Occupational Neurodiversity Screening

We use these skills to do lots of things in our daily lives, like following instructions, solving puzzles, staying calm, and achieving our goals. I wouldn’t want the attendee list to be any longer, as this group was a nice size to still have wider discussions and ask questions freely. Goods and packaging must be in their original condition and returned within business hours, carriage paid with the returns note enclosed. We use evidence, data and qualitative information to lead the way in neurodiversity screening.
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.

As a result, these assessments can be very accommodating, far more than many organisations realise. Traditional face-to-face interviews can be extremely challenging for neurodivergent candidates, particularly those with autism, but also for other neurotypes. Additionally, CV sifting has historically been a major barrier for candidates with dyslexia, as spelling errors often result in candidates being screened out. At the current time, an adult in Australia who suspects they have one or more type of neurodivergence, will have difficulty even getting an appointment to be assessed and diagnosis can take many months or years. The purpose of this pre-employment or fitness for duty assessments, which are usually undertaken by Occupational Physicians, is to ensure the prospective worker is able to perform the essential requirements of the role safely.
So, importantly, it’s not about ‘finding out who is who’, it’s about building a more neuroinclusive landscape that’s ultimately good for everybody, no matter their way of processing information, learning and communicating. HR can also make a significant contribution by both raising awareness about neurodiversity and the importance of having a neuroinclusive organisation, and in upskilling people to enable progress to be made. Also, formal policies and processes should be scrutinised through a neuroinclusive lens. Employers that stick too rigidly to uniform competency-based job descriptions risk excluding neurodivergent applicants who may  excel in certain areas but underperform in others. Avoid the pitfalls of re-using past job descriptions that may include skills requirements that are not necessary for the role in question. It’s become clear that managing in a way that considers neurodiversity is likely to benefit the whole team.

If you're unsure how to approach neurodiversity in the workplace, you're not alone. According to Lyra Health’s 2025 Workforce Mental  Health Trends Forecast, most benefits leaders recognize the importance of supporting neurodiversity at work but don’t know where to start. By making small changes, you can create an environment where everyone is set up for success.
Simple adjustments in lighting, noise levels, or workspace layout can dramatically improve performance and job satisfaction for neurodivergent staff. This assessment examines both the physical environment and digital tools to ensure they accommodate various neurodivergent conditions. This awareness and understanding enables effective team leadership and promotes inclusive practices. A thorough understanding of neurodiversity delivers measurable business benefits. The key to meaningful support lies in understanding that neurodivergent people have diverse needs and preferences. Without a diagnosis it is difficult for employers to know what adjustments workers need to help them perform work safely.
Perhaps this could be in part due to a lack of manager training on neuroinclusion. Therefore, HR upskilling in this area is important to deliver on neuroinclusion and improve outcomes. For some neurodivergent individuals, the practical demands of  conventional management –from unpredictable social interactions to the need to organise not just oneself but others – may not fit with their own skills and strengths.

Employers will use a workplace needs assessment to identify any reasonable adjustments to make for staff with disabilities, neurodiversity, or Specific Learning Differences. And, usually, an independent assessor carries out the assessment in-person or remotely. By adapting communication to fit individual needs, managers not only make tasks clearer but also help neurodiverse employees feel valued and understood.
This research reinforces the article’s practical warning about behavioural issues and interactions. (Mondaq) Many conflicts labelled “behavioural” are often preventable misunderstandings caused by unclear expectations, inconsistent feedback, and environments that overload people. For example, autistic withdrawal, meltdowns, and ADHD over-explaining and oversharing may be self-regulation strategies that aim to make an unsafe environment safer. These behaviors are likely to lessen or disappear in neuroinclusive environments. Autism exists on a spectrum from what is often termed high-functioning autism (previously termed Asperger’s syndrome) to more marked differences in communication, sensory processing, and attention and learning skills (Aherne,  2023).

Professor James Brown, Chair and co-founder of ADHDadultUK, takes part in an IOSH trailblazer podcast. He discusses the adjustments that businesses should consider to include workers who have ADHD. Many of the considerations for business are similar to those outlined in Neurodiversity Assessment IOSH’s collection of material on mental health and wellbeing.
Janette Beetham is a Workplace Dyslexia/Neurodiversity Consultant with over 18 years’ experience. ​Unfortunately, there are countless individuals reluctant to speak out about challenges they face with their day-to-day work tasks and therefore they don’t seek help in a proactive way when they need it – with many only reaching out as ‘last resort’. Actively including neurodivergent employees at work is sometimes called  'neuroinclusion'. As an employer, making your organisation more inclusive for neurodivergent employees can have many benefits. Workplace Needs Assessments are a great way of understanding what support is available for a wide range of neurodivergent challenges such as managing workloads or team work. But they don’t stop there, we also provide advice on task management, Assistive Technology or re-deployment.