Leading practice

A neuroinclusive workplace is one where organisational culture, policies and practices support, value and include people of all neurotypes. Because traditional workplace norms were not designed with neurodiversity in mind, organisations may need to rethink and redesign their approaches to recruitment, management and workplace environments.

In a neuroinclusive workplace, neurodivergent staff:

  • feel welcome and supported through inclusive behaviours and practices
  • are not pressured to share diagnoses or categorise themselves
  • have access to flexible working arrangements and workplace adjustments
  • experience inclusion, connection, belonging and respect at work
  • are valued for their strengths and contributions, and are supported in professional growth
  • are supported to fully participate and succeed in their roles.

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A note on language: Person first and identity first language

This resource includes a mix of person-first language such as “people with disability” and identity-first language (e.g. neurodivergent person). We recognise that there is no single approach that would capture everyone’s lived experience, and individuals and certain groups have specific preferences.

When we are talking about members of a community, leading practice is to use language that aligns with the dominant preferences of specific communities. For example, identity-first terminology is used when referring to Autistic people generally.1

However, there are a diversity of preferences within the neurodivergent and disability communities, and everyone has the right to choose the language they use to describe themselves and the language others use to refer to them.

Include neurodiversity in your diversity definition and D&I policy

Including neurodiversity in your definition of diversity and in D&I policy can help to explain why neurodiversity and neuroinclusion is important to your organisation. But remember, including neurodiversity in your definition and D&I policy alone isn’t enough to create neuroinclusive workplaces. Neuroinclusion needs to be supported with other initiatives (see sections below).

Here is some sample wording to build neuroinclusion into your current D&I policy:

“We also recognise the importance of diversity of thought within our teams and are fully committed to embracing and maximising the talents of autistic people and those with dyslexia, ADHD and other forms of neurocognitive variation. We will always seek to make appropriate adjustments to recruitment, workplaces and work processes to be fully inclusive to people with different needs and working styles. If you need us to make any reasonable adjustments for you from application onwards, please contact us.”2

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Collect workforce neurodiversity data

There is no legislative requirement for organisations to publicly track or report on workforce neurodiversity in Australia.

This means there is limited publicly available data on the representation of neurodivergent employees in organisations, or on how their career trajectories compare with those of neurotypical employees. Reflecting this lack of data, research shows that most organisations have been unable to leverage neuroinclusion in their workplace.3

However, neurodiversity data is a powerful tool to support organisations in their neuroinclusion work. Collecting this enables organisations to understand the neurodiversity of their workforce, identify neuroinclusion pain points, and track the impact of their neuroinclusion initiatives.

Neurodiversity Data at Work

Use DCA and Amaze’s Neurodiversity Data at Work guide to inclusively collect, analyse and report on the neurodiversity of your workforce.

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Be proactive with workplace adjustments

A workplace adjustment, (sometimes referred to as a “reasonable adjustment”), is a change to a work process, practice, procedure, equipment or environment that enables an employee to perform their job.

Not all neurodivergent employees will want workplace adjustments. But for those that do, effectively implementing workplace adjustments can support wellbeing and performance, and foster a culture of neuroinclusion.4

Many employers assume the cost of adjustments are much higher than they are.5 However, most adjustments are low cost, or cost nothing.

Some examples of workplace adjustments neurodivergent employees may request include:

  • use of flexible working hours
  • taking breaks during meetings and providing the option to turn cameras off during online meetings
  • providing meeting agendas ahead of meetings
  • noise-cancelling headphones
  • regular feedback from managers
  • providing written instructions over verbal instructions
  • low sensory workspaces (e.g. access to quiet spaces).

Consider the below when designing, reviewing, and implementing your workplace adjustment process.

  • Offer workplace adjustments to all employees at all levels. To create an environment where all employees can thrive, avoid making any assumptions and instead ask all employees if they require any adjustments to support them in their role. Removing onerous processes and hurdle requirements (such as medical certificates) makes a more inclusive workplace for everyone.
  • Provide clear information on the process of requesting adjustments. There is a concerning lack of knowledge and understanding about workplace adjustments in Australia.6 Provide easily accessible information and reminders to employees (new and ongoing) about workplace adjustments, the process for requesting them, and who they can contact for questions about them.
  • Train your managers on workplace adjustments. Managers are critical in implementing workplace adjustments. They are often the first touch point for an employee requesting an adjustment and are often responsible for actioning the adjustment. When managers lack knowledge and confidence with workplace adjustments, it can be harder for neurodivergent employees to get their requested adjustments and have them implemented effectively.
  • Check in with neurodivergent employees to see how the adjustment is going, and if any changes need to me made. Make sure employees retain their workplace adjustments when they move into managerial or leadership positions – often adjustments, particularly flexible work adjustments, fall off at this time.

