Embracing neurodiversity
6 ways to support employees and colleagues
Diversity is good for business. An organisation that respects diversity enough to understand and accommodate it with reasonable adjustments reaps the benefits of creativity, fresh perspectives and adaptability.
By proactively engaging with a broad employee spectrum of age, gender, experience and ability, diverse workforces become a harbinger of success, productivity and efficiency.
The Diversity Council Australia (DCA) found that inclusive teams are 9.5 times more likely to be innovative than non-inclusive teams, 10 times more likely to be satisfied than workers in non-inclusive teams, and 8.5 times more likely to work effectively together.
Yet, many employers haven’t realised the benefits of embracing neurodiversity in the workforce.
While around 15 to 20% of the global population is considered neurodivergent, only one in 10 businesses specify neurodiversity within their diversity, equity and inclusion (DEI) programs.
When it comes to recruitment, management and retention, candidates with neurodivergent conditions, such as ADHD, autism, dyslexia, dyspraxia, dyscalculia and Tourette syndrome, may have needs and strengths that don’t align with the system and, as a result, are often discounted in the process to the detriment of the individual and the organisation.
Dr Miriam Moeller, a Senior Lecturer in International Business at The University of Queensland (UQ) Business School and an expert in international human resource management, conducted extensive research and consultation, and found many managers and peers were unsure how to support neurodivergent colleagues.
Dr Miriam Moeller from UQ Business School
Dr Miriam Moeller from UQ Business School
Diversity is good for business. An organisation that respects diversity enough to understand and accommodate it with reasonable adjustments reaps the benefits of creativity, fresh perspectives and adaptability.
By proactively engaging with a broad employee spectrum of age, gender, experience and ability, diverse workforces become a harbinger of success, productivity and efficiency.
The Diversity Council Australia (DCA) found that inclusive teams are 9.5 times more likely to be innovative than non-inclusive teams, 10 times more likely to be satisfied than workers in non-inclusive teams, and 8.5 times more likely to work effectively together.
Yet, many employers haven’t realised the benefits of embracing neurodiversity in the workforce.
While around 15 to 20% of the global population is considered neurodivergent, only one in 10 businesses specify neurodiversity within their diversity, equity and inclusion (DEI) programs.
When it comes to recruitment, management and retention, candidates with neurodivergent conditions, such as ADHD, autism, dyslexia, dyspraxia, dyscalculia and Tourette syndrome, may have needs and strengths that don’t align with the system and, as a result, are often discounted in the process to the detriment of the individual and the organisation.
Dr Miriam Moeller, a Senior Lecturer in International Business at The University of Queensland (UQ) Business School and an expert in international human resource management, conducted extensive research and consultation, and found many managers and peers were unsure how to support neurodivergent colleagues.
Dr Miriam Moeller from UQ Business School
Dr Miriam Moeller from UQ Business School
This uncertainty has led to unemployment and underemployment rates as high as 90% among neurodivergent candidates.
Dr Moeller noted that neurodiversity isn’t a homogenous concept but rather a term that encompasses the multitude of ways the human brain functions, including sensory processing, motor abilities, social comfort, cognition and focus.
As such, there’s no “one-size-fits-all” approach to engaging neurodivergent employees. Some individuals may choose to disclose a neurodivergent condition, while others may be uncomfortable disclosing their diagnosis with an employer or may not have an official diagnosis and self-identify as neurodivergent. For this reason, it’s important for managers to strengthen their awareness of neurodiversity.
“This is a large, diverse cohort who can vary greatly in terms of their skills and abilities. Neurodivergent individuals can contribute meaningfully to the workplace when organisations recognise their strengths and support their needs,” Dr Moeller said.
“Neurodivergent individuals can also be more productive than a neurotypical employee in a job that fits their skills.”
Multinational organisations such as Deloitte, Hewlett-Packard Enterprise, Microsoft, Ernst & Young (EY), JPMorgan Chase, and SAP have benefitted from introducing neurodiversity initiatives and reported improvements in employee engagement, innovation, and productivity.
