This checklist has been created to help organisations assess their own level of neuroinclusion. It is based on research and lived experience. The checklist supports organisations in improving neuroinclusive ways of working. It can be used to review current practices and to start discussion within the organisation.
1) Governance and HR Practices
☐ Neuroinclusion is written into HR and people policies
Information about neuroinclusion is easy to find, for example in the HR handbook or equivalent. The text explains in simple terms what neurodiversity means, what kind of support or work adjustments employees can ask for, who to contact, what happens after a request is made, and how long the process usually takes.
☐ A responsible person for neuroinclusion is named
One or two people are clearly named as responsible for neuroinclusion. Employees know who to contact if they have questions or need support. These people take care of training, workplace practices, and feedback related to neuroinclusion. The responsibility does not remain unclear or shared by everyone.
☐ The workplace adjustment process is clear and easy to access
Employees can ask for changes to their work arrangements without having to share a diagnosis. The process explains what information is needed, who makes the decision, and how the decision is recorded. This process is described clearly, for example in the HR handbook.
Evidence / notes:
2) Communication
☐ Plain language and clear structure are used in communication
Communication uses simple and clear language. Sentences are short and focus on one topic at a time. Headings are used to make the message easier to understand. Messages end with a clear explanation of what the employee needs to do next.
☐ Important messages are shared in more than one way
It is not assumed that everyone understands information the first time or from only one channel. Important messages are written down and also explained verbally, for example in team meetings. Time is taken to make sure the message has been understood.
☐ Meeting practices are predictable
Meetings are planned well in advance (whenever possible). Agendas are shared before the meeting. Decisions and next steps are repeated clearly at the end. Expectations, such as whether cameras should be on or whether people are expected to speak, are explained beforehand.
Evidence / notes:
3) Neuroinclusive Recruitment
☐ Job advertisements mention equality and neuroinclusion
Job ads clearly state that the organisation values equality and neuroinclusion.
☐ Job advertisements explain how the recruitment process can be adjusted
Candidates are told that they can ask for changes in the recruitment process. This can include getting interview questions in advance, having a quiet interview space, getting more time, removing time limits from tests, or showing their skills in a different way. If tests are used, it is explained what they measure and why.
☐ The recruitment process is not too long or stressful
The steps and timeline of the recruitment process are described in the job advertisement. Candidates are informed when they move from one step to the next. The number of steps is limited and kept as small as possible.
☐ Unnecessary forms are removed
Candidates are not asked to fill in the same information multiple times. A LinkedIn profile can be used instead of a CV. Application questions are few and focus on real work situations and practical problem-solving.
☐ The recruitment process is predictable
Candidates know in advance what the interview will be about and how it will be structured.
☐ Different ways to show skills are possible
Candidates may be offered options such as work samples, work trials, written answers, or structured interviews instead of long interviews that rely heavily on small talk.
Evidence / notes:
4) Onboarding (The First 90 Days)
☐ Onboarding is step-by-step and written down
New employees have a clear onboarding plan that includes written checklists. Goals during onboarding are realistic and achievable. The onboarding process follows a clear structure, such as day one, week one, and milestones at 30, 60, and 90 days.
☐ Ways of working are agreed during onboarding
It is clearly explained who provides onboarding, what topics are covered, how onboarding is done, and what is expected from the new employee.
☐ Time for breaks and reflection is included
Onboarding days are not filled from start to finish. Time is set aside for learning, reflection, and independent familiarisation. New employees may be encouraged to keep a learning diary during work time.
☐ A buddy or mentor is assigned
A named buddy or mentor is assigned to the new employee. The employee knows this person in advance and does not need to guess who to ask for help.
Evidence / notes:
5) Job Design and Support for Self-Management
☐ Work is clearly divided and prioritised
Tasks are clearly visible, for example in a task list or task board. Weekly priorities are clear, and everyone understands what it means when a task is finished. Employees are encouraged to ask what is most important at any given time.
☐ Flexibility is available when possible
Depending on the role, flexible working hours, remote or hybrid work, and flexible scheduling are available. Employees are trusted to focus on results rather than physical presence. If flexibility is not possible, the reason is explained clearly.
☐ Work is based on results rather than time
When tasks are completed and goals are met, work does not need to continue just to fill time.
