HR leaders across Australia and New Zealand are being asked to solve some difficult challenges
How do you improve productivity while keeping people engaged? How do you retain talent when expectations around work keep shifting?
There is one factor that is often overlooked.
Most workplaces are not designed for different ways of thinking.
The hidden barrier to performance
Neurodiversity exists in every organisation. It includes people with ADHD, dyslexia, autism, and other cognitive differences.
Yet many workplace systems still assume there is one way to work. One way to process information. One way to communicate.
When people cannot work in a way that suits them, performance is affected. Not because they lack ability, but because the system creates unnecessary friction.
This often shows up in ways HR leaders already recognise. Lower engagement. Higher turnover. People not reaching their full potential.
From accommodation to strategy
Traditionally, neurodiversity has been approached through individual adjustments.
Support is provided when someone discloses a need. In reality, many people choose not to disclose. And even when they do, reactive support is difficult to scale.
Some organisations are starting to take a different approach.
They are building neuroinclusion into how work is designed from the start. That means clearer communication, more flexible ways of working, and fewer barriers for everyone.
For HR leaders, this is where the shift happens. It moves from a compliance task to something that supports performance across the organisation.
Where results come in
HR leaders need to see impact.
There is growing evidence that neuroinclusive practices, including the use of assistive technology, improve how people work.
Research published in the Journal of Vocational Rehabilitation found that 92% of employees who use assistive technology say it helps them work faster or better. Data from the Job Accommodation Network also shows that 74% of employers report increased productivity and 85% say it has helped them retain valued employees.
The reason is straightforward.
When people can work in a way that suits how they think, they are more likely to contribute fully. They can focus better, communicate more clearly, and stay engaged.
We see similar patterns in organisations that take a more inclusive approach to how work is designed and supported.
This is not just about inclusion. It is about enabling people to do their best work.
What HR can do now
This does not require a full transformation. Small changes can have a meaningful impact.
Start with communication. Use clear language and structure information so it is easy to follow.
Build flexibility into how work gets done. Give people options in how they approach tasks and share ideas.
Look at the tools people use every day. Technology that supports reading, writing, and communication can remove barriers quickly.
Support managers. They shape day to day experience, and giving them the confidence to support different working styles matters.
These steps improve the experience for everyone, not just neurodivergent employees.
The strategic advantage
Organisations that take this approach see broader benefits.
People stay longer because they can do their best work. Teams collaborate more effectively because communication is clearer. Different perspectives lead to better ideas and stronger problem solving.
For HR leaders, this is not just about inclusion. It is about building a workplace that performs.
The way we work is changing, but many systems have not kept up.
Designing for different ways of thinking is one way to close that gap.
Because when people are supported to work in the way that suits them, the whole organisation benefits.
Brian Walsh is head of APAC at Everway
