1) Governance and HR Practices<\/h2>\n
\u2610 Neuroinclusion is written into HR and people policies<\/strong> \u2610 A responsible person for neuroinclusion is named<\/strong> \u2610 The workplace adjustment process is clear and easy to access<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n \u2610 Plain language and clear structure are used in communication<\/strong> \u2610 Important messages are shared in more than one way<\/strong> \u2610 Meeting practices are predictable<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n \u2610 Job advertisements mention equality and neuroinclusion<\/strong> \u2610 Job advertisements explain how the recruitment process can be adjusted<\/strong> \u2610 The recruitment process is not too long or stressful<\/strong> \u2610 Unnecessary forms are removed<\/strong> \u2610 The recruitment process is predictable<\/strong> \u2610 Different ways to show skills are possible<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n \u2610 Onboarding is step-by-step and written down<\/strong> \u2610 Ways of working are agreed during onboarding<\/strong> \u2610 Time for breaks and reflection is included<\/strong> \u2610 A buddy or mentor is assigned<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n \u2610 Work is clearly divided and prioritised<\/strong> \u2610 Flexibility is available when possible<\/strong> \u2610 Work is based on results rather than time<\/strong> \u2610 Support is available for demanding or detail-heavy tasks<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n \u2610 Managers have clear guidance and training<\/strong> \u2610 Managers know how to talk about challenges<\/strong> \u2610 Feedback is clear and supportive<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n \u2610 A quiet or low-stimulation workspace is available<\/strong> \u2610 A fragrance-free policy is in place<\/strong> \u2610 Spaces or tools for recovery are available<\/strong> \u2610 Support tools are allowed and available<\/strong> \u2610 Recovery during the workday is supported<\/strong> \u2610 Sensory factors are considered<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n \u2610 Social participation is not part of performance evaluation<\/strong> \u2610 Teams agree on shared rules for working together<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n The organisation clearly states that there are different ways to work successfully and shows this in everyday practices.<\/p>\n \u2610 Masking is reduced through real actions<\/strong> \u2610 Support and discussion options are easy to find<\/strong> \u2610 Making mistakes is allowed in daily work<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n \u2610 A neuroinclusive way of working with occupational health is agreed<\/strong> \u2610 A clear three-way model is defined<\/strong> Evidence \/ notes:<\/strong><\/p>\n <\/p>\n Neuroinclusion is usually part of diversity, equality, wellbeing, and accessibility reporting. Good ESG reporting connects policies, actions, and measurement.<\/p>\n Governance reporting explains who is responsible for neuroinclusion, how it is managed, and how invisible disabilities such as neurodivergence are included.<\/p>\n Social reporting describes practical actions such as neuroinclusive recruitment, onboarding, skills development, and access to reasonable work adjustments.<\/p>\n 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.<\/p>\n 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.<\/p>\n Use terms carefully. Organisations promote neurodiversity and neuroinclusion. Employees are usually described as neurodivergent or as employees across the neurodiversity spectrum.<\/p>\n
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.<\/p>\n
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.<\/p>\n
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.<\/p>\n
\n
\n<\/h2>\n
2) Communication<\/h2>\n
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.<\/p>\n
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.<\/p>\n
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.<\/p>\n
\n
\n<\/h2>\n
3) Neuroinclusive Recruitment<\/h2>\n
Job ads clearly state that the organisation values equality and neuroinclusion.<\/p>\n
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.<\/p>\n
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.<\/p>\n
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.<\/p>\n
Candidates know in advance what the interview will be about and how it will be structured.<\/p>\n
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.<\/p>\n
\n
\n<\/h2>\n
4) Onboarding (The First 90 Days)<\/h2>\n
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.<\/p>\n
It is clearly explained who provides onboarding, what topics are covered, how onboarding is done, and what is expected from the new employee.<\/p>\n
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.<\/p>\n
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.<\/p>\n
\n
\n<\/h2>\n
5) Job Design and Support for Self-Management<\/h2>\n
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.<\/p>\n
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.<\/p>\n
When tasks are completed and goals are met, work does not need to continue just to fill time.<\/p>\n
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.<\/p>\n
\n
\n<\/h2>\n
6) Line Management<\/h2>\n
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.<\/p>\n
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.<\/p>\n
Feedback is direct and respectful. Managers explain what is working well, what needs to change, and what good performance looks like.<\/p>\n
\n
\n<\/h2>\n
7) Workspaces and Sensory Load<\/h2>\n
Employees can use a quiet space when needed, without having to explain or justify their need.<\/p>\n
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.<\/p>\n
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.<\/p>\n
Tools such as noise-cancelling headphones or stress-relief tools are available. Using these tools is allowed and encouraged.<\/p>\n
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.<\/p>\n
Lighting, noise, and smells are managed as well as possible. Employees may have options to adjust lighting or change workstations.<\/p>\n
\n
\n<\/h2>\n
8) Social Load<\/h2>\n
Taking part in after-work events, social activities, or small talk does not affect how work performance is assessed.<\/p>\n
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.<\/p>\n
\n
\n<\/h2>\n
9) Emotional Load<\/h2>\n
Employees are not expected to behave in one \u201ccorrect\u201d 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.<\/p>\n
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.<\/p>\n
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.<\/p>\n
\n
\n<\/h2>\n
10) Occupational Health Collaboration<\/h2>\n
Occupational health supports both the employee and the way work is organised. This includes workload, sensory strain, recovery, and work arrangements.<\/p>\n
It is clear what is agreed between the employee and manager, what occupational health recommends, and how follow-up is done together with HR.<\/p>\n
\n
\n<\/h2>\n
11) ESG Reporting \u2013 Neuroinclusion in Practice<\/h2>\n
How to Talk About Neurodiversity in Company Communication<\/h2>\n