Guest Blog from Rosie Baggs, Neuro Inclusion Training Partner at Edge Of Difference
Workplaces are built by humans who want to create supportive, efficient environments where people can thrive. But when it comes to supporting a neurodivergent workforce, many organisations rely on online training modules, standard policies, or a list of suggested accommodations.
Flexible hours. Different lighting. Noise-cancelling headphones. These are helpful starting points, but they are not enough.
The real challenge is that many companies still treat neuroinclusive support as a fixed menu rather than a collaborative process.
Up to 20% of the UK population may be neurodivergent1. Yet the approach to support is often designed without meaningful conversation. As Dr Nancy Doyle explains, workplace accommodations only work when they are created together. It is not about saying, “Here is what we can offer.” It is about asking, “What helps you succeed?”
While a menu of accommodations looks like inclusion in action, it often skips the most important step: understanding. Meaningful inclusion starts with curiosity, conversation, and context — not checklists.
How to Effectively Support a Neurodivergent Workforce
Inclusive support begins with a shift in mindset.
Move from ‘treat others how you want to be treated‘ to ‘treat others how they want to be treated.’
This matters because proactive support prevents small challenges from becoming major issues. It protects well-being and avoids crises before they happen. Acas reports that proactively supporting neurodivergent employees can reduce staff turnover to as low as 8% compared to the national average of 34%.
Two people may share the same neurotype, yet need completely different approaches.
For example, two employees with ADHD might both struggle to focus. One may need quiet, structured focus time. Another may perform best with movement, music, or a dynamic environment.
Assumptions limit support. Curiosity unlocks it.
To create a neuroinclusive workplace, leaders need to step beyond what they already know. Every conversation must start with interest, not assumption.
Reimagining accommodations as an ongoing collaboration, not a one-time fix, creates space to explore, test ideas, and adapt without judgment.
The Lesser Discussed Challenges of Neurodivergence
Many cognitive challenges are not visible and are rarely included in standard accommodations. This can include tunnel vision under pressure (it can be called monotropism), justice sensitivity, impulsive thinking, or difficulty prioritising tasks.
These often require human, relational support rather than equipment or environmental changes.
This could be a manager adjusting how feedback is delivered, or a mentor offering structured check-ins to help someone navigate competing priorities.
The Deloitte 2023 Neurodiversity at Work report found that employees who help shape their own support experience higher satisfaction, creativity, and engagement.
The question is not ‘What can we offer?’
The question is, ‘What would prevent the challenges you experience every day?‘
Addressing this well strengthens loyalty, improves performance, reduces turnover, and builds cultures where people feel understood and valued.
When support is shaped through mutual understanding, organisations stop ticking boxes and start supporting humans.
Because the goal of neuroinclusion is not to treat everyone the same.
It is to treat everyone as they need to be treated so they can succeed for themselves, their team, and your organisation.
Four Ways to Move From Process to Practice
- Start with conversation, not forms.
Before offering options, create space for a two-way conversation about strengths, challenges, and preferences. - Create psychological safety.
Build an environment where talking openly about neurodivergent differences feels normal and safe. - Replace assumption with curiosity.
Do not rely on what helped someone else. Stay curious, ask, explore, and listen - Collaborate and stay flexible.
Think of neuroinclusive support as evolving. Keep checking in and adjusting together.
References:
- Wilkins, K. (2023, January 19). Autism, ADHD, and other neurotypes can be an asset in the workplace — and companies are finally doing the work to recruit and retain neurodivergent staff. Business Insider.
- Doyle, N. (2021). Neurodiversity at work: Drive innovation, performance and productivity with a neurodiverse workforce. Kogan Page.
- Acas. (2025, March 6). Bosses urged to do more to support neurodiverse staff. Acas.
- Deloitte. (2023). Neurodiversity at work: Embracing different minds for business success. Deloitte Insights.