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Understand your legal requirements

Existing legislation on disability, mental health, cultural and psychosocial safety provides much of the foundation for neuroinclusive workplaces. While we acknowledge that some neurodivergent people and communities do not identify with disability labels and terminology, it’s important to be aware that neurodivergent employees may still be considered as people with disability under legislation, and in relevant workplace policy language.

Employers should be familiar with rights and obligations under relevant laws and workplace policies, including but not limited to:

  • Anti-discrimination legislation. Neurodivergence is covered under the Disability Discrimination Act Australian Human Rights Commission, “Your Rights as an Employee under the Disability Discrimination Act 1992 which makes it unlawful to treat employees unfairly because of disability. See DCA’s resources on legislation and compliance for a list of relevant laws, standards, and obligations for Australian workplaces.
  • Diversity data collection. Some organisations collect data on workforce neurodiversity through diversity surveys. When data about neurodivergent identity, diagnosis, disability or cognitive differences is linked to personal identifiers, it becomes sensitive information and may be subject to privacy obligations under law. Organisations should exercise caution and seek appropriate advice before collecting sensitive information that is identifiable to employees.
  • Providing workplace adjustments. Neurodivergent employees may be considered as people with disability under the law and in workplace policies, particularly related to accessing adjustments or supports at work. Access to adjustments also relies on employees sharing information about their neurodivergence with their employers; but neurodivergent people commonly report fear of stigma and discrimination as key barriers to doing so.7

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Neuroinclusive recruitment

Recruitment is inclusive when hiring processes and practices value diversity, minimise bias, and enable a diversity of talent to be sourced, assessed, selected, and appointed.

The many steps it takes to get a job can be a big hurdle for neurodivergent individuals, as traditional recruitment practices are built around norms and assumptions catering to neurotypical ways of thinking, presentation and behaviour. For example, some neurodivergent applicants may appear less competitive in recruitment processes that rely heavily on resumes and interviews, despite evidence that neither of these is a good predictor of success in a target role.8

Using alternative attraction and recruitment strategies, e.g. skills or competency-based assessments instead of formal interviews, can increase hiring not just of neurodivergent candidates but also candidates from other marginalised groups.

Consider the below when reviewing and designing your recruitment to be neuroinclusive.

  • Job descriptions. Ensure job descriptions use clear language, avoid vague listings of requirements, and do not lack clarity about the job. Clear and direct job descriptions are not only inclusive for neurodivergent job seekers, but for all job seekers.
  • Job advertisements. Avoid vague lists of skills and be clear about what the role and required skills and experience are. Include your commitment to D&I, mention your workplace adjustment policy when listing benefits of working for your organisation, and provide a point of contact job seekers can connect with if they have questions about the job.
  • Let job seekers know the recruitment steps ahead of time. Provide information on the steps and activities job seekers can anticipate, so they can determine if and where they might need adjustments. Do this early on – for example, in the job ad, on your careers page, on the application form or in submission confirmation emails.
  • Be proactive about adjustments. Remove the burden from job seekers having to request adjustments during the recruitment process. Instead, ensure all application forms advise applicants that they can request an adjustment for any stage of the hiring process. And remember, avoid asking job seekers to state why they need an adjustment as this can result in biased recruitment decisions.
  • Testing. Ensure that any work sample tests you provide to job seekers have clear instructions on the work task, and that any other testing you run (e.g. psychometric testing) has clear instructions and can allow for adjustments (e.g. extra time).
  • Interviews. Provide clear details about the interview process (e.g. length of interview, instructions for arriving at onsite interview locations, what platform and how to join online interviews, etc.). Use clear questions which avoid non-literal phrases or idioms and provide interview questions to all candidates ahead of time (e.g. 48 hours before interview).

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Neuroinclusive development and advancement

Neurodivergent employees may be overlooked for professional development or career advancement opportunities due to challenges in navigating complex social environments and normative expectations around leadership.

When neurodivergent employees are unable to access development opportunities, this can have a negative impact on their motivation, job satisfaction, and overall well-being. It is important for organizations to recognize the challenges faced by neurodivergent individuals and create  supportive, neuroinclusive development opportunities for professional advancement.9

Inclusive development is when systems and processes for assessing work performance and career development or progression opportunities:

  • are equitable, transparent and merit-based
  • are free from bias and discrimination
  • are clearly defined and communicated in an accessible way
  • ensure that all employees regardless of neurotype, social class, gender, race, age, or other personal characteristics have equal access to development, training and opportunities for promotion.

