Neurodiversity in the workplace

Kathy Catton, Editor of Human Resources magazine, talks with three organisations recognised for making a difference to the working lives of their neurodivergent employees.

According to Diversity Works NZ’s 2022 New Zealand Workplace Diversity Survey, only 20 per cent of organisations have a formal policy or initiative on neurodiversity. Also, the same survey revealed it’s likely that many people with a neurodiverse condition, such as ADHD, dyslexia or dyspraxia, are masking it in the workplace, with 63 per cent of people who identified as neurodivergent reporting their organisation was unaware of this.

But the signs are encouraging. Organisations are starting to engage with neurodiversity in the workplace. Here we look at three that have been recognised for their excellence in making a difference in this area.

Ara Poutama Aotearoa Department of Corrections

Ara Poutama Aotearoa Department of Corrections, one of New Zealand’s largest government departments with around 10,000 employees, has been fostering an inclusive workplace by embracing neurodiversity. Recognising that a significant portion of both its staff and the offenders they work with are neurodivergent, Corrections has launched a series of initiatives to better support neurodiverse kaimahi (employees) and create a more inclusive environment.

“Our efforts aren’t just about improving staff wellbeing but also about enhancing practice and service delivery for the people they work with,” says Amber Rowe, Senior Advisor for Inclusion and Diversity and founder of the Corrections’ Neurodiversity Network.

“Neurodiversity comes under the Disability umbrella, but the separation of neurodiversity from the broader disability network, in this case, was a tactical decision for us. It aimed at ensuring the focus on each group’s unique needs without overshadowing other aspects of disability.”

To address the needs of neurodivergent staff, Corrections has introduced several initiatives over the past three years, shaped by feedback from its neurodiverse employees. These initiatives include:

• Establishing a neurodiversity network: This network has become a hub for support and advocacy, connecting neurodivergent employees and fostering a culture of inclusion.

• Creating an intranet information hub: This provides resources and information on neurodiversity for all staff.

• Hosting annual neurodiversity conferences: These conferences raise awareness, offer training and create opportunities for dialogue about neurodiversity in the workplace.

• Launching specialised neurodiversity training: A two hour training package, offered both online and face-to-face, equips staff with knowledge and strategies for working effectively with neurodiverse colleagues and people managed by Corrections.

• Making sensory kits available: Sensory kits help staff manage their sensory environments to improve comfort and productivity.

• Offering neuroinclusive recruitment training.

• Introducing a ‘How I Work’ conversation (and framework) between employees and managers: Encourages openended questions about communication preferences and work styles. It promotes early, constructive dialogue between employees and managers to ensure workplace adjustments are made proactively, fostering an inclusive environment for all.

While formal metrics on neurodiversity are currently not collected, qualitative feedback has been overwhelmingly positive.

“Our staff report noticeable improvements in engagement and behaviour. Managers also note fewer interpersonal conflicts and increased comprehension among all employees,” says Amber.

“These initiatives not only benefit neurodiverse staff but also enhance the overall capability of the department, ensuring it remains responsive and adaptive in its work with both staff and people managed by Corrections,” says Amber.

“Through continuous education and a commitment to listening to neurodiverse voices, Corrections is creating a safer, more supportive environment where all kaimahi can thrive.”

AMBER’S ADVICE FOR INITIATING A NEURODIVERSITY INITIATIVE

• Prioritise the creation of a safe and inclusive environment. Begin by listening to neurodivergent employees and identifying their needs.

• Co-design initiatives in collaboration with neurodivergent employees, focusing on strengths rather than deficits, and adopt the social model of disability, which emphasises adapting the workplace to meet employees’ needs rather than expecting them to conform to existing structures.

• Ensure psychological safety, where employees don’t feel ‘counted’ as data but are supported.

• Emphasise the practical benefits of inclusivity, such as improved employee retention and reduced conflict.

• Highlight the importance of making it clear that inclusive practices are not just ‘extra work’ but a smart way to support staff and increase productivity.

• Move at a sustainable pace, because pushing change too quickly can lead to resistance. HR leaders should focus on chipping away at organisational challenges while ensuring that the pace matches the organisation’s readiness for change.

Araraurangi Air New Zealand

Air New Zealand’s Flourish Cafe, established in partnership with Project Employ, offers more than just coffee to the airline’s Auckland employees; it serves as a vital training ground for young adults with intellectual disabilities. Opened in 2023 at Air New Zealand’s Fanshawe Street office, which accommodates around 1,600 employees, the cafe supports young people as they transition into the workforce, aligning with the airline’s diversity, equity and inclusion goals.

“Pre-COVID, we had a cafe in our building’s foyer, which shut down during the pandemic,” says Robynne Sam, Senior People Specialist at Air New Zealand. “Employees missed that connection over coffee, creating a desire to bring it back in a way that fosters community and engagement.”

The initiative had a dual purpose: fostering an environment free from discrimination and ensuring equitable experiences for all employees. With only 0.2 per cent of Air New Zealand’s workforce identifying as having a disability – far lower than the 24 per cent prevalence in the general New Zealand population – Robynne emphasises that regular interactions with individuals with learning differences can help dismantle barriers and create a culture of trust and openness.

The Flourish Cafe provides trainees with hands-on experience in a supportive, authentic work setting, serving as a crucial stepping stone toward greater independence and employment opportunities. Success hinges on collaboration across various teams within Air New Zealand, including leadership, property management and people safety, all contributing to a robust framework that supports trainees while fostering an inclusive workplace culture.

“We saw Flourish Cafe as an excellent opportunity to connect our team with individuals they might not typically interact with. Initially, it was just going to be a coffee cart, but it evolved into a purpose-built facility. My role is focused on storytelling and encouraging our employees to engage with Flourish – promoting its offerings and fostering connections,” says Robynne.

The HR perspective has been about advocating for inclusivity, ensuring the environment feels welcoming for neurodiverse individuals and those with disabilities. This initiative ties into Air New Zealand’s broader diversity strategy, emphasising the importance of building empathy through everyday interactions.

As the programme continues to grow, the team is also looking to better understand its neurodiverse population through anonymous surveys.

“This will guide our efforts in manager education and support, ultimately fostering a culture where diverse talent feels valued and integrated.”

ROBYNNE’S ADVICE FOR INITIATING A NEURODIVERSITY INITIATIVE

• Seize any opportunities to help your teams think differently about neurodivergent individuals.

• See all of the skills and strengths of neurodiverse individuals and make it easy for people to connect over this.

• Make any connection opportunities genuine and safe for all.

WHAT’S IT LIKE AS AN EMPLOYEE?

“I was diagnosed with ADHD when I was 12, but I kept my diagnosis private for the first third of my career. I didn’t want to give people a reason to question my capability to lead teams.” Aron Mercer talks about navigating his neurodivergence in his workplace and offers advice for HR to design more inclusive work experiences. Read his article from the Australian HR Institute here.

Watercare

Watercare, New Zealand’s largest company in the water and wastewater industry, supplies over 400 million litres of water to Auckland daily while managing a comparable volume of wastewater. The company’s journey towards better neurodiversity inclusion began when employees highlighted the need for greater understanding and support for neurodivergent staff.

In response, Watercare took action to create an open forum for discussion. The People and Capability team partnered with industry specialists from Xabilities to gain deeper insights into neurodivergent perspectives. This workshop provided a foundation for Watercare to explore how different thinking styles could benefit the organisation, while also identifying the workplace challenges faced by neurodivergent employees.

To bring employees on board with the initiative, Watercare hosted a lunchtime session on raising awareness about neurodiversity, where employees could share their lived experiences.

Kirsty Cels, Head of People Partnering, explains that these discussions helped pave the way for a communication line to an informal neurodivergent employee network. This group was provided with valuable insights, including strategies for improving communication between neurodivergent employees and their leaders.

“A key focus of Watercare’s efforts was to make learning and development more inclusive,” says Kirsty. “We reviewed our learning courses – both faceto-face and online – with the goal of making them more accessible. Course materials were updated to be more inclusive, and sensory resource kits were introduced at faceto-face training sessions to cater to neurodivergent sensory needs. Also, eLearning modules were updated to provide audio alongside onscreen text, catering to different learning preferences.”

To further equip the organisation, the learning and organisational development team created a reference document on neurodiversity. This resource includes information on various neurodivergent conditions, such as autism, ADHD, dyslexia and dyspraxia, and offers strategies for both people leaders and neurodivergent employees.

“The goal is to foster a more supportive work environment by providing practical tools for managers and staff,” says Kirsty. “This has helped normalise neurodiversity, making it easier for employees to engage comfortably and authentically.”

“The next stage for us at Watercare is to consider how support for neurodiversity links with our performance frameworks and goal-setting,” says Kirsty. “It’s something we’re keen to progress.”

KIRSTY’S ADVICE FOR ADVICE FOR INITIATING A NEURODIVERSITY INITIATIVE

• Don’t be afraid to keep it simple. Often, simple approaches can still yield significant results.

• Make sure you have the backing of your senior executives to ensure initiatives are clearly communicated and well-supported across all levels of the organisation.

• Focus on normalising diverse ways of learning and contributing.

• Consult external specialists to bring valuable expertise and show what is possible.