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For example, some may not interview well because their communication skills or mannerisms are atypical. They might lose their train of thought and not focus as well during candidate tests or conversations, and others may express high or low energy. A few simple adjustments can help level the playing field, while also reducing bias in the process across the board. About 1 in 7 people are considered neurodivergent, a term that encompasses autism, ADHD, dyslexia, and more. Yet many thrive in structured environments, often showing exceptional attention to detail, consistency, and strong pattern recognition. Employers must ensure they are confident in managing neurodiverse employees, and are able to create a working environment that is free from unlawful discrimination. Of course, there are always nuances in what conduct is appropriate, and, legally compliant. This can be dependent on individual circumstances, and involves an assessment of what forms the inherent requirements of a role to be safely and successfully performed, and, where relevant, what reasonable adjustments may need to be introduced. I recommend this book to anybody seeking to understand the experience of sensory processing sensitivity and how small accommodations can make a huge difference. The author describes her own struggles and joys as she gradually clarifies what it is that makes her different and the blessing of her SPS as she learns to play to its strengths. One of those is a heightened sensitivity to positive stimuli from the environment, which enhances gratitude, appreciation, joy, and wellbeing. When SPS is poorly understood, it can interfere with relationships of all kinds and the capacity to learn and work. This book is packed with insights, tips, real-life stories, and references to research that speak to the specific experiences of neurodivergent and highly sensitive women. This is essential reading if you want to understand the sociological and historical origins of the neurodiversity movement. The majority of human beings are what is termed neurotypical, while research indicates that between 15 and 20% are neurodivergent (Doyle, 2020). As Seitz (2022) observes, as many leadership models were developed in the context of neurotypical followers, they should be applied cautiously and thoughtfully when working with neurodivergent employees. Seitz recommends building trusted relationships with neurodivergent team members, individualised consideration of capabilities and needs when allocating team roles, and providing clear instructions and appropriate resources to meet goals. Establishing support networks for neurodivergent employees is one approach that can help build inclusivity. As well as promoting social connectedness and belonging, networks create opportunities for mentoring and peer support, enabling participants to discuss common challenges (Ott et al., 2022). Demonstrating the organisation’s broader commitment towards diversity, equity and inclusion is essential for ensuring that specific neurodiversity initiatives succeed. Delivered by our mental health specialists with lived experience, the sessions help teams develop awareness, confidence, and communication strategies that support every employee to thrive. Our comprehensive Neurodiversity Workplace Assessment provides employers and employees with a clear, evidence-based understanding of how neurodivergent traits can affect performance, wellbeing, and workplace integration. She carries out numerous diagnostic assessments each year including assessments for Dyspraxia/DCD and ADHD for those over the age of 18 for work and education purposes. Training programs should equip all staff with practical tools for effective collaboration. From communication protocols to project management approaches, these requirements ensure teams can work together successfully while respecting individual needs and strengths. Essential training modules must address the spectrum of neurodivergent conditions, such as autism spectrum, ADHD, and dyslexia, along with their workplace implications. Beyond operational benefits, embracing neurodiversity creates a workplace culture that values different perspectives and thinking styles. Many experts highlight that a neurodiverse workforce brings unique strengths, including greater information processing abilities and creative thinking approaches. Neurodiversity is the way we think, move, act, communicate and process information. This paper is not intended as guidance from Acas about how to manage neurodiversity at work. If using a screening assessment, review it for barriers and consider if you can adjust any aspects to be more inclusive. 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. To support neurodiversity in the workplace, small accommodations that mitigate the challenges facing neurodivergent people will enhance a sense of comfort and psychological safety for all employees (Doyle, 2020). Our team of experts will help you and your organisation to deliver the very best in neurodiversity support and create a truly neuro-inclusive workplace culture. More generally, leaders should work to promote an inclusive culture in which neurodivergent employees feel welcome. They should be mindful of their own biases and assumptions, and demonstrate the types of inclusive behaviours that they want to reinforce in others. They should also play an active role in soliciting feedback from neurodivergent employees about existing work practices and new initiatives (Ott et al., 2022). Finally, they should Neurodiversity Assessment be open to modifying their own behaviour to work more effectively with neurodivergent employees. This neurofriendly approach ensures that you can engage with the material in the way that suits you best. There is consensus regarding some neurodevelopmental conditions being classed as neurominorities, with a ‘spiky profile’ of executive functions difficulties juxtaposed against neurocognitive strengths as a defining characteristic. Learn 4 steps to make your adverts and position descriptions more inclusive for neurodivergent people. Analysis of existing policies and processes relating to recruitment, physical features setup, communications, retention, appraisals and training (among other areas).