“The key to neurodiversity in the workplace is ensuring people are seen and heard,” Dr Moeller said.
“When we understand why employees work in different ways and provide reasonable accommodations so individuals are able to succeed, the team and company win and ultimately, society wins.”
Dr Moeller recommends employers and employees focus on 6 core areas to foster a thriving, high-performing neurodiverse workplace.
This uncertainty has led to unemployment and underemployment rates as high as 90% among neurodivergent candidates.
Dr Moeller noted that neurodiversity isn’t a homogenous concept but rather a term that encompasses the multitude of ways the human brain functions, including sensory processing, motor abilities, social comfort, cognition and focus.
As such, there’s no “one-size-fits-all” approach to engaging neurodivergent employees. Some individuals may choose to disclose a neurodivergent condition, while others may be uncomfortable disclosing their diagnosis with an employer or may not have an official diagnosis and self-identify as neurodivergent. For this reason, it’s important for managers to strengthen their awareness of neurodiversity.
“This is a large, diverse cohort who can vary greatly in terms of their skills and abilities.
Neurodivergent individuals can contribute meaningfully to the workplace when organisations recognise their strengths and support their needs,” Dr Moeller said.
“Neurodivergent individuals can also be more productive than a neurotypical employee in a job that fits their skills.”
Multinational organisations such as Deloitte, Hewlett-Packard Enterprise, Microsoft, Ernst & Young (EY), JPMorgan Chase, and SAP have benefitted from introducing neurodiversity initiatives and reported improvements in employee engagement, innovation, and productivity.
“The key to neurodiversity in the workplace is ensuring people are seen and heard,” Dr Moeller said.
“When we understand why employees work in different ways and provide reasonable accommodations so individuals are able to succeed, the team and company win and ultimately, society wins.”
Dr Moeller recommends employers and employees focus on 6 core areas to foster a thriving, high-performing neurodiverse workplace.
1. Project a neuroinclusive culture to attract diverse talent
To attract neurodivergent candidates, companies need to establish and communicate a neuroinclusive workplace culture to prospective hires.
Dr Moeller noted companies like EY have successfully appointed neurodiversity champions and executive sponsors to increase awareness and motivate broader change throughout the organisation.
To appeal to a larger pool of candidates, Dr Moeller also emphasised the importance of focusing on tasks and responsibilities in job ads instead of desirable attributes.
“Some individuals may read job descriptions very literally and, in turn, avoid applying for a role if they don’t meet all the listed criteria,” Dr Moeller said.
Tips to attract neurodiverse employees
• Appoint neurodiversity champions
• Build and communicate a neuroinclusive culture
• Emphasise tasks over personal attributes in job ads
1. Project a neuroinclusive culture to attract diverse talent
To attract neurodivergent candidates, companies need to establish and communicate a neuroinclusive workplace culture to prospective hires.
Dr Moeller noted companies like EY have successfully appointed neurodiversity champions and executive sponsors to increase awareness and motivate broader change throughout the organisation.
To appeal to a larger pool of candidates, Dr Moeller also emphasised the importance of focusing on tasks and responsibilities in job ads instead of desirable attributes.
“Some individuals may read job descriptions very literally and, in turn, avoid applying for a role if they don’t meet all the listed criteria,” Dr Moeller said.
Tips to attract neurodiverse employees
• Appoint neurodiversity champions
• Build and communicate a neuroinclusive culture
• Emphasise tasks over personal attributes in job ads
2. Adapt your hiring process to demonstrate strengths
Traditional recruitment strategies tend to favour interpersonal skills and conventional career paths, which neurotypical and neurodivergent candidates may not have in equal measure.
Dr Moeller advised organisations to adopt a strengths-based approach to recruitment, encouraging hiring managers to be conscious of the wide range of talents, challenges and experiences that can be unique to prospective neurodivergent employees.
