Evaluating and supporting Neurodifferences Occupational Medicine

Creating mentorship opportunities and support networks helps maintain momentum whilst fostering a culture of understanding and acceptance. This comprehensive measurement approach enables businesses to validate their investment while identifying opportunities for ongoing improvement and development. Our subject matter experts regularly review and update content to reflect current best practices, enabling companies to build genuinely inclusive cultures that promote high performance. This evaluation examines how current hiring processes may impact neurodivergent candidates. This inclusive approach promotes innovation through diverse problem-solving methods, enhanced pattern recognition capabilities, and unique analytical skills.
People managers need to consider neurodiversity in the way they manage their team on a daily basis. People should feel included, that they’re treated with dignity and respect, and that their contribution is valued. Consult with an employee resource group, if your organisation has one on this topic. For example, invite their feedback and input on the planned approach to making the organisation neuroinclusive and related communications, including the language and terminology you plan to use.

We deliver the key findings and recommendations in various formats (written report, presentation, videos, screen recordings). Reporting will identify areas of good practice, areas for development, and key strategic priorities. It will provide recommendations and approaches to enhance current policy and practice.
It’s about thinking about and valuing the skills and strengths of the team as a whole rather than requiring each individual to be a ‘generalist’. When people do move roles, providing a workplace needs assessment for the new job can enable coping strategies and adjustments to be deployed, as well as the person being able to discuss how they can best use their strengths in the new role. Once again, this practice has the potential to benefit everyone, enabling all employees to perform at their best. The problems of overlooking neurodiversity are now becoming clear - for example, overlooked talent pools, not enabling people to be their most productive at work, and detrimental impacts on employee wellbeing.

There is a growing expectation for employers to be flexible and supportive and to have a culture where people are able to be themselves and do their best work. Our survey data shows the benefits for employees and for organisations of action. This post serves as a guide for HR professionals and neurodivergent individuals alike, breaking down essential concepts around neurodiversity and providing practical strategies for creating a supportive, inclusive workplace. In practice, successful inclusive tech workplaces embrace a strength-based mindset that celebrates diversity of thought.
As a result, individuals may mask their true selves to help navigate overstimulating, stress-inducing environments that prevent them from reaching their full potential. To mark Neurodiversity Celebration Week (17th – 23rd March 2025), a global initiative that challenges misconceptions about neurological differences, this HR guide examines key considerations for driving neuroinclusion in the workplace. We at Test Partnership have extensive experience, knowledge, and technical expertise regarding neurodivergence and psychometric testing in the workplace. We ensure that our clients' neurodiversity goals are made a top priority, and share any and all information available to us with our clients. Moreover, as a matter of principle, we strive to remove unnecessary barriers to success for all people, giving everyone a fair chance to thrive.
Many organisations may already be employing neurodivergent staff, yet employees are often hesitant to disclose their neurodivergence. Fears about career implications, unconscious bias, or unnecessary bureaucracy can keep people silent. APS data shows neurodivergent employees report lower respect and inclusion, and higher perceived discrimination and bullying than their peers, which are rational reasons to stay quiet. As an organisation, it is important that you empower your employees to feel psychologically safe so that they feel comfortable asking for support.

This runs contrary to what many corporate cultures think make a good employee—having good communication skills, emotional intelligence and relationship building capacity. Neurodiversity in the workplace has become a much bigger part of the wider discussion about diversity, equity and inclusion (DE&I) at work over the last decade. While the neurodistinct community still experiences prejudice and misperceptions, the cultural wave of “neuroinclusion” and advocacy is driving a number of companies to change their hiring practices in order to attract cognitively diverse talent.
When personality tests are thoughtfully constructed and their results interpreted with an understanding of neurodiversity, they can effectively highlight unique strengths and talents that might otherwise remain unnoticed. Adopting this inclusive approach not only enhances fairness but also significantly enriches organisational diversity by recognising the valuable contributions of neurodivergent individuals. The Neurodiversity Index is a huge opportunity for an Australian lead to create more inclusive work environments. In this respect, businesses can participate in the Index and understand their current practices, benchmark progress against others, and feed into a global dataset that will help shape the future of neurodiverse workplace inclusion. The Neurodiverse Safe Work Initiative comes with a variety of programs and resources that will help employers take the next step on their journey toward inclusivity.

Our evidence based approach and consistent results have made us leaders in our industry. Whether you are an individual, or organisation of any size, we can provide specialist Neurodiversity Assessment support. If a disabled employee is put at a substantial disadvantage by a physical feature, lack of auxiliary aid, or a provision, criterion or practice of the employer there is also a positive duty on the employer to make reasonable adjustments. This includes neurodivergent workers if their condition meets the definition of a disability under the Equality Act 2010. This option suits people who want or need formal confirmation of a diagnosis, but don’t require the depth of a comprehensive report.
At OH One, we recognise that neurodiversity is not a challenge to be fixed — it’s a strength to be understood and supported. In the workplace, Dr Moeller encouraged neurotypical peers to adopt an empathetic approach when engaging and working with their neurodivergent colleagues. Neurodivergent employees should be offered development and training opportunities in multiple formats to suit a range of learning styles and preferences. “Some individuals may read job descriptions very literally and, in turn, avoid applying for a role if they don’t meet all the listed criteria,” Dr Moeller said. Dr Moeller noted companies like EY have successfully appointed neurodiversity champions and executive sponsors to increase awareness and motivate broader change throughout the organisation.