Getting Neuroinclusion in the Workplace Right from the Start

As awareness of neurodiversity increases in the workplace, employers can either see it as a challenge to manage, or an opportunity. The organisations which will succeed will be the ones that build neuroinclusive practices into the lifecycle of recruitment and retention – not because they’re forced to, but because they recognise it makes their businesses better. When done right, this approach strengthens recruitment, improves retention, reduces risk, and unlocks better performance across teams.

That was the central message of Loch’s webinar, Getting Neuroinclusion in the Workplace Right from the Start, featuring three perspectives: Pam Loch, Solicitor and CEO of Loch; Kate Rigby, HR Director with Loch People; and Susie Phillips-Baker, Chief Psychologist from Lexxic, a neurodiversity consultancy.

What made the discussion particularly practical was the three-lens approach – HR, legal and psychology – all in the conversation. This combination helps move beyond abstract principles and towards commercially realistic, human-centred action: understanding what the law expects, what good people practice looks like, and what genuinely helps individuals thrive at work.

Why neuroinclusion needs to start earlier than most employers think

Neuroinclusion is the practice of designing environments, systems and cultures that welcome, support and leverage diverse cognitive processing styles – including neurodivergent individuals.

A repeated theme in the webinar was that many organisations only find out someone is neurodivergent when something has already gone wrong – a performance concern, a conduct issue, or a breakdown in trust. Susie noted that by the time challenges “build up” enough to come to attention, the situation is often harder to resolve than it needed to be. The aim, she said, is to “get things in place quite early on rather than waiting until things build up”, so people are set up for success from the start.

Kate connected this to the whole employee lifecycle: recruitment, onboarding, induction, performance management and day-to-day management practices. Neuroinclusive design isn’t about creating special treatment; it’s about making sure your processes bring out the best in people – particularly where traditional approaches can unintentionally disadvantage neurodivergent candidates and employees.

Pam agreed, adding an important reality-check: employees should not assume neurodivergence automatically equals a disability under the Equality Act. Some individuals will meet the legal definition; some won’t. But waiting for the legal threshold to be ‘proven’ misses the point. If an adjustment enables someone to do great work, that’s a win for the employer and employee – regardless of whether the law compels it.

The employer opportunity: recruitment, retention, performance

Neuroinclusion is a commercial opportunity as much as a cultural one: an adaptive, considerate way of working can strengthen recruitment, and retention. When people can work in ways that work best for them, employers get better output, better client experience (where relevant), and reduced churn – which in turn reduces recruitment costs.

That’s the strategic upside many employers miss when they treat neuroinclusion as a reactive HR issue. The webinar panel repeatedly came back to the same principle: design your workplace so people can do their best work, and you don’t just avoid problems – you unlock potential.

Susie described neurodiversity as a potential “competitive edge”. She pointed to examples of employers proactively recruiting for neurodivergent strengths, noting that some organisations have sought dyslexic talent for roles where pattern-recognition or problem-solving can shine.

“Disclosure” isn’t the goal — psychological safety is

One of the most insightful parts of the discussion was the shift away from putting the burden on individuals to “disclose”. Susie was clear: it’s always the individual’s choice if and when they share a diagnosis – and language matters. Some prefer “share” rather than “disclose”, because neurodiversity isn’t something to confess.

But employers can reduce the stakes by creating psychological safety and making support the default. Kate described the importance of an environment where people can speak up without fear of judgement, supported by trained line managers and visible leadership behaviours that normalise difference.

If your recruitment process includes, for example, offering interview questions in advance where appropriate, or inviting candidates to share what helps them perform well, you widen access without requiring a label. Susie also noted that if employers only mention “reasonable adjustments for disability”, many neurodivergent people who don’t identify as disabled may assume support doesn’t apply to them – even if an adjustment would help.

From recruitment to retention: make it measurable and manager-friendly

The panel gave concrete examples of “getting it right from the start” in recruitment. Kate described a data analyst role where a candidate disclosed a neurodivergent diagnosis early. Rather than relying on a traditional interview-heavy assessment that rewarded interpersonal polish, the organisation reviewed the process to better test the technical skills that mattered most — resulting in the strongest candidate being hired.

From there, the conversation moved into performance management. Clarity matters: transparent expectations, clear KPIs, and no surprises during induction and probation. But the panel also acknowledged the human complexity: feedback can land differently for neurodivergent employees, and two people with the same diagnosis may need completely different supports depending on the role and context.

They also didn’t shy away from the reality that managers need support too. Susie explained that line managers can end up caught between confidentiality, perceptions of “favouritism” from the wider team, and the day-to-day pressure of doing the right thing. Coaching for managers, she said, can help them navigate both the practical and emotional demands of inclusive management.

Pam added a vital risk perspective: education and training aren’t optional extras. Poorly handled situations can expose the business – and even individuals – to discrimination risk. At the same time, employers also owe a duty of care to managers, especially where conflicts escalate or communication becomes aggressive and stressful.

The bottom line: treat neuroinclusion as a growth strategy

Neuroinclusion isn’t a policy you publish and forget. It’s a way of working that must show up in hiring, onboarding, management capability, team norms, and leadership behaviours. It also aligns with Loch’s wider ethos: connecting the dots between compliance, people strategy and sustainable growth – taking a 360° view so leaders can protect, grow and future-proof their organisations.

Employers can either see neurodiversity as a problem to manage, or an opportunity. The organisations that succeed will be the ones that build neuroinclusive practices into the lifecycle of recruitment and retention, because they can see the value it brings to their business and the wellbeing of their teams.

Neurodiversity is nuanced and sensitive, and that’s exactly why employers benefit from a steady framework. Loch supports organisations to put that framework in place, creating practical, people-centred and robust processes. Please get in touch with us via hello@weareloch.com or call 0203 667 5400 for more information.