Neurodiversity in the workplace: An HR guide to creating a more inclusive workplace

Make recruitment more inclusive

Recruitment processes can unintentionally create barriers for neurodivergent candidates.

For example, vague job descriptions, unnecessary recruitment jargon, highly conversational interviews or assessments that test skills unrelated to the actual role may disadvantage some candidates.

Acas recommends reviewing recruitment processes to ensure they do not unnecessarily exclude neurodivergent applicants.

HR teams can:

• Clearly identify essential and desirable skills.
• Use straightforward language in job descriptions.
• Explain the recruitment process clearly.
• Make it easy for candidates to request reasonable adjustments.
• Provide examples of adjustments that may be available.
• Consider giving interview questions in advance where appropriate.
• Use quiet environments for interviews and assessments.
• Consider practical assessments or work trials where they better assess the skills required for the role.
• Train interviewers not to make assumptions based on eye contact, body language or social behaviour.

Build neuroinclusion into onboarding

Starting a new job involves a lot of information, new people, new systems and new expectations.

For some employees, this can become overwhelming.

HR and managers can make onboarding more accessible by:

• Providing information in advance where possible.
• Giving employees a clear structure for their first few weeks.
• Breaking information into manageable sections.
• Providing written instructions alongside verbal explanations.
• Clearly explaining workplace expectations.
• Introducing systems gradually where practical.
• Scheduling regular check-ins.
• Giving new employees a clear opportunity to ask questions.

Small changes can make the experience much more manageable without creating a completely separate onboarding process.

Give managers the confidence to support people

This may be one of the biggest opportunities for organisations.

HR can have excellent policies and procedures, but if managers don’t understand how to put them into practice, employees may still struggle.

Managers should understand:

• What neurodiversity and neurodivergence mean.
• That neurodivergence presents differently in different people.
• How to have supportive conversations.
• How to respond to requests for adjustments.
• Why assumptions about communication and behaviour can be problematic.
• How to manage performance fairly.
• When to involve HR or Occupational Health.
• How to create a supportive team environment.

Managers don’t need to become experts in every form of neurodivergence.

They do need to become comfortable asking:

“What would help you work at your best?”

Consider reasonable adjustments

Reasonable adjustments are an important part of supporting neurodivergent employees where the legal duty applies.

Adjustments should be based on the individual’s needs rather than their diagnosis.

Depending on the person and their role, examples could include:

• A quieter workspace.
• Noise-cancelling headphones.
• Additional or more regular breaks.
• Flexible working arrangements.
• Written instructions.
• Breaking larger tasks into smaller steps.
• Additional time to process information.
• Assistive technology.
• Changes to the physical environment.
• Clearer planning and prioritisation.
• Advance notice of significant changes.

Acas recommends discussing adjustments with the individual, trying different approaches where necessary and reviewing them regularly.

Think about masking and burnout

Not every employee who needs support will openly identify as neurodivergent.

Some people may mask aspects of their neurodivergence at work – consciously or unconsciously adapting their behaviour to fit workplace expectations. Acas notes that masking can leave people feeling exhausted, isolated and unable to be themselves.

This is why HR shouldn’t rely entirely on disclosure.

Creating a more flexible and inclusive workplace for everyone can reduce the pressure on individuals to explain why they need something different.

Employers should also be aware of burnout. Acas highlights that neurodivergent workers can be more likely to experience burnout, which may contribute to absence and reduced performance.

Managers should therefore look for opportunities to:

• Vary types of work where practical.
• Build in appropriate breaks.
• Manage workloads realistically.
• Reduce unnecessary meetings or interruptions.
• Give employees clarity around priorities.
• Have regular wellbeing conversations.

Don't overlook performance management

Neurodivergence should not mean that an employee cannot be held accountable.

However, HR should consider whether an employee’s difficulties could be connected to an underlying need or workplace barrier before moving straight into a formal process.

For example, an employee repeatedly missing deadlines might benefit from:

• Clearer priorities.
• Smaller interim deadlines.
• Regular check-ins.
• Written instructions.
• Fewer competing tasks.

Acas recommends considering support and reasonable adjustments even where neurodivergence is only disclosed once a formal performance or conduct process has started.

The key is to balance support and accountability.

A reasonable adjustment isn’t a way of removing performance expectations. It is about making sure an employee has a fair opportunity to meet them.