Create clear pathways for career advancement including promotion, supervision, management and leadership roles. Open and transparent performance and development criteria benefits everyone, promoting trust and equal opportunity. Providing additional mentorship, training and progression tailored to neurodivergent strengths enables greater inclusion and a diversity of skills and talent to surface. 

Ensure equal opportunity. Ensure that all employees, regardless of their background or current role, have the opportunity to acquire new skills, knowledge and experience.

Be open to promoting a diversity of team members. Consider carefully any biases or assumptions about how  merit is defined and assessed to make sure you are not locking out a diversity of talent or overlooking neurodivergent individuals. 

Challenge your assumptions. Personal characteristics and behaviours based on neurotypical leadership norms may be biased and inform social criteria for promotion, for example:

  • “Executive presence” can filter out neurodivergent people, women, and team members from culturally and racially marginalised backgrounds who are less likely to have a Western masculine leadership style (i.e. extroverted, self-promoting, commanding the room) and is not the best measure of leadership capability.

Look for “cultural add” rather than “cultural fit.” Research shows that “a good fit” is often (consciously or unconsciously) code for “someone like me.”  Look past whether applicants are the sort of person you like to spend time with (“cultural fit”). Instead, work out what is missing from your organisational culture and what values are key to that culture and recruit people who can bring these elements to the organisation (“cultural add”).

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Build neurodiversity and neuroinclusion awareness and confidence

Provide neurodiversity and neuroinclusion training. Building neurodiversity and neuroinclusion awareness enables your managers, teams and senior leaders to develop the skills and confidence they need to create neuroinclusive workplaces.

Build this confidence through training and education. This can include topics such as neurodiversity and neuroinclusion awareness, inclusive communication, accessibility principles, workplace adjustments, anti-discrimination laws, and unconscious bias. Training should be delivered by subject matter experts (e.g. Amaze and Specialisterne), match the needs and roles of your staff, and be reinforced by ongoing learning opportunities.

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Establish a neuroinclusion ERG

Employee Resource Groups (ERGs) are voluntary, employee-led groups that help organisations foster diverse and inclusive workplaces. ERGs can help foster neuroinclusive workplaces by:

  • providing lived experience perspective on policies, processes, workplace environments and adjustments
  • providing a source of mentors, visible role models, sponsors and connections for people from underrepresented or marginalised groups.10
  • creating spaces for connection, professional networking and informal support for employees.
  •  ERGs are an important vehicle for centring marginalised voices at work, to ensure that the experiences of neurodivergent people are accurately reflected in organisational policies, initiatives, and strategies, and form the foundation of workplace change initiatives which focus on them. 

Use DCA’s resource on setting up ERGs, Networks & Affinity Groups to guide establishing a neuroinclusion ERG.

Read DCA’s guidelines on Centring marginalised voices at work for leading practice on centring the voices of people with lived experience of marginalisation.

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Practice inclusive communication

Communication is inclusive when a diversity of people (e.g. genders, races/ethnicities, sexual orientations, neurotypes):

  • can access and understand each other
  • are respected and connected in their team
  • can contribute their perspectives to team conversations and discussions.

This includes when we communicate with each other about work-related tasks (e.g. instructions, collaboration, feedback) and in our everyday interactions with others (e.g. social conversations, chats).

Clear and unambiguous communication is key in creating and maintaining successful workplace relations – not just for neurodivergent workers.

Try some of the actions below to help make your communication more neuroinclusive.

  • Clarity is key. Neurodivergent employees can find language that is vague, inexplicit and uses euphemisms to be less accessible.11 Avoid the use of acronyms, technical jargon and colloquial slang, and practice using plain language, checking for readability, and utilising accessibility tools and accessible formatting.
  • Create accessible documents. The structure of documents can make it harder for neurodivergent employees to use. For example, employees with dyslexia can find documents with tightly spaced text, small fonts and multiple columns difficult to read. Learn about how to make documents accessible for employees with dyslexia by using guides like the BDA’s Dyslexia Style Guide.
  • Utilise different modes of communication. Give instructions in a variety of formats where possible (e.g. verbal and written). Neurodivergent team members often find verbal work task instructions less clear and harder to follow than written instructions, particularly when the instructions themselves are unclear.12
  • Provide regular feedback and recognition. Many neurodivergent employees carry a lifelong burden of feeling ‘different’ or undervalued, so providing routine feedback and acknowledgement of neurodivergent employees’ contributions helps to boost morale, motivation and reinforce their value to the organisation. 
  • Consider creating personal operating manuals. Personal operating manuals13
    are one-page (or less) documents created by each team member and shared within the team outlining their communication needs – a useful tool to avoid assumptions about how people prefer to communicate. For example, some neurodivergent people ‘hyperfocus’ when deeply engaged with a subject and may prefer prearranging phone calls or meetings. Tailoring communications to personal preferences also builds psychological safety and trust in teams.14 
  • Use technology to assist and support team members. This can be as simple as sending calendar invites, reminders, task lists, or using project management or organisational software to visually map and assign tasks, responsibilities and provide clarity on agreed-upon deadlines.
  • Offer technology aides that may support employees with dyslexia or differences in auditory processing to convert text to speech and take notes (e.g. smart pens, text-to-speech software), provide access to Microsoft open-source materials and AI transcription tools for summarizing meetings and minutes.15
  • Make meetings more inclusive. Use DCA’s Inclusive Meetings guide for information on how to make meetings inclusive not just for neurodivergent employees, but all employees.

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The content of this page was last updated in March 2026.

The case for action
Neuroinclusion

References

  1. Smith et al., “Preferences for Person-First Language and Identity-First Language in Autistic Communities.”
  2. Creative Differences handbook on neurodiversity, Universal Music UK, 2020, p.39.
  3. Ott et al., “Neurodiversity, Equity, and Inclusion in MNCs”; Ernst & Young Global Ltd, EY Global Neuroinclusion at Work Study 2025, Professional Services Survey Report (2025).

  4. Victorian Public Sector Commission. “Supporting and Retaining Neurodivergent Employees - VPSC.” Melbourne, Australia, April 1, 2025. https://www.vpsc.vic.gov.au/leading-public-sector-organisations/supporting-diversity-public-sector/people-disability/neurodiversity-employment-toolkit/supporting-and-retaining-neurodivergent-employees.
  5. S. Darcy, T. Taylor, and J. Green, “‘But I Can Do the Job’: Examining Disability Employment Practice Through Human Rights Complaint Cases”, Disability & Society, vol. 31, no. 9, 2016:1242-1274
  6. Job Access Australian Government, Understanding Workplace Attitudes toward Disability (Australian Government, 2023).
  7. Tiffany D. Johnson and Aparna Joshi, “Disclosure on the Spectrum: Understanding Disclosure Among Employees on the Autism Spectrum,” Industrial and Organizational Psychology 7, no. 2 (2014): 278–81, https://doi.org/10.1111/iops.12149; Tiffany D. Johnson and Aparna Joshi, “Dark Clouds or Silver Linings? A Stigma Threat Perspective on the Implications of an Autism Diagnosis for Workplace Well-Being.” Journal of Applied Psychology 101, no. 3 (2016): 430–49; Hanna Kalmanovich-Cohen and Steven J. Stanton, “Moving beyond Disclosure: Rethinking Universal Support for Neurodivergent Employees,” Frontiers in Psychology 16 (May 2025): 1547877.
  8. Deloitte Insights, “A Rising Tide Lifts All Boats. Creating a Better Work Environment for All by Embracing Neurodiversity,” 2022.
  9. Annabi, Hala. “The Manager’s Quick Guide to Career Advancement in The Neurodiversity @ Work Playbook.” University of Washington, Institute for Neurodiversity and Employment, 2026. https://bpb-us-e1.wpmucdn.com/sites.uw.edu/dist/c/19989/files/2024/05/ManagerQuickGuide-CareerAdvancement-HA-1-231ebaee474ea4c0.pdf.
  10. Diversity Council Australia, Out at Work: From Prejudice to Pride, Sydney, with Cathy Brown et al. (Diversity Council Australia, 2018).
  11. A. Pulrang, “Plain Language Writing – An Essential Part of Accessibility”, Forbes, 22 October 2020.
  12. Nancy Doyle, “Neurodiversity at Work: A Biopsychosocial Model and the Impact on Working Adults,” British Medical Bulletin 135, no. 1 (2020).
  13. Reid, Natalie. “This Personal Operating Manual Template Can Improve Collaboration.” Australian HR Institute, January 20, 2023. https://www.ahri.com.au/insights/operating-manual-template-work-preferences.
  14. Annabi, H. “Creating Psychological Safety in the Workplace.” Neurodiversity at Work Playbook: Employee Engagement & Growth Series. (Seattle, WA), no. 5 (2023). https://bpb-us-e1.wpmucdn.com/sites.uw.edu/dist/c/19989/files/2024/04/Playbook_Briefs_issue5_final-1-202413a41e87bac3.pdf.
  15. Universal Music UK, Creative Differences: A Handbook for Embracing Neurodiversity in the Creative Industries, Industry survey 2nd edition (Universal Music UK, 2020).