There’s been a real shift in how organisations talk about neurodiversity over the past few years.

Awareness has increased, conversations have opened up, and many employers have taken steps to build more inclusive workplaces. On paper, that looks like strong progress.

But when you speak to managers, a different picture often emerges. They understand the concept of neurodiversity, but they’re not always confident applying it in practice. Conversations around performance can feel more complex, and decisions around adjustments are sometimes inconsistent or delayed.

A recent research paper published in the International Journal of Selection and Assessment explores this gap in more detail. You can read the full paper here:
https://onlinelibrary.wiley.com/doi/full/10.1111/ijsa.70059

What the research makes clear is that neuroinclusion doesn’t tend to fall short because organisations lack awareness. More often, the challenge sits in how work is structured, communicated and managed on a daily basis.

Awareness is only the starting point

Awareness plays an important role. It reduces stigma, builds understanding and makes it easier for employees to talk about their experiences.

However, awareness on its own rarely changes outcomes.

An organisation may understand what ADHD or autism is, but if expectations remain unclear, communication is inconsistent or workloads are structured in a way that creates constant pressure, employees may still struggle.

This is where many organisations reach a plateau. They have the knowledge, but it hasn’t yet translated into how work actually happens.

The next step is not more awareness. It’s applying that understanding in practical, everyday ways.

The workplace itself can create barriers

One of the most useful insights from the research is the shift in focus from the individual to the environment.

Instead of asking what support a person needs, employers are encouraged to consider how the workplace might be contributing to the challenge.

This includes factors such as how tasks are assigned, how priorities are communicated and how success is measured. These elements are often treated as neutral, but they can significantly affect how accessible a role feels.

For example, an employee may struggle in an environment where priorities change frequently and expectations are communicated informally. Another may find it difficult to keep up when most communication happens verbally and at pace, without time to process or reflect.

In both situations, the issue is not necessarily capability. It is the interaction between the individual and the way work is structured.

When employers introduce more clarity and consistency, performance often improves without the need for complex interventions.

Strengths depend on the conditions around them

There is a growing focus on the strengths associated with neurodivergence, which is a positive shift. However, it can sometimes create the impression that these strengths will naturally appear in any environment.

In reality, strengths depend heavily on context.

Someone with strong attention to detail may perform well in a role where tasks are clearly defined, but struggle when priorities shift constantly. A highly creative employee may generate strong ideas, but find it difficult to contribute in fast-paced meetings that allow little thinking time.

For employers, this is an important consideration. Rather than focusing only on identifying strengths, it is more useful to ask whether the environment allows those strengths to be used effectively.

Often, relatively small adjustments to structure or communication can make a noticeable difference.

Recruitment processes often set the tone

The research also highlights recruitment as an area where organisations can unintentionally create barriers.

Traditional interviews often favour quick thinking, verbal confidence and the ability to respond under pressure. While these skills are relevant in some roles, they do not always reflect how someone will perform in the job itself.

This can lead to capable candidates being overlooked.

Employers do not need to redesign their entire recruitment process, but small changes can improve fairness. Sharing interview questions in advance, including practical tasks or allowing candidates time to think before responding can all help create a more accurate assessment of ability.

These reasonable adjustments do not lower standards. They simply allow candidates to demonstrate their strengths more clearly.

Taking a more considered approach to performance

Performance management is often where these challenges become most visible.

When an employee is not meeting expectations, there is a natural need to address this. However, the research suggests that it is worth taking a step back before moving straight into formal processes.

Employers should consider whether expectations have been clearly communicated, whether the workload is manageable and whether there are any barriers affecting performance. In some cases, relatively simple adjustments can lead to significant improvements.

This approach does not remove accountability. Instead, it ensures that performance is being assessed fairly and with a full understanding of the situation.

In practice, many organisations find that early, structured conversations prevent issues from escalating further.

Managers play a critical role

Policies and strategies provide a framework, but managers shape how inclusion is experienced day to day.

Managers who feel confident setting expectations, having open conversations and responding to different working styles are far more likely to create inclusive environments.

When managers feel unsure, they may delay conversations or avoid them altogether. Over time, this can allow small issues to become more complex.

For many organisations, building manager confidence is one of the most effective steps they can take. This does not require managers to become experts, but it does require practical guidance that they can apply in real situations.

What employers should take from this research

This research reinforces that neuroinclusion is not driven by one-off initiatives or awareness sessions alone. It is shaped by how work is designed, communicated and managed every day.

For employers, this means focusing on clarity, consistency and structure, while also supporting managers to feel confident in their role.

These changes are often straightforward, but they can have a significant impact.

Importantly, they do not only benefit neurodivergent employees. When expectations are clear and communication is consistent, teams tend to perform more effectively overall.

How Enna supports organisations

At Enna, we support organisations that want to move beyond awareness and take a more practical approach to neuroinclusion.

This often involves helping managers feel more confident in conversations around neurodiversity, advising on reasonable adjustments and reviewing how workplace processes operate in practice.

In many cases, the goal is not to introduce entirely new systems, but to make existing ones clearer, more consistent and easier for people to navigate.

You can explore our neurodiversity training for teams and managers here, or get in touch at hello@enna.org.