Organisations today face growing pressure to create environments that embrace all forms of human diversity – including the need to accommodate diverse ways of thinking. In a recent LinkedIn Live webinar, Dr Emily Cook, Senior Researcher and Paola Bottaro, People Director, both from Top Employers Institute, explored the insights behind our new paper, Neuroinclusive by Design: Creating a Thriving Team Environment for All.
The session offered a compelling blueprint for HR leaders seeking to embed neuroinclusion into the way work gets done – not just as a reactive set of accommodations, but as a proactive principle of workplace design.
Drawing on in-depth interviews with neurodivergent professionals and the experiences of certified Top Employers such as Tata Consultancy Services and Bentley, the research identifies three essential traits of high-performing neurodiverse teams: harnessing individual talents, co-creating clarity, and embracing empathy.
From accommodation to intentional inclusion
The concept of intentional neuroinclusion is gaining traction, shifting focus from making adjustments for individuals to proactively structuring work environments to both expect and support a wide range of cognitive and behavioural styles. This not only benefits neurodivergent employees, but also enhances the working experience for all.
Rather than responding to challenges as they arise, this proactive approach integrates flexibility, clarity and empathy from the outset. This in turn enables a more inclusive and productive culture that supports differing ways of thinking, communicating and working.
Unlock collective success by harnessing individual talents
Many neurodivergent employees bring distinctive strengths, such as pattern recognition, that employers are in danger of overlooking when using traditional role definitions and job descriptions.
Our research encourages HR teams to look out for new skills. Techniques like skills profiling, using internal marketplaces for talent and more intentional performance conversations can help uncover and leverage these often-hidden strengths.
Neurodivergent professionals also frequently contribute beyond their formal roles, engaging in innovation projects and employee resource groups (ERGs). Supporting and celebrating this kind of engagement is one way that organisations can help fully unlock individual potential and elevate team performance.
Define and commit to consistent ways of working
The research found that inconsistent or mismatched expectations around how work gets done – whether in meetings, communication styles or collaborative processes – can become significant barriers for neurodivergent individuals.
Flexible and inclusive ways of working can be achieved by co-creating team norms, rather than imposing top-down rules. For example, teams might need to agree on meeting cadences, notification boundaries, or which tasks are best tackled together versus independently.
This shared clarity creates an environment where all team members, regardless of their cognitive profile, understand what’s expected and feel able to contribute effectively.
Embrace empathy to build trust
Our research showed that trust and psychological safety emerged as foundational to neuroinclusive teams. Neurodivergent employees often feel pressure to conform to behavioural expectations, such as direct eye contact or small talk, that may not align with how they naturally interact. This “masking” can take a toll on mental health over time.
Empathy, in this context, involves understanding and accepting diverse forms of communication and engagement. Employers can reinforce this through formal systems like manager training and inclusive policies, and through everyday signals – such as how to deliver feedback or how to understand alternative working styles.
Regular check-ins that focus on employee experience, not just outputs, can play a vital role in normalising support-seeking and creating space for authenticity.
Adapt neuroinclusion for differing cultures and contexts
In response to a question from the webinar audience, it was acknowledged that while in this instance our research interviews did not cover all geographic regions, the broader research we do at Top Employers Institute draws on data and insights from organisations across multiple continents. The principles highlighted in the paper – flexibility, clarity, and empathy – are designed to be adaptable to local context and nuance.
Neuroinclusion strategies should never follow a “one-size-fits-all” model. Different regions, industries, and cultures bring varying approaches, vocabularies and challenges to the topic. The key lies in building environments that are fundamentally inclusive by design, yet flexible enough to reflect local norms and realities.
A strategic blueprint for a better world of work
The overarching takeaway from our webinar was that neuroinclusion should not be seen as an adjustment to existing systems, but rather as a framework for the design of modern work. Through intentional design, organisations can build environments that both expect and celebrate diversity.
Along with this research paper, we’ve introduced a new platform, HREdge | NeuroInclusion, as a practical support tool for organisations at any stage of their neuroinclusion journey, providing access to tailored insights, expert guidance and a global network of HR leaders. And as the research makes clear, organisations that commit to neuroinclusion are not just improving workplace culture – they are positioning themselves for greater adaptability, innovation and long-term success.
Download the full research paper to explore the detailed findings.