2025新加坡職場神經(jīng)多樣性的潛能釋放白皮書Neurodiversity+and+the+Workplace+in+Singapore：+Unlocking+Potential

Neurodiversityandthe

WorkplaceinSingapore:

UnlockingPotential

March2025

BySunilChandrasekhar,ShobhitShubhankar,LeeJiaLin,BenjaminLee

BostonConsultingGrouppartnerswithleaders

inbusinessandsocietytotackletheirmost

importantchallengesandcapturetheirgreatestopportunities.BCGwasthepioneerinbusinessstrategywhenitwasfoundedin1963.Today,

weworkcloselywithclientstoembrace

atransformationalapproachaimedatbenefitingallstakeholders—empoweringorganizationstogrow,buildsustainablecompetitiveadvantage,anddrivepositivesocietalimpact.

Ourdiverse,globalteamsbringdeepindustry

andfunctionalexpertiseandarangeof

perspectivesthatquestionthestatusquo

andsparkchange.BCGdeliverssolutions

throughleading-edgemanagementconsulting,technologyanddesign,andcorporateanddigitalventures.Weworkinauniquelycollaborative

modelacrossthefirmandthroughoutalllevelsoftheclientorganization,fueledbythegoalofhelpingourclientsthriveandenablingthemtomaketheworldabetterplace.

Supportedby:

SGEnable,thefocalagencyfordisabilityand

inclusioninSingapore,enablespersonswith

disabilitiestolive,learn,workandplayin

aninclusivesociety.Theagencycreatesequitableopportunitiesforpersonswithdisabilitiesthroughthoughtleadership,sustainablesocialinnovationandimpactfulpartnership.Guidedbyitscore

valuesofprofessionalism,innovationand

empathy,SGEnableenvisionsamoreinclusiveSingaporeandenabledlives.SetupbytheMinistryofSocialandFamilyDevelopmentin2013,itisaregisteredcharityandanInstitutionofaPublicCharacter.

SGEnablerecognisesthebroaderscopeof

neurodiversityinthisreport.Wehavecontributedourknowledgeandexpertiseinemploymentforpersonswithautism,inlinewithourmission

toenablepersonswithdisabilitiesassetoutinSingapore’sEnablingMasterplan2030.

FormoreinformationonSGEnableandits

supportfordisability-inclusiveemployment,visit

www.sgenable.sg/employment.

Executivesummary

Neurodivergence—encompassingconditionslikeattentiondeficithyperactivitydisorder(ADHD),dyslexia,andothers—ismorecommonthanmanywouldexpect,withanestimatedoneinfiveindividualsgloballyidentifyingasneurodivergent.1Embracingworkplaceneurodiversityisnotonlyanopportunitytounlockuniquestrengthslikeanalyticalprecision,deeperfocus,andheightenedempathy,butalsoapathwaytofosteringaninclusiveandcollaborativeculturethatbenefitsallemployees.

WhilesignificantprogresshasbeenmadeinSingapore,surveyedneurodivergentindividualshaveindicatedthereisopportunityforSingaporeanworkplacestoprovideadditionalsupport2.Bystrengtheningsupportmeasurestowardsmoreinclusiveworkplaces,Singaporeanemployerswillbeabletoleveragethecreativity,resilience,anduniqueproblem-solvingabilitiesofindividualswithneurodiverseconditions.

Additionally,only49%ofneurodivergentemployeesdisclosetheirconditionstoemployers3,oftenduetofearofsocialstigmaorcareerrepercussions.Thislackofdisclosurefurtherperpetuatesaviciouscyclewhereemployersremainunaware,andsupportmeasuresunimplemented.

Addressingthesegapsstartswithleadershipcommitment,whichisvitalforspreadingawareness,strengtheningaffiliation,establishingsystematicchangesand,subsequently,embeddingneurodiversityaspartofanorganization’sDNA.Notably,Singaporeanemployersareuniquelypositionedtoleadthistransformation,givenincreasinggovernmentsupportandpartnershipopportunitieswithinstitutions.Byembracingneurodiversity,businessescancreateinclusiveenvironmentsthatdriveinnovationsandunlockthefullpotentialoftheworkforce.

1Doyle,N.(2020).Neurodiversityatwork:Abiopsychosocialmodelandtheimpactonworkingadults.BritishMedicalBulletin,135(1),108–125.

