When organisations begin their neurodiversity journey, the most common first step is training the HR team. It makes perfect sense. HR sits at the centre of policies, people processes, and employee relations. A short Neurodiversity 101 session for HR feels like a logical way to start.

It’s a strong foundation. But if the aim is to create a workplace where neurodivergent employees can genuinely thrive, HR training on its own won’t get you there.

Neuro-inclusion is not just about policies and procedures, it’s about how people are managed day-to-day, how colleagues collaborate, and how leaders set the tone. That’s why the most successful organisations take a cross-functional approach, embedding knowledge across all levels rather than leaving it with HR alone.

The limits of HR-only training

Training HR has real benefits: it builds awareness of obligations, informs inclusive policies, and ensures processes are compliant. But there are limits when the knowledge stays in one department.

1. Knowledge bottlenecks

If only HR has been trained, every issue whether big or small will end up funnelling back to them. Managers don’t feel equipped to act independently, employees don’t feel confident turning to their teams, and HR becomes over-stretched.

2. Lost in translation

When HR tries to cascade what they’ve learned, nuance is often lost. A 60-minute training session reduced to a slide deck or bullet-point briefing rarely captures the complexity of inclusive management.

3. Inconsistent practice

Managers are the ones making daily decisions about workload, adjustments, and performance. If they haven’t been trained, practices will vary widely. One employee might get excellent support while another receives very little, creating frustration and risk.

4. Missed opportunities

HR led training tends to focus on compliance and risk management. But neuro-inclusion is also about unlocking innovation, improving retention, and building stronger teams. Those opportunities are realised when the whole organisation is engaged.

Why a cross-functional approach matters

The most effective organisations treat neuro-inclusion as a shared responsibility. That means embedding knowledge and capability across HR, managers, colleagues, and leadership.

• HR teams create the frameworks, policies, processes, and compliance.

• Managers translate inclusion into practice through conversations, reasonable adjustments, and team culture.

• Colleagues support each other day-to-day, reducing barriers and fostering collaboration.

• Leaders set the tone showing commitment, allocating resources, and championing inclusion at the top.

When everyone plays their part, inclusion moves from being a policy to becoming part of the lived culture.

Building capability beyond HR

So what does it look like to go further than HR only training? Here are some practical steps organisations take after their HR team has had an introduction:

Manager Training

Managers are the first point of contact for most employees. Training equips them to:

• Hold supportive conversations about reasonable adjustments.

• Recognise and respond to different working styles.

• Balance team needs while supporting individuals.

• Avoid the pitfalls that often lead to grievances or disputes.

Policy Reviews

HR training often highlights where policies need to evolve. A structured review ensures they’re not just compliant, but practical and inclusive.

Audits

Audits identify barriers in recruitment, onboarding, and workplace systems giving you a roadmap for action across the organisation.

Colleague Awareness

Even simple resources for all staff can make a big difference. Guidance on inclusive communication, working styles, or sensory considerations helps colleagues collaborate effectively.

Ongoing Support

Neuro-inclusion is not a “one and done.” Building in refreshers, manager drop-in sessions, or lived-experience insight keeps knowledge up to date and culture evolving.

The risks of stopping at HR

It’s tempting to believe that a short awareness training session for HR is enough. But stopping there carries risks:

• Grievances and litigation – mishandled conversations at line-manager level often escalate unnecessarily.

• Employee disengagement – neurodivergent employees lose trust if they don’t experience inclusion outside HR.

• Reputational damage – inclusion is increasingly visible to candidates, clients, and regulators.

• Wasted investment – awareness without implementation rarely delivers long-term value.

What long-term success looks like

Organisations that embed training across functions tend to see:

• Confident managers who can handle issues early and fairly.

• Consistent experiences for employees, regardless of which team they’re in.

• Reduced risk of grievances and litigation.

• Greater innovation and collaboration from diverse teams.

• Stronger employer brand—valued by both candidates and clients.

Final thought

Training your HR team is a fantastic starting point. It shows commitment and builds the frameworks that inclusion depends on. But to create real change, HR can’t carry the responsibility alone.

The organisations that succeed take a cross-functional approach, building knowledge and confidence in managers, colleagues, and leaders, while keeping HR at the centre of policy and compliance.

Neuro-inclusion is not just an HR responsibility. It’s a whole organisation capability.

And when everyone is equipped to play their part, the result isn’t just compliance, it’s a culture where every employee can thrive.