When you hear the phrase “inclusion in the workplace“, what comes to mind? For many, it’s policies, training sessions, and those occasional mandatory workshops. And while these efforts look good on paper, they often miss the mark. Why? Because they’re too focused on compliance – ticking boxes , without truly transforming the way workplaces function.

If you’ve ever worked somewhere that prided itself on being “inclusive”, only to find its practices fell flat, you’re not alone. This is especially true for neurodivergent employees, whose needs are often misunderstood or overlooked entirely. The good news? It doesn’t have to stay that way.

The problem with policies

Let’s get one thing straight: policies are important. Without them, workplaces wouldn’t even begin to address diversity or inclusion. But here’s the catch – they’re not enough on their own.

Take sensitivity training, for instance. These sessions often focus on surface-level understanding, sometimes leaving participants more defensive than enlightened. Or consider adjustments: many companies only offer them after an employee discloses their neurodivergence, which can be intimidating. Even then, the adjustments may feel generic or disconnected from what that individual actually needs.

This compliance-first mindset reminds me of the mistake Cambridge University made when it rescinded a fellowship offer to Canadian psychologist Jordan Peterson. Regardless of where you stand on Peterson’s views, the decision was emblematic of a larger problem: avoiding discomfort instead of engaging in meaningful dialogue. Similarly, workplaces often sidestep the deeper, sometimes messy work of inclusion by sticking to policies that signal intent but lack true impact.

A 2020 Deloitte study backs this up, showing that while workplaces emphasising inclusion see a 56% increase in performance, this only happens when inclusivity is ingrained in the company’s culture – not just its rulebook.

What psychological safety looks like

Now, let’s talk about psychological safety. It’s a term you’ve probably heard thrown around, but what does it actually mean? In a nutshell, it’s the confidence that you can speak up, make mistakes, or ask for help without fear of judgement or repercussions.

For neurodivergent employees, psychological safety can make or break their experience at work. Imagine you’re navigating a maze designed for someone else. That’s what it can feel like to be in a workplace that doesn’t understand neurodiversity. Microaggressions, unrealistic expectations, and a lack of flexibility can leave neurodivergent employees feeling unsupported and undervalued.

Amy Edmondson, a Harvard professor who pioneered research on psychological safety, found that teams with high levels of it are more innovative, collaborative, and resilient. For neurodivergent employees, this kind of environment is a game-changer. It empowers them to share their unique perspectives, request adjustments without hesitation, and contribute their best work.

How can workplaces create this kind of safety? It starts with leadership. When leaders model vulnerability – like admitting mistakes or talking about their own mental health struggles—they send a powerful message: it’s okay to be human.

Inclusion starts with listening

If you take away one thing from this article, let it be this: inclusion begins with listening. Sounds simple, right? But how often do workplaces truly listen to their neurodivergent employees?

A lot of companies say they value feedback, but few create spaces where employees feel comfortable giving it. Regular one-to-one check-ins, anonymous surveys, and employee resource groups (ERGs) can change that. These spaces allow neurodivergent individuals to voice their experiences, suggest improvements, and help shape policies that actually work.

Storytelling is another powerful tool. Sharing real stories – like how an autistic employee found success through flexible hours or how an ADHD-friendly task management app transformed someone’s productivity – makes neurodivergent experiences relatable. It’s one thing to read about adjustments in a handbook; it’s another to hear how they’ve changed a colleague’s life.

Going beyond compliance

So, what does it look like to go beyond compliance? It means shifting from a “managing difference” mindset to one that embraces difference as a strength. This requires a holistic approach that touches every part of the organisation.

• Leadership. Leaders set the tone. When they’re open about their own challenges—be it mental health struggles or working differently – they normalise these conversations.
• Technology. Tools like noise-cancelling headphones, digital note-taking apps, or customised communication software can help neurodivergent employees thrive. But these tools should complement, not replace, a culture of inclusion.
• Peer support. ERGs for neurodivergent employees and their allies can foster community and advocacy. These groups often serve as think tanks for innovative solutions to workplace challenges.

One example comes from SAP, a tech company that actively recruits and supports neurodivergent talent through its Autism at Work programme. By providing individualised onboarding, job coaching, and sensory-friendly workspaces, SAP has not only improved the well-being of its neurodivergent employees but also driven innovation within its teams.

Why it’s worth it

When companies genuinely embrace inclusion, everyone benefits—not just neurodivergent employees. Diverse teams bring fresh perspectives and creative problem-solving skills, driving innovation in ways homogeneous teams can’t.

But the impact goes beyond productivity. Inclusion fosters a sense of belonging, which leads to higher engagement, better retention, and stronger team morale. A study by McKinsey found that companies with diverse leadership teams were 33% more likely to outperform their peers.

Creating inclusive workplaces isn’t easy – it takes time, effort, and a willingness to learn from mistakes. But the rewards are undeniable. When employees feel valued for who they are, not just what they produce, they bring their whole selves to work. And that’s where the magic happens.

So, let’s move beyond compliance and build workplaces that don’t just accommodate neurodivergent employees but celebrate them. The journey might be challenging, but the results? They’re life-changing – not just for individuals but for entire organisations.

Bridget Killoury is trying to build her portfolio to be able to have more of an impact in improving awareness of neurodivergent conditions.