/10.1093/

bmb/ldaa021

2BCGSurveyonemployeeswithneurodiverseconditions(2024)–basedonquestion“Whichofthesewouldbemosthelpfultoyouasaneurodivergentemployeeatwork?;Whichofthefollowingactivities/policiesdoesyourworkplacehave?”;n=75

3BCGSurveyonemployeeswithneurodiverseconditions(2024)–basedonquestion“Who,ifanyone,haveyoutoldatworkaboutyourhealthcondition?”;n=75

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Understandingneurodiversity

Neurodiversityhasbeengainingrecognitioninthegrowingdrivetounderstandthenaturaldifferencesinhowpeoplethink,learn,andprocessinformation.Coinedinthelate1990s,thetermencompassesconditionssuchasautism,attentiondeficithyperactivitydisorder(ADHD),anddyslexia.

Asthetermneurotypicaldescribesindividualswhosecognitivefunctionfallswithintheprevalentsocietalnorm,neurodivergentdescribesthosewhosecognitivefunctiondivergesfromthesenorms.Thespecificexperiencesofneurodivergentindividualsareuniquelypersonal,andthereisnorequirementforanofficialmedicaldiagnosistobeconsideredneurodivergent.

Anestimatedoneinfive4oftheglobalpopulationcouldbecategorizedasneurodivergent

Thisremarkablestatistichighlightsjusthowcommonneurodivergenceisglobally.Infact,itismorecommonthanotherwidelyrecognizeddiagnosessuchasdiabetesorasthma.[Exhibit1.]

Exhibit1:Estimatedprevalenceofneurodivergenceconditions–ascomparedtoothercommondiagnoses

Thewidespreadprevalenceofneurodivergenceispartlyattributedtoaculturalshifttowardrecognizingandembracingneurodiversityinrecentyears.Searchresultsfor‘neurodiversity’increasedtenfoldoverthepastfiveyears,whilesearchtrendsrelatedtoself-identificationas‘neurodivergent’havetripledinthesametimeframe—bothservingasindicatorsofgrowingacceptance,awareness,andexplorationofdiversecognitiveexperiences.5

Atthesametime,high-profileglobalchampionssuchasMicrosoftfounderBillGatesacknowledginghisowndyslexiahavehelpeddestigmatizeandnormalizeneurodivergence.Thecollectiveshiftgraduallyopenedthedoortoabroaderawarenessofneurodiverseconditions.Thishasbeenfurthersupportedbyabroadeningdiagnosticcategoryofconditions,withgreaterunderstandingandmoreinclusivecategoriesofassessment,leadingtoincreasingdiagnosisofADHD,autism,andsimilarconditions.

4Doyle,N.(2020).Neurodiversityatwork:Abiopsychosocialmodelandtheimpactonworkingadults.BritishMedicalBulletin,135(1),108–125.

https://doi

.org/10.1093/bmb/ldaa021

5GoogleTrends,GoogleBookNgram.(n.d.).RetrievedfromGoogleTrends,GoogleBookNgram:

/ngrams/

WeseeasimilarevolutionofunderstandingandengagementwithneurodivergenceinSingapore.Therewasa60xincreaseinsearchinterestinSingaporeonthetopicofneurodiversityfrom2019to2024.Additionally,weseethatSingapore’sengagementwiththetopicofneurodiversitypositionsitattheprogressiveforefrontofSoutheastAsia,

withanalysisofa20-yearperiodrankingSingaporeeighth

globallyinusageofthesearchterm‘neurodiversity,1seventhfor‘DoIhaveADHD’,andseventhfor‘DoIhaveautism’—themostprominentinSoutheastAsia,andaclearreflectionofinterestinthetopic6.

Whyshouldemployerscareaboutworkplace

neurodiversity?

Despitethegrowingincidenceofneurodiversity,employersoftenunderestimatetheprevalenceofneurodivergenceintheworkplacebyhalf–sinceonly~50%ofemployeesdisclosetomanagersthattheyareneurodivergent.7Thepoorvisibilitymeansbusinessesloseoutonasubstantial

opportunitytosupportandupliftaportionoftheirworkforcetoreachtheirfullpotential,missingoutonthearrayofuniquecapabilitiesandstrengthsthatneurodivergentworkersbringtotheworkplace.

