How to support neurodivergent employees at work

Neurodiversity is a term most people are now familiar with, and one that reflects the growing recognition of neurological difference in society and the workplace.

However, while awareness of the term may be increasing, understanding of its prevalence and complexities is still developing. Neurodiversity is more common than many people realise. A 2020 study estimated that between 15 and 20 per cent of the global population is neurodivergent, including conditions such as autism, attention deficit hyperactivity disorder (ADHD) and dyslexia.

Melissa Webster, advocate and CEO of ADHD Australia, believes this reality should fundamentally shape how workplaces approach leadership and inclusion. “We know that difference is actually the norm, and inclusive leadership starts from recognising that every person brings individual needs, strengths and working styles.”

Rather than waiting for employees to disclose a diagnosis before making adjustments, Webster argues that workplaces should build inclusive practices into everyday management from the outset. “True inclusion is about recognising individual differences across all employees, not just those with a formal diagnosis,” she says.

However, inclusion is also about addressing the structural inequities that shape who is able to participate and on what terms, and should not hide the fact that both formal diagnoses and self-identification often reflect real, serious disadvantages in people’s lives.

For many neurodivergent people, disability is not abstract or minor — it can have a real impact on daily life because of environmental, system-based and social barriers that are built around neurotypical expectations.

Training and collaboration

Simple, practical adjustments can make a significant difference in supporting neurodivergent employees, particularly when they are built on collaboration and clarity.

Christina Keeble, a neurodiversity consultant with lived experience of ADHD and autism, recommends starting with training that helps to build shared understanding across teams. Collaboration with neurodivergent employees is also important, she says, which includes exploring sensory aversions, communication preferences and executive functioning needs, as well as how they experience deadlines.

“For example, I work to a deadline, but I need that deadline to be flexible … I always ask people to provide me with a false deadline and allow a few days as a grace period,” Keeble says.

Understanding strengths is equally important. Keeble suggests identifying what employees enjoy and excel at — whether that is customer service, going through data and finding errors or problem-solving — as well as their sensory preferences. “Do they work better at a sit/stand desk or on an exercise ball? Do they need to have background noise on to focus?”

Prioritise direct communication

This understanding becomes especially important when considering how people engage with communication, structure and feedback. Clear, concise and direct communication is often more effective, Keeble says, particularly when reinforced with written follow-ups that summarise what has been agreed.

“Written instructions, meetings and feedback are very important when creating a more inclusive environment,” she explains. “But it is equally important for all staff to learn about neurodivergent communication styles and for managers to be able to bridge any communication gaps.”

For many neurodivergent employees, ambiguity creates unnecessary cognitive load, so clarity is not just helpful, it is essential. “Be clear with communication,” Keeble says. “Do not communicate in a way that requires them to read between the lines. Say what you mean.”

Rethink feedback approaches

Regular, structured one-on-one meetings with a simple agenda and proactive feedback help to ensure that neurodivergent colleagues thrive, says Kate Halpin, founder and managing director of NeuroEdge.

She also notes that some neurodivergent individuals experience rejection sensitivity dysphoria (RSD), meaning feedback can sometimes trigger a stronger emotional response than expected. “It can be surprising for managers who are not familiar with RSD, making awareness and preparation important,” Halpin says.

She suggests that traditional approaches such as the “feedback sandwich” (sharing something positive, then negative, then positive) are often not effective, particularly because they can feel unclear or predictable. “Ask someone what the issue is instead,“ Halpin says. “Asking ‘Why is it a problem? How do we solve it?’ is often a lot more effective.”

Healthy environments

Inclusive management is about shaping environments that allow people to thrive, says Halpin.

“The shift from the medical model to the social model of disability reframes the issue away from ‘fixing the person’ and towards understanding and removing environmental barriers,” she says. “When a person is not thriving, the focus should be on adjusting the environment around them rather than assuming the individual is the problem.”

For Webster, this can often come after early workplace assumptions have already shaped whether support is offered at all. In many cases, she argues, organisations still wait for employees to identify a diagnosis before making meaningful adjustments, rather than building flexibility into everyday routines from the outset.

“Too often, workplaces still focus on diagnosis or disclosure before making meaningful changes,” she says. “This approach is limiting, particularly given that many people still feel uncomfortable sharing a diagnosis at work.”

Instead, leaders should create conditions where employees feel safe to share their needs from day one.

“It is about creating a safe environment where people can communicate openly in a way that works best for them. From the moment they walk through the door, they should be able to talk about their strengths and any adjustments they might need to perform at their best.”

Importantly, Webster emphasises that this is not limited to diagnosed neurodivergence. “We all have different needs to perform, and you do not need a diagnosis to know what helps you work best.”