To expand the recruitment talent pool, Dr Moeller suggested companies advertise on platforms such as Instagram or podcasts to reach candidates who prefer non-textual content. Hiring managers could also accept submissions in the form of video or artwork instead of written applications.
Additionally, the interview process could be adapted beyond traditional verbal communication to allow candidates to demonstrate their skills in more practical assessments that align with the role. This may include skills-based assessments, informal conversations, group activities, presentations, and work trials.
Tips to adapt hiring processes
• Tailor strengths-based recruitment practices
• Support flexible application formats
• Offer alternative candidate assessments
2. Adapt your hiring process to demonstrate strengths
Traditional recruitment strategies tend to favour interpersonal skills and conventional career paths, which neurotypical and neurodivergent candidates may not have in equal measure.
Dr Moeller advised organisations to adopt a strengths-based approach to recruitment, encouraging hiring managers to be conscious of the wide range of talents, challenges and experiences that can be unique to prospective neurodivergent employees.
To expand the recruitment talent pool, Dr Moeller suggested companies advertise on platforms such as Instagram or podcasts to reach candidates who prefer non-textual content. Hiring managers could also accept submissions in the form of video or artwork instead of written applications.
Additionally, the interview process could be adapted beyond traditional verbal communication to allow candidates to demonstrate their skills in more practical assessments that align with the role. This may include skills-based assessments, informal conversations, group activities, presentations, and work trials.
Tips to adapt hiring processes
• Tailor strengths-based recruitment practices
• Support flexible application formats
• Offer alternative candidate assessments
3. Provide support and accommodations during onboarding
Managers and colleagues can ease anxiety by equipping all new employees with vital information before their first day. This information may include when to arrive, where to go, who to meet and any dress code requirements.
Employing a buddy system or other inter-organisational support can also deliver a smooth onboarding process and reduce social anxiety by openly communicating the organisation’s culture and expectations.
When onboarding a new employee, ask them before their start date whether any reasonable accommodations can be made in the work environment. By checking in with all employees, managers can accommodate individuals who have disclosed a neurodivergent condition as well as those who may not feel comfortable. Making environment adjustments can help support neurodivergent employees who experience sensory challenges with lighting, smells, sounds and textures.
“While neurodivergent individuals’ needs can differ from neurotypical individuals’, there can also be considerable variation within the community, so it’s important to ask,” Dr Moeller added.
“Individuals will appreciate open conversations about flexible work arrangements, whether that is flexible hours, remote work options, or office environment preferences.”
Tips to support onboarding
• Provide information before the employee’s first day
• Offer information in multiple formats
• Appoint internal support people
• Address sensory challenges in the office space
Struggling with imposter syndrome in a new job? Use these 3 simple tips to overcome it.
3. Provide support and accommodations during onboarding
Managers and colleagues can ease anxiety by equipping all new employees with vital information before their first day. This information may include when to arrive, where to go, who to meet and any dress code requirements.
Employing a buddy system or other inter-organisational support can also deliver a smooth onboarding process and reduce social anxiety by openly communicating the organisation’s culture and expectations.
When onboarding a new employee, ask them before their start date whether any reasonable accommodations can be made in the work environment. By checking in with all employees, managers can accommodate individuals who have disclosed a neurodivergent condition as well as those who may not feel comfortable. Making environment adjustments can help support neurodivergent employees who experience sensory challenges with lighting, smells, sounds and textures.
“While neurodivergent individuals’ needs can differ from neurotypical individuals’, there can also be considerable variation within the community, so it’s important to ask,” Dr Moeller added.
“Individuals will appreciate open conversations about flexible work arrangements, whether that is flexible hours, remote work options, or office environment preferences.”
Tips to support onboarding
• Provide information before the employee’s first day
• Offer information in multiple formats
• Appoint internal support people
• Address sensory challenges in the office space
Struggling with imposter syndrome in a new job? Use these 3 simple tips to overcome it.
4. Offer personalised professional development and team training
Supporting the professional development of neurodivergent employees can help them develop their strengths or apply their existing skills in new and innovative ways.
Neurodivergent employees should be offered development and training opportunities in multiple formats to suit a range of learning styles and preferences.
Similarly, creating an inclusive organisation that embraces diversity is integral to fostering a positive workplace culture for neurodivergent employees. Businesses can collaborate with a neurodiversity consultant to develop tailored training for all staff that helps raise awareness and support neurodivergent employees.
Learn how you can create real change in your organisation with UQ’s MBA program.
“It’s important for all managers and staff members to undertake training that acknowledges and attempts to mitigate conscious and unconscious biases, including biases toward neurodivergent people,” Dr Moeller said.
“If your organisation offers a neurodiversity advocate program, join it – become an ally.”
Tips to support professional development
• Adapt training content and formats for neurodivergent employees
• Provide unconscious bias training to all employees
• Implement neurodiversity-specific training for all employees
5. Manage progression and performance to bolster confidence
Wherever possible, employers are encouraged to collaborate with employees to customise their roles by adding or removing tasks and amending position descriptions to suit employee strengths.
“For example, a design engineer may not be required to attend client meetings, allowing them to use their strong design skills without the stress and potential challenges of interacting with clients,” Dr Moeller said.
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Dr Moeller advised organisations to create personalised progression plans that address individuals’ short- and long-term goals, including pathways to management-level positions, and offer flexible career trajectories to help employees reach their potential.
“It’s important to remember that neurodivergent employees may not have the same level of self-confidence or ability to talk up their own performance as their neurotypical colleagues,” Dr Moeller said.
“It really depends on the individual and having a conversation about what will work best for them.”
Tips to manage performance and progression
• Co-design roles and responsibilities
• Set agreed-upon KPIs and check for any biases
• Offer flexible and personalised career opportunities
4. Offer personalised professional development and team training
Supporting the professional development of neurodivergent employees can help them develop their strengths or apply their existing skills in new and innovative ways.
Neurodivergent employees should be offered development and training opportunities in multiple formats to suit a range of learning styles and preferences.
Similarly, creating an inclusive organisation that embraces diversity is integral to fostering a positive workplace culture for neurodivergent employees. Businesses can collaborate with a neurodiversity consultant to develop tailored training for all staff that helps raise awareness and support neurodivergent employees.
Learn how you can create real change in your organisation with UQ’s MBA program.
“It’s important for all managers and staff members to undertake training that acknowledges and attempts to mitigate conscious and unconscious biases, including biases toward neurodivergent people,” Dr Moeller said.
“If your organisation offers a neurodiversity advocate program, join it – become an ally.”
Tips to support professional development
• Adapt training content and formats for neurodivergent employees
• Provide unconscious bias training to all employees
• Implement neurodiversity-specific training for all employees
5. Manage progression and performance to bolster confidence
Wherever possible, employers are encouraged to collaborate with employees to customise their roles by adding or removing tasks and amending position descriptions to suit employee strengths.
“For example, a design engineer may not be required to attend client meetings, allowing them to use their strong design skills without the stress and potential challenges of interacting with clients,” Dr Moeller said.
What does it take to effectively lead an organisation? Uncover 7 key attributes of a successful CEO.
Dr Moeller advised organisations to create personalised progression plans that address individuals’ short- and long-term goals, including pathways to management-level positions, and offer flexible career trajectories to help employees reach their potential.
“It’s important to remember that neurodivergent employees may not have the same level of self-confidence or ability to talk up their own performance as their neurotypical colleagues,” Dr Moeller said.
“It really depends on the individual and having a conversation about what will work best for them.”
Tips to manage performance and progression
• Co-design roles and responsibilities
• Set agreed-upon KPIs and check for any biases
• Offer flexible and personalised career opportunities
6. Ongoing support and inclusion to improve retention
Due to a lack of inclusion and support, employment turnover rates for neurodivergent people are historically higher than for neurotypical people. According to Dr Moeller, this statistic highlights the importance of compassion, creativity and flexibility across workspaces, conditions and communication.
“Employees should be able to ask for support or accommodations without fear of being stigmatised or having to explicitly state a diagnosis,” Dr Moeller said.
“Managers should also engage in ongoing feedback from neurodivergent employees to determine if further adjustments or training are needed. If you ensure your organisation is taking steps to create a neuroinclusive culture, you demonstrate that your company genuinely values diversity and increase people’s willingness to discuss neurodivergence.”
Tips to improve employee retention
• Train managers and supervisors to support neurodivergent employees
• Review the performance of initiatives
• Support requests for accommodations
6. Ongoing support and inclusion to improve retention
Due to a lack of inclusion and support, employment turnover rates for neurodivergent people are historically higher than for neurotypical people. According to Dr Moeller, this statistic highlights the importance of compassion, creativity and flexibility across workspaces, conditions and communication.
“Employees should be able to ask for support or accommodations without fear of being stigmatised or having to explicitly state a diagnosis,” Dr Moeller said.
“Managers should also engage in ongoing feedback from neurodivergent employees to determine if further adjustments or training are needed. If you ensure your organisation is taking steps to create a neuroinclusive culture, you demonstrate that your company genuinely values diversity and increase people’s willingness to discuss neurodivergence.”
Tips to improve employee retention
• Train managers and supervisors to support neurodivergent employees
• Review the performance of initiatives
• Support requests for accommodations
In the workplace, Dr Moeller encouraged neurotypical peers to adopt an empathetic approach when engaging and working with their neurodivergent colleagues.
Neurotypical employees can support neurodiversity and inclusion by actively being aware, educating themselves and trying to understand the other person’s perspective.
When in doubt, Dr Moeller suggested asking the person who is disclosing a neurodivergent condition if they're happy to share more information with you.
“A simple ‘can you tell me more’ is often all it takes to better understand the person's perspective and experience. Likewise, respect their decision for privacy,” Dr Moeller said.
“Creating a safe space isn’t always easy, but it’s necessary. Asking kind and curious questions can go a long way towards creating psychological safety for people to express their needs and experiences regarding neurodiversity.
“Neurodiversity initiatives often involve minimal costs and deliver significant organisational benefits. Many managers have found that making simple changes to support neurodivergent employees has helped them grow into better managers of all employees.”
In the workplace, Dr Moeller encouraged neurotypical peers to adopt an empathetic approach when engaging and working with their neurodivergent colleagues.
Neurotypical employees can support neurodiversity and inclusion by actively being aware, educating themselves and trying to understand the other person’s perspective.
When in doubt, Dr Moeller suggested asking the person who is disclosing a neurodivergent condition if they're happy to share more information with you.
“A simple ‘can you tell me more’ is often all it takes to better understand the person's perspective and experience. Likewise, respect their decision for privacy,” Dr Moeller said.
“Creating a safe space isn’t always easy, but it’s necessary. Asking kind and curious questions can go a long way towards creating psychological safety for people to express their needs and experiences regarding neurodiversity.
“Neurodiversity initiatives often involve minimal costs and deliver significant organisational benefits. Many managers have found that making simple changes to support neurodivergent employees has helped them grow into better managers of all employees.”
Dr Miriam Moeller is a Senior Lecturer in International Business at The University of Queensland (UQ) Business School. Dr Moeller has taught courses on international business, international human resource management, cross-cultural management, management, and organisational behaviour in the Undergraduate, Postgraduate, MBA, Higher Degree Researcher and specialised program levels.
She has published numerous academic and practitioner articles, including book chapters on a range of topics related to her expertise. Dr Moeller is the recipient of the 2023 Endeavour Foundation Disability Research Fund grant examining the barriers and enablers of autistic job seekers accessing Disability Employment Services in Southeast Queensland.
The University of Queensland (UQ) acknowledges the Traditional Owners and their custodianship of the lands on which UQ operates. We pay our respects to their Ancestors and their descendants, who continue cultural and spiritual connections to Country. We recognise their valuable contributions to Australian and global society.
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