Thevalueofneurodiversityintheworkplace

EmbracingneurodiversitycanprovidesignificantvaluetobusinessesinSingapore,unlockingnewstrengths,freshtalentpools,andenhancingoverallculture.

Unlockuniqueneurodivergentstrengths.Neurodivergentindividualsbringuniquestrengthsthatcantransform

workplacesinthewaytheyaddressproblemsordeliversolutions.[Exhibit2.]Byrecognizingtheseabilities,companiescanunlockinnovation,improveperformance,andgainacompetitiveedge.

Exhibit2:Examplesofhoweachneurodiverseconditioncanbringaboutuniquestrengthsandattributestotheworkplace

Eachneurodiverseconditionbringsuniquestrengthsandcapabilitiesthatneurotypicalindividualsdonotexhibit;examplesofcapabilitiesthataneurodivergentindividualhas…

6GoogleTrends.RetrievedfromGoogleTrends:

.my/trends/

7BCGSurveyonemployeeswithneurodiverseconditions(2024)–basedonquestion“Haveyoudisclosedyourneurodiverseconditiontoyouremployer?”;n=75

3NEURODIVERSITYANDTHEWORKPLACEINSINGAPORE:UNLOCKINGPOTENTIAL

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Neurodiverseemployeeswithautismmayexcelinpatternrecognition,detailorientation,anddeepfocus,enhancingproblem-solvingandinnovation.ThosewithADHDmayleveragehyper-focusforhigh-speed,precisework,adaptquickly,andembraceriskindynamicenvironments.Dyslexicemployeesmaydemonstratestrongemotionalintelligence,strategicthinking,andmechanicalaptitude.Theseuniquestrengthshighlightthebenefitsofneurodiversityintheworkplace.

Accesstoanuntappedtalentpool.Around42%ofemployersgloballyexpecttalentavailabilityduringrecruitmenttodeclinebetween2025to2030.8Especiallyin

Singapore,83%ofemployersreporteddifficultyfindingtheskilledtalenttheyneededin2023and42%startedlookingatalternativetalentpools.9Toaddressthis,employerscanconsidertappingintotheneurodivergentindividuals(orPWDsmorebroadly)asasourceofpotentialtalent–iftheyhavetherightsupportsystemsavailable.

Buildaninclusivecultureforsustainedsuccess.Thejourneyofembracingneurodivergencepromotesacultureofinclusiveunderstandingandcollaborationwhichtranslatestolowerattrition,enhancedproductivity,andstrongercollaboration

Challengesfacedbyneurodivergentemployeesintraditionalworkspaces

Shouldcompaniespersistindesigningworkspacesaroundneurotypicality,neurodivergentindividualsmightfacecertainchallengesthatinhibittheireffectivenessandwellbeingatwork.[Exhibit3.]

Exhibit3:Fourcategoriesofchallengesthatneurodivergentemployeesmightfaceatwork

Withoutsupport,neurodivergentemployeesfacechallengesthatimpacttheirworkingexperienceacrossfourbroadcategories

SuchchallengesarerealandprevalentamongexistingSingaporeanworkplacesAlmosttwothirds(62%)ofrespondentshighlightedbeingmisunderstoodashaving

apoorattitudebecauseofneurodivergence,andmorethanhalfcitedlackofaccommodativepoliciesandasenseoffearorisolationatwork.[Exhibit4.]

8WorldEconomicForum.(2025).TheFutureofJobsreport2025.9ManpowerGroup.(2023).SingaporeTalentShortageReport2023

5NEURODIVERSITYANDTHEWORKPLACEINSINGAPORE:UNLOCKINGPOTENTIAL

Exhibit4:PercentageofneurodivergentemployeesinSingaporewhorecognizecertainchallengesintheirworkplace

Percentageofrespondentsthateitheragree/stronglyagreethatthesearekeychallengesfacedintheworkplaceasaneurodivergentemployeeinSingapore

OpportunitiestoProvideAdditionalEmployer

SupportforNeurodiversityinSingapore

Despitethegrowingprevalenceofneurodivergenceandimmensepotentialbenefittoorganizations,thereremainsanopportunityforemployerstofurtherenhanceworkplaceaccessibilityforneurodivergentemployees.Ourfindingsindicatethatgreatereffortscanbemadetoalignworkplacesupportmeasuresmorecloselywiththecriticalneedsidentifiedbyneurodivergentemployees.[Exhibit5.]

