Building a neurodiversity-inclusive workplace: steps for leaders

A neurodiversity-inclusive workplace is one where people whose brains work differently, including autistic people and people with ADHD or dyslexia, can apply, contribute and progress on fair terms.

This guide gives leaders, HR teams and managers practical steps across recruitment, communication, the work environment and adjustments. Most changes are low cost, and many make work clearer and fairer for everyone. It is general information, not legal advice.

What neurodiversity means at work

Neurodiversity is the idea that differences in how brains work are a natural part of human variation. Neurodivergent people may include:

• autistic people
• people with ADHD
• people with specific learning disorders, such as dyslexia, dysgraphia or dyscalculia
• people with developmental coordination disorder (dyspraxia) or Tourette syndrome

We use identity-first language, such as “autistic people”, which many autistic adults prefer. Some people prefer person-first language, such as “person with autism”. If you are not sure, ask.

Every neurodivergent person is different. Some have strengths in focus, pattern recognition or creative problem solving. Many also face barriers at work, such as unclear instructions, noisy offices, rigid interview formats and unwritten social rules. Inclusion is about removing those barriers, not about expecting people to have special talents.

Why it matters

The Australian Bureau of Statistics reported 290,900 autistic Australians in 2022, or 1.1% of the population. Labour force figures for people of working age (15 to 64 years) show a large gap:

In January 2025 the Australian Government released the first National Autism Strategy 2025 to 2031. Economic inclusion is one of its four outcome areas.

Many neurodivergent employees are already in your workforce. Some have a diagnosis and choose not to share it. Others were never assessed. Inclusive practices help them too, without anyone needing to disclose.

Your legal obligations

Under the Disability Discrimination Act 1992, employers must not discriminate against people with disability, and must make reasonable adjustments where needed. The Australian Human Rights Commission explains that adjustments can include changes to recruitment, work schedules, job design, equipment and training.

An employer does not have to make an adjustment that would cause unjustifiable hardship. The Commission notes that the employer must show this, and should first explore options and discuss them with the employee. State and territory anti-discrimination laws also apply. Adjustments are not a one-off task. Needs can change over time, for example during a restructure, an office move or a change of manager.

Work health and safety duties are relevant too. Psychosocial hazards, such as poor environmental conditions, low role clarity and poor support, can affect neurodivergent workers strongly. Our guide to psychosocial hazards at work explains these duties.

Practical steps for leaders

1. Make recruitment fairer

• Write job ads in plain language and separate essential requirements from nice-to-haves.
• Tell all candidates what to expect, and offer interview questions or topics in advance.
• Ask every candidate whether they need any adjustments, rather than waiting for disclosure.
• Consider alternatives to traditional interviews, such as work samples or practical tasks.
• Judge candidates on skills for the role, not on eye contact, small talk or “culture fit”.

JobAccess has a free guide on how to support a neurodivergent workforce, including interview adjustments.

2. Support a good start

• Send practical information before day one, such as start times, dress, parking, who to ask for and a map of the building.
• Provide written induction materials and a clear plan for the first few weeks.
• Offer a workplace buddy who can explain unwritten rules and routines.
• Schedule regular early check-ins to ask what is working and what could change.

3. Communicate clearly

• Give clear, specific instructions, with priorities and deadlines in writing.
• Share meeting agendas beforehand and send a short summary of decisions afterwards.
• Offer choices in how people communicate, such as email, chat, phone or face to face.
• Give notice of changes where you can, and explain the reasons.

4. Adjust the environment

• Provide quiet spaces and allow noise-cancelling headphones.
• Consider lighting, desk location and hot-desking, which can be hard for people with sensory sensitivities.
• Offer flexible hours or hybrid work where the role allows.

5. Design work around outcomes

• Focus on results rather than how or where work is done.
• Use shared task lists, reminders and project tools to make work visible.
• Protect blocks of focus time and reduce unnecessary interruptions.

6. Make adjustments easy

• Have a simple, confidential process for requesting adjustments.
• For simple, low cost changes, consider whether a diagnosis is really needed.
• Review adjustments regularly, especially when roles or managers change.

The Employment Assistance Fund can reimburse eligible workplace modifications, equipment and services, including support for people with learning or mental health conditions and disability awareness training. Contact JobAccess on 1800 464 800.

For example, an autistic analyst who finds open-plan noise draining might agree with their manager on a desk away from the kitchen, noise-cancelling headphones, two work-from-home days a week and written summaries after team meetings. None of these changes is expensive, and together they can make a big difference to energy and output.

Our article on workplace adjustments for neurodivergent employees has more examples.

Managing performance fairly

Inclusion does not mean lowering expectations. It means making expectations clear and removing barriers so people can meet them.

• Be specific. Describe what good performance looks like, with examples, rather than using vague terms like “be more proactive”.
• Check adjustments first. If performance slips, ask whether a change in role, manager, environment or workload has affected someone’s adjustments.
• Separate style from substance. A person who speaks bluntly, avoids eye contact or prefers written communication may still be doing excellent work.
• Give feedback often. Small, regular, direct feedback is usually more helpful than an annual surprise.
• Follow fair processes. Clear, documented steps protect both the employee and the organisation.

Building an inclusive culture

• Train managers. Help them understand neurodivergence, have supportive conversations and manage performance fairly.
• Respect privacy. Disclosure is a personal choice. Never share someone’s diagnosis without consent.
• Involve neurodivergent staff. Ask for their input when designing policies, spaces and programs.
• Avoid stereotypes. Neither deficit framing nor “superpower” labels help. Treat each person as an individual.
• Build psychological safety. People are more likely to ask for what they need when they expect a respectful response. See our guide to psychological safety in teams.

How Invictus Health can help

Our leadership coaching and culture training includes support for managers and leaders of diverse and neurodivergent teams.

For individual employees, we offer ADHD and autism assessments for adults who are seeking an assessment, and some of our psychologists and counsellors work with neurodivergent adults.

This article is general information and not legal advice. For advice about your obligations, speak with a workplace lawyer or the Australian Human Rights Commission.