☐ Support is available for demanding or detail-heavy tasks
Employees can get support for tasks that feel difficult or overwhelming, such as reporting hours, filling in forms, or repetitive routines. Support may include working together with another person, using checking steps, or using helpful tools.
Evidence / notes:
6) Line Management
☐ Managers have clear guidance and training
Managers have access to guidance and training about neurodiversity. They know how to ask what helps an employee do their work well. Managers agree with employees on a few practical ways of working and have regular, predictable check-ins, not only yearly reviews.
☐ Managers know how to talk about challenges
Managers understand how to raise concerns in a respectful and supportive way when they notice challenges such as overload, attention difficulties, memory issues, emotional strain, or delays in work.
☐ Feedback is clear and supportive
Feedback is direct and respectful. Managers explain what is working well, what needs to change, and what good performance looks like.
Evidence / notes:
7) Workspaces and Sensory Load
☐ A quiet or low-stimulation workspace is available
Employees can use a quiet space when needed, without having to explain or justify their need.
☐ A fragrance-free policy is in place
Employees are informed about a fragrance-free policy. Reminders are visible in shared spaces. If possible, a fragrance-free or allergy-friendly space is available.
☐ Spaces or tools for recovery are available
There is a space where employees can recover from sensory overload during the workday. This may be a quiet room, rest area, movement space, or similar environment.
☐ Support tools are allowed and available
Tools such as noise-cancelling headphones or stress-relief tools are available. Using these tools is allowed and encouraged.
☐ Recovery during the workday is supported
Employees are encouraged to take breaks, move, stretch, and go outside when possible. Break rooms may include simple guidance for breathing or short movement breaks.
☐ Sensory factors are considered
Lighting, noise, and smells are managed as well as possible. Employees may have options to adjust lighting or change workstations.
Evidence / notes:
8) Social Load
☐ Social participation is not part of performance evaluation
Taking part in after-work events, social activities, or small talk does not affect how work performance is assessed.
☐ Teams agree on shared rules for working together
Teams agree on how and when to communicate, how interruptions are handled, what response times are expected, how meetings are run, and when focused work time is protected.
Evidence / notes:
9) Emotional Load
The organisation clearly states that there are different ways to work successfully and shows this in everyday practices.
☐ Masking is reduced through real actions
Employees are not expected to behave in one “correct” way. They can ask for written instructions, take breaks when needed, use support tools, take part in writing instead of speaking, and communicate directly without being judged for their style, as long as shared rules are respected.
☐ Support and discussion options are easy to find
Information about support is clearly visible. This includes contact details for occupational health, how to book appointments, what to do in crisis situations, and who to contact in HR, occupational safety, or equality matters. Peer support or mentoring options are also explained if available.
☐ Making mistakes is allowed in daily work
Mistakes are not automatically punished unless they are intentional, reckless, or illegal. The focus is on learning what can be improved next time. Clear ways to correct mistakes are in place, and people are not labelled or blamed.
Evidence / notes:
10) Occupational Health Collaboration
☐ A neuroinclusive way of working with occupational health is agreed
Occupational health supports both the employee and the way work is organised. This includes workload, sensory strain, recovery, and work arrangements.
☐ A clear three-way model is defined
It is clear what is agreed between the employee and manager, what occupational health recommends, and how follow-up is done together with HR.
Evidence / notes:
11) ESG Reporting – Neuroinclusion in Practice
Neuroinclusion is usually part of diversity, equality, wellbeing, and accessibility reporting. Good ESG reporting connects policies, actions, and measurement.
Governance reporting explains who is responsible for neuroinclusion, how it is managed, and how invisible disabilities such as neurodivergence are included.
Social reporting describes practical actions such as neuroinclusive recruitment, onboarding, skills development, and access to reasonable work adjustments.
Measurement may include training coverage, handling time for adjustment requests, wellbeing and psychological safety trends, and overall retention or absence data. Reporting can include both numbers and descriptive examples.
How to Talk About Neurodiversity in Company Communication
Use language that focuses on ability and the work environment. For example, the organisation can say that work and environments are designed so that people with different ways of thinking and working can succeed. It should be clear that employees can ask for support without sharing a diagnosis. The goal is to reduce barriers and unnecessary strain, not to change people.
Use terms carefully. Organisations promote neurodiversity and neuroinclusion. Employees are usually described as neurodivergent or as employees across the neurodiversity spectrum.
Read more about neuroinclusive workplaces.