Neurodiversity in the workplace: why inclusion must go beyond HR

Creating a neuroinclusive workplace takes more than the right policies. It requires confident managers, consistent processes and a culture where every colleague feels supported.

Neurodiversity is an increasingly important consideration for organisations looking to build inclusive, supportive and high-performing workplaces. Yet, while many employers recognise the importance of neurodiversity inclusion, putting the right support into practice can be more challenging.

Policies may be in place, awareness training may have been delivered, and HR teams may be committed to improving inclusion. But what happens when a manager is unsure how to approach a conversation with a neurodivergent colleague? Or when an organisation has a process designed to provide support, but it isn't applied consistently?

These are the kinds of challenges we explored at our recent HR Roundtable at the Huntress office in Bracknell, where HR professionals came together to discuss neurodiversity at work.

Led by Marie-Claire Bouchali, HR Director at Huntress, and Iveta Pudilova, CEO of National Neurodiversity Training, the session explored the legal landscape, practical workplace scenarios and the steps organisations can take to create more neuroinclusive cultures.

One message stood out: HR has a vital role to play in neurodiversity inclusion, but it cannot be responsible for every conversation, decision and adjustment across an organisation.

Understanding neurodiversity in the workplace

Neurodiversity recognises the natural variation in how people think, process information, communicate, learn and experience the world.

It encompasses a range of neurological differences, including autism, ADHD, dyslexia and dyspraxia, among others. Every individual has their own strengths, experiences and support needs, meaning there is no single approach that works for everyone.

During our roundtable, we explored the terminology surrounding neurodiversity and challenged some of the assumptions that can influence how people are supported at work.

One important consideration is that neurodiversity should not be viewed as a simple linear spectrum, with individuals placed at opposite ends of a scale. People can experience different strengths and challenges across multiple areas, and these experiences can overlap.

For employers, this means moving away from assumptions and towards a more individual approach.

Rather than expecting colleagues to fit a particular profile, organisations should create opportunities for open conversations about what helps people work effectively, where they may experience barriers and what adjustments could make a difference.

Ultimately, understanding neurodiversity is not just about supporting individual employees. It can help organisations build stronger teams, improve communication and create environments where different ways of thinking are recognised and valued.

Why neurodiversity inclusion cannot sit with HR alone

HR teams play a critical role in establishing the foundations for neuroinclusion. They develop policies, provide guidance, support managers and help ensure the organisation meets its legal responsibilities.

However, HR cannot be present in every team meeting, performance review or day-to-day conversation.

If every question about neurodiversity, every request for support and every difficult conversation is escalated to HR, there may be a wider issue with how inclusion is embedded across the organisation.

During our roundtable, we worked through practical scenarios involving neurodivergent personas. These exercises encouraged attendees to consider how workplace processes, management decisions and organisational culture can affect an individual's experience.

A recurring theme was that the problems did not necessarily stem from bad intentions. Instead, they often arose from three underlying issues:
 

1. Processes that weren't applied consistently

An organisation might have a clear process for requesting workplace adjustments, but employees' experiences can vary depending on their team or manager. Inconsistent application can create unnecessary barriers and leave colleagues unsure where to turn for support.

2. Policies that existed on paper but weren't adopted in practice

Having a policy is an important first step, but its impact depends on whether employees and managers understand it and know how to apply it. If guidance is difficult to navigate or isn't embedded into everyday working practices, its value is limited.

3. Managers who lacked the confidence to have the conversation

Managers may genuinely want to support their colleagues but worry about asking the wrong question, using inappropriate language or handling a sensitive conversation incorrectly. Without the right knowledge and guidance, they may avoid the conversation altogether or rely on HR to take the lead.

These challenges highlight an important distinction: having the right policies is not the same as having an inclusive workplace.

The real test is whether those policies translate into consistent, supportive experiences for employees.

The role of managers in building a neuroinclusive culture

Managers have a significant influence on how workplace inclusion is experienced day to day.

They shape team culture, set expectations, allocate work, manage performance and provide feedback. Their approach can help colleagues feel understood and supported, or unintentionally create barriers to their success.

Supporting neurodivergent colleagues should therefore be viewed as a core leadership skill, rather than a specialist responsibility that sits exclusively with HR.

This doesn't mean managers need to become experts in every aspect of neurodiversity. Instead, they need the confidence to listen, ask appropriate questions, recognise when an approach may not be working and access the right support when necessary.

There are several practical ways employers can help managers develop these skills.
 

