For employers that do get this right, the payoff can be significant. Amaze CEO David Tonge says many organisations have started to recognise neurodiversity “in name”, but very few can see how neurodivergent staff are actually faring.
“Neurodiversity is increasingly recognised in workplaces, but it is rarely visible in workforce data,” Tonge said. “Without that visibility, organisations cannot see where barriers sit or whether their inclusion efforts are improving outcomes. Establishing safe, voluntary ways to understand workforce neurodiversity is a critical step toward designing workplaces where neurodivergent people can participate and progress.”
That visibility, Laffernis argued, should be tied directly to action. She encourages HR leaders to start with some basic questions: How many employees identify as neurodivergent or as having cognitive differences, including those who self‑identify without a formal diagnosis? Are neurodivergent staff more likely to report exclusion, harassment or stalled career progression? Are there points in the employee lifecycle, such as recruitment, probation or performance review, where they are disproportionately likely to struggle or leave?
“What gets counted gets done,” she said. “You ask your diversity questions, you do your surveys, and that gives you the information to create the case for change. But you also need to understand what the barriers are for different groups of people, what those look like and how you can make changes that address those on a systemic level.”
Beyond data and system redesign, Laffernis said the day‑to‑day work of neuroinclusion often comes down to how leaders behave. Training managers to understand workforce diversity, have strengths‑based conversations about working styles, and respond constructively to requests for adjustments can make the difference between a culture of fear and one of psychological safety.
