It is a common belief: once awareness training has been delivered, the job of building a neuro-inclusive workplace is “done.”

If your organisation has already run neurodiversity awareness training, that is a great achievement. It signals to employees that inclusion matters and it marks an important first step on the journey.

But awareness on its own does not create lasting change. In fact, it often raises expectations. Employees, particularly those who are neurodivergent, will begin looking for evidence that the organisation is ready to follow through. When that evidence is not there, awareness risks becoming a tick-box exercise rather than the catalyst for culture change it was meant to be.

So what comes after awareness training? And why is it worth going further?

Why Awareness Is Not Enough

Awareness training is valuable. It introduces concepts, creates shared language, and opens conversations that may not have happened before. But by itself, awareness does not:

• Change systems or policies that may unintentionally exclude neurodivergent people

• Equip managers to confidently support colleagues day to day

• Embed inclusive practices into recruitment, performance management, or team collaboration

• Ensure consistency across departments and levels, so inclusion is lived rather than just understood in theory

In short, awareness is the starting line, not the finish line.

The Risks of Stopping at Awareness

Many organisations stop after awareness training, believing they have “covered” neurodiversity. But this can create new challenges.

1. Raised expectations without follow-through
Employees may feel encouraged to disclose needs but become disillusioned if managers do not know how to respond or if systems do not change. Trust can be lost quickly when promises are not matched with action.

2. Inconsistent management
Some managers may naturally adopt inclusive practices, while others feel unsure. This inconsistency creates inequalities — one team may thrive while another struggles — undermining fairness and culture.

3. Compliance without culture
Policies may technically meet legal obligations, but without implementation, they remain paper-based. Employees feel unsupported, and the risk of grievances or tribunals rises.

Reflection question: If an employee disclosed tomorrow, would their experience be consistent, supportive, and backed up by practice, or dependent on who their manager is?

What the Next Step Looks Like

The real transformation happens when organisations move from knowing about neurodiversity to doing inclusion well. That requires implementation.

At Enna, we help organisations build on their awareness training by focusing on:

1. Audits

A structured review of recruitment, workplace practices and policies to identify barriers. This creates a roadmap for targeted improvement and shows leaders where to prioritise action.

2. Policy reviews

Policies should not only be legally compliant, but actively supportive of neurodivergent employees. Reviews cover recruitment, onboarding, performance management and adjustments processes to ensure clarity and fairness.

3. Manager training

Awareness tells people what neurodiversity is. Manager training shows how to lead inclusively: how to have supportive conversations, agree reasonable adjustments, balance team needs, and create everyday flexibility.

4. Practical guidance and tools

Resources such as reasonable adjustment templates, communication checklists, and working styles guides give managers and employees confidence to act. These tools move inclusion from abstract principles to daily practice.

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What Is at Stake if You Don’t Take the Next Step

If your organisation has already invested in awareness training, you have raised the bar for employee expectations. Stopping there leaves gaps that affect both people and business outcomes.

• Employee trust and engagement: Employees may feel the organisation is “all talk, no action.”

• Retention risks: Neurodivergent employees are more likely to leave if they do not experience meaningful support.

• Legal exposure: With tribunals involving neurodiversity claims rising sharply, organisations that fail to move beyond awareness leave themselves vulnerable.

• Missed potential: Without embedding inclusive practices, organisations miss out on the innovation and productivity that comes from neurodiverse teams.

Reflection question: What is the cost of investing in awareness, only to see employees disengage because there is no follow-through?

Turning Awareness Into Impact

If you have already delivered awareness training, the question now is:

“What are we trying to achieve long term?”

Is it:

• A workplace where managers feel confident leading diverse teams?

• Policies and processes that not only comply with the law, but actively support employees to thrive?

• A culture where neurodiversity is not a one-off training topic, but part of how the organisation operates every day?

That is what moving beyond awareness achieves.

How Enna Can Partner With You

At Enna, we specialise in helping organisations take the next step after awareness. We partner with you to:

• Carry out audits and policy reviews to highlight risks and opportunities

• Deliver manager training that builds confidence and practical capability

• Provide practical resources and tools to embed inclusion day to day

• Offer ongoing consultancy and support so inclusion continues to evolve, not fade away

Our aim is to make progress achievable, practical, and aligned with your existing priorities.

Final thought

Awareness training is a milestone worth celebrating but it’s not the end of the journey. The organisations that create lasting impact are those that use awareness as a springboard for implementation.

If you’ve already invested in awareness training, the next step is clear: embed it. Through audits, policy reviews, manager training, and practical tools, you can turn knowledge into action and action into culture.

Because true inclusion isn’t about what people know, it’s about what they do.