Exhibit5:PercentageofneurodivergentemployeesinSingaporewhoperceivegapsinavailabilityofsupportmeasuresinSingaporeanworkplaces

Greatereffortsarerequiredtoalignwhatneurodivergentemployeesneedtosucceedwithemployers’existinginitiativesandcommunicationofsupportmeasures

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Atleast64%ofneurodivergentemployeessurveyed

donothaveorareunawareofcertainsupportmeasuresavailableintheirworkplace,risingto90%andmoreformeasuresliketailoredcareerpathwaysoraffiliationgroups

Forinstance,neurodivergentemployeeshighlightreasonableaccommodationsasthemostessentialsupportmeasure,butwhile99%believethesemeasureswouldbehelpful,just33%saytheyareavailableand24%availabletoanacceptablestandard.Channelstodisclose(79%)isanotherkeymeasure,butonly35%ofemployeesindicatedtheyhadaccess.ThesefindingsindicatethatwhilecertainsupportmeasureslikedisclosurechannelsmayormaynothavebeenimplementedbySingaporeanworkplaces,thereisagenerallackofawarenessoftheirexistence,henceemphasizingtheneedforgreatercommunicationsoninclusivesupportmeasures.

Disclosureratesasareflectionofworkplacesupport

Disclosureisapersonalchoice—andshouldbekeptso.75%ofemployeespreferavoluntarydisclosurepolicyoveramandatoryoneasitprotectstheirrightstosharewhentheyarereadyto.[Exhibit6].

Theonusisonemployerstocreateaninclusiveenvironmentwiththeappropriatesupportforneurodiversitythroughtangible,structuredsupportsystems.Thissupportmeansneurodivergentemployeeswillfeelsafesharingtheirconditionsoraskingforhelpatwork.Ifneurodivergentemployeesdon’tfeelcomfortablesharingthisinformation,thenemployerslacktheoversighttorecognizetheimportanceofimplementingthesemeasures—creatingaviciouscy-cleofchallengesforbothemployerandemployee.

Exhibit6:PercentageofneurodivergentemployeesinSingaporewhohavedisclosedtotheirmanagers

Lessthanhalfofneurodivergentemployees

surveyedhaddisclosedtheircondition–primarilytotheirdirectmanagers

Disclosureratesdovarybyemployeecondition—employeeswithrelatively‘hidden’conditionslikeADHD(i.e.,moreinternalsymptomsthatcanalsobemaskedbymedication)arelesslikelytodisclosethanthosewithcomparativelymore‘observable’traits,suchasdyslexiaandautism.Themostcommonreasonfornon-disclosureisfearofrepercussionsandstrainedrelationships.Morethanhalfofneurodivergentemployeessurveyedcitedconcernsabouthowdisclosuremightimpacttheircareerpathsorrelationshipswithcolleaguesasatopchallenge.[Exhibit7.]Thisislikelywhy75%ofneurodivergentemployeespreferasystemofvoluntarydisclosure.Thisunderscoresthecriticalimportanceoffosteringaninclusiveandsupportiveworkplacewhereemployeesfeelsafetosharetheirneedswithoutfearofjudgmentordisadvantage.

Exhibit7:PercentageofneurodivergentemployeesinSingaporewhoagreewithselectedreasonsexplainingthelackofdisclosureofneurodiverseconditionstoSingaporeanemployers

Fearofinfluenceoncareerandinterpersonalrelationshipsarekeyreasonsfornon-disclosure,highlightingthecriticalneedforinclusiveandsupportiveworkplaces

7NEURODIVERSITYANDTHEWORKPLACEINSINGAPORE:UNLOCKINGPOTENTIAL

Howareglobalfirmsimplementingneurodiversity

supporttoday?

Majorcompaniesareincreasinglyfocusingonworkplaceinclusivity,reflectinggrowingrecognitionoftheimportanceofinclusivespaces.In2013,SAPlauncheditsAutismatWorkprogram—oneoftheworld’sfoundationalprogramsforneurodiverseemployment—andtodayhasover100talentswithneurodiverseconditions,anda90%retentionrate.FinancialgiantJ.P.MorganChaselauncheditsprogram

in2015,andhasgrowntoover150employeesineightcountrieswitha99%retentionrate.

Buildingthislevelofsupportisnotanovernightfeat.Weseefourdistinctmaturitystagesalongtheevolutionