaders and managers talk about differences. Clear, visible messages that frame neurodiversity as a normal part of human diversity, and highlight the strengths it brings, show that people don’t have to “fit a mould” to belong. Sharing real examples of effective adjustments and career stories from neurodivergent colleagues can make it easier for others to come forward.

Day to day, managers can normalise different working styles by talking about how they work best, inviting team members to do the same and making it explicit that there is no single “right” way to contribute. Employee networks, mentoring and buddy schemes can provide extra peer support and give HR and leaders honest feedback on what is and isn’t working in practice.

6. Monitor, review and refine your approach

“Neuroinclusion should be an ongoing cycle of listening and adjusting – not something you ‘launch and leave’, but something you keep refining as roles and people change.”

An approach that worked well two years ago may need updating today. Regularly reviewing your neurodiversity policy and related guidance/processes will help ensure they remain relevant and effective. Engagement surveys and feedback from employee networks can help identify where employees feel unsupported or reluctant to speak up.  

Where problems do arise, treat them as learning opportunities. Recent tribunal cases involving neurodivergent employees underline the legal risk of inaction and the importance of early, thoughtful intervention. Organisations that take time to understand an employee’s needs, try out adjustments, involve specialists where necessary and document their decisions are in a much stronger position – both legally and culturally.

Embedding these six building blocks can help organisations move from “we’re supportive in principle” to “we’re supportive in practice”.