1. Build confidence through education

Training can help managers understand neurodiversity, challenge misconceptions and recognise that colleagues may have different communication styles, working preferences and support needs.

It can also provide practical guidance on how to approach conversations sensitively and constructively.

The aim isn't to give managers a script for every situation. It's to equip them with the knowledge and confidence to respond appropriately, without making assumptions or avoiding difficult conversations.

2. Make guidance simple and accessible

Managers need clear, practical resources they can refer to when a question arises.

Simple guides, frameworks and signposting can help them understand how to respond to requests for support, where to find information and when to involve HR.

The easier these resources are to access and understand, the more likely they are to be used consistently.

3. Embed neurodiversity into training and onboarding

Neurodiversity awareness should not be treated as a one-off initiative.

Embedding relevant guidance into manager training, employee onboarding and ongoing development helps make inclusion part of everyday working life.

It also ensures that new managers and employees understand the organisation's approach, rather than relying on knowledge being passed informally between colleagues.

4. Encourage open, individual conversations

There is no universal checklist for supporting a neurodivergent colleague.

Managers should create an environment where people feel comfortable discussing their working preferences and any barriers they experience, without feeling pressured to disclose personal information.

Practical changes might include providing written instructions, sharing meeting agendas in advance, allowing additional processing time or offering flexibility in how work is organised.

The appropriate approach will depend on the individual, their role and the circumstances. Listening and working collaboratively are essential.

Creating consistency without losing the individual approach

One of the challenges for HR leaders is balancing consistent organisational processes with the need to respond to individual circumstances.

Consistency does not mean treating everyone identically. It means ensuring that people have fair access to support, that requests are considered appropriately and that managers understand how to navigate the process.

Clear frameworks can help organisations establish a reliable starting point while leaving room for individual adjustments.

For example, a manager guidance framework might explain how to initiate a supportive conversation, document agreed actions appropriately, access HR advice and review whether the support is working.

This gives managers a structure to follow without assuming that every colleague will need the same solution.

It also helps HR move away from repeatedly resolving the same issues towards building the capability of the wider organisation.

How Huntress supports managers and HR teams

At Huntress, we recognise the important role that managers play in shaping workplace culture and employee experience.

During our roundtable, we discussed how we train and support our own managers, reflecting the importance of equipping leaders with the knowledge and confidence to support their teams effectively.

We also brought HR professionals together to share experiences, work through practical scenarios and consider how changes to everyday processes could improve organisational culture.

These conversations matter because inclusion is not achieved through policies alone. It requires organisations to consider how their approach works in practice, identify where barriers exist and give people the tools to address them.

For HR teams, this means building a framework that supports consistency without making every situation dependent on HR intervention.

For managers, it means recognising that supporting different ways of thinking and working is part of effective leadership.

And for organisations as a whole, it means creating an environment where colleagues can access appropriate support and contribute in ways that allow them to perform at their best.

Moving from awareness to action

Improving neurodiversity inclusion doesn't necessarily require an organisation to overhaul everything at once.

Often, progress begins by asking a few straightforward questions:
 

• Do our managers feel confident having conversations about neurodiversity and workplace support?
• Are our policies and processes being applied consistently across teams?
• Can employees easily access guidance and understand how to request support?
• Is neurodiversity awareness embedded into training, onboarding and leadership development?
• Do we review whether the support we provide is working for the individual?
   

The answers can help identify where existing approaches are effective and where further investment or guidance may be needed.

Most importantly, organisations should recognise that building a neuroinclusive workplace is an ongoing process. It requires listening, learning and adapting as employees' needs and working environments evolve.

Inclusion is a shared responsibility

Our HR Roundtable reinforced the value of bringing HR professionals together to discuss the challenges organisations face and share practical ways to address them.

HR remains central to setting the strategy, establishing policies and providing education. But lasting progress depends on those foundations being understood and put into practice throughout the organisation.

When managers feel confident, processes are clear and employees can have open conversations about the support they need, neurodiversity inclusion becomes part of everyday working life rather than a problem to be escalated.

The question for employers isn't simply whether they have a neurodiversity policy. It's whether their people know how to put it into practice.

At Huntress, we're committed to supporting conversations that help HR professionals and business leaders navigate the changing world of work and build more inclusive organisations.

Join our next HR Roundtable

Our HR Roundtables bring professionals together to explore workplace challenges, exchange ideas and share practical insights.

If you'd like to join our next session, get in touch with the Huntress team to be added to the guest list.

Together, we can turn conversations about inclusion into meaningful action.