A recent thought-provoking ‘Business Series' event held by the University of Edinburgh Business School (UEBS) in collaboration with the Chartered Institute of Personnel and Development (CIPD) tackled this complex issue. Five panellists shared their experience and thoughts on how organisations can understand and promote neuro-inclusion with an audience of professionals and students alike.
Here, three of our master’s students, Moe (MSc HRM), Sharmishtha (MSc HRM), and Jimena (MSc International HRM), share their reflections.
Dr Lila Skountridaki, Senior Lecturer in Organisation Studies whose research focuses on flexible work arrangements, opened the event with an interactive demonstration of what neuro-inclusion may involve and went on to adjust the venue lighting based on audience feedback on their lighting comfort levels. Lila also took the opportunity to ask attendees, “How neuro-inclusive is this event?” with answers from the audience helping showcase what sensory-related adjustments promoting neuro-inclusion may involve.
The first presenter was Alan Thornburrow from Mindroom. Alan has spent over 20 years promoting best practices for neurodiversity across public, private, and non-profit sectors. Through Alan’s talk, we learned the importance of HR professionals recognising that neurodivergent individuals often engage in masking, which can be mentally and physically exhausting. Adopting flexible working hours and other supportive measures can enable them to leverage their strengths, which could also enhance overall effectiveness in the workplace.
Following on from this, Dr Debora Gottardello, Lecturer in Human Resource Management and Employment Relations at the UEBS, shared some of her recent research focusing on diversity and inclusion. Her discussion tackled the current trends and challenges in corporate approaches to neurodiversity and inclusion. This discussion offered valuable insight into the ongoing shift in thinking in organisations and highlighted the need to consider intersectionality when moving towards inclusive workspaces. This helped us re-evaluate our current approach to inclusion: ‘Identities do not exist in isolation,’ and ‘We need workplaces where people do not need to ask for adjustments.’
Dr Thomas Calvard, Senior Lecturer in Human Resource Management and Organisation Studies, and the current Co-Chair of the Business School Equality and Diversity Committee, spoke about how neurodiversity intersects with ethnic and cultural stereotypes. Tom’s discussion made us realise how cultural stereotypes can obscure the unique challenges neurodivergent individuals face. The assumption that certain ethnic groups naturally excel in specific areas can prevent an accurate understanding of their needs, leading to misjudgements in the workplace. His emphasis on continuous support, from recruitment to promotion, highlighted the importance of building inclusive structures rather than relying on reactive accommodations. This reinforced our understanding that HR professionals must proactively challenge biases and implement fair, supportive processes. Creating truly inclusive workplaces means recognising the complexity of each individual beyond both neurodivergence and cultural background.
Finally, Beth Tappenden, Inclusion & Wellbeing Advisor at Burness Paull LLP (and University of Edinburgh Business School alumna), shared her experience in developing training on inclusion and wellbeing, as well as reviewing policies to foster a neuro-inclusive workplace. During the event, she offered practical steps for improving neuro-inclusion in the workplace and emphasised the importance of focusing on barriers rather than labels, which we found crucial for recognising individual experiences in the workplace. The concept of reasonable adjustments was particularly striking. It highlighted that there are many ways to adapt environments at little or no cost, which companies can implement immediately.
This event reinforced that neurodiversity is gaining recognition in workplaces, but meaningful action is still needed. Recognising and encouraging different ways of thinking fosters creativity, innovation, and collaboration. However, a one-size-fits-all approach does not exist. Organisations must adopt systemic support structures in order to make workplaces accessible from the outset rather than relying on individual accommodations.
Neurodiversity isn’t just about inclusion; it’s about unlocking potential. Imagine a workplace where everyone, regardless of how their brain functions, feels valued, understood, and empowered to succeed. The conversation around neurodiversity is growing, but awareness must translate into action. Let’s commit to creating workplaces where neurodivergent individuals don’t just survive, they thrive. As we step into a future of greater inclusivity, one question remains: What can you do today to build a workplace where every mind matters?