Building Neuro-Inclusive Workplaces

When we talk about inclusion in the workplace, neurodivergence is often left out of the conversation—or misunderstood entirely. But neurodivergent people are already in your workplace. They’re your colleagues, your top performers, your quiet innovators, and sometimes, the ones struggling silently with systems not built for them. Today, I want to walk through some of the tangible ways we can create more neuroinclusive environments—through adjustments, hiring practices, accessible interviews, and workplace coaching. These aren’t just nice-to-haves—they’re essential steps toward equity, belonging, and unlocking the full potential of our teams.

1. What are examples of workplace adjustments or accommodations for neurodivergent people?

Workplace accommodations can vary widely, depending on the individual’s needs. For example, someone with sensory sensitivities might benefit from working in a quiet room instead of an open office, or using noise-canceling headphones. A person with ADHD might thrive with the use of project management tools like Trello or having daily check-ins with their manager to clarify priorities. Others may request written follow-ups after meetings to help with memory or processing. One autistic employee might ask to opt out of social team-building activities, while another may need clear expectations and advance notice for performance reviews. The key is to ask, not assume. A good practice is simply saying: “Let me know what you need to do your best work.”

2. How can businesses attract more neurodivergent talent, and why is creating neuroinclusive workplaces important?

Attracting neurodivergent talent starts with rethinking how jobs are presented. For example, instead of saying “excellent communication skills required,” be specific—“ability to clearly communicate ideas in writing” or “comfortable using Slack and email to collaborate.” You could also highlight your inclusive practices: “We’re committed to neuroinclusion and welcome applicants who may benefit from adjustments in the hiring process.”Neuroinclusive workplaces matter because they create room for different ways of thinking. Think of a software developer who hyperfocuses and solves complex problems more quickly than peers, or a customer service rep who uses scripts and visual cues to stay grounded during calls. These are strengths—but without support, these employees might be misunderstood or pushed out. Inclusion leads to innovation, loyalty, and a culture where more people thrive.

3. How can businesses create more accessible application and assessment (interview) processes?

Start with job postings: keep them concise, avoid jargon like “fast-paced rockstar,” and focus on actual job tasks. During applications, offer alternatives to long online forms—like accepting a resume and short answers via email.For assessments, instead of relying on group interviews or pressure-heavy tasks, consider work samples. For instance, if hiring a graphic designer, let them show past work or do a short take-home design task. Provide interview questions in advance, and allow written responses when appropriate. One company I worked with allowed a candidate to respond to technical questions over email rather than verbally—and that person is now one of their top engineers. Flexibility is key to unlocking hidden potential.

4. What role can workplace support coaching have in supporting neurodivergent employees?

Workplace support coaching is a practical, proactive way to help neurodivergent employees succeed. For example, a coach might work with someone who struggles with time management to build a daily structure using timers, visual schedules, or body-doubling techniques. A coach can also help employees prepare for difficult conversations—like requesting an accommodation from HR—or debrief after a miscommunication.I worked with one autistic professional who used coaching to practice giving presentations at work. We broke the task down into parts, role-played responses to unexpected questions, and developed a visual script to stay on track. Coaching can also support managers in adjusting expectations—for example, learning how to give direct, non-ambiguous feedback to someone who processes language literally. Coaching builds confidence and trust, and acts as a buffer between neurodivergent employees and systems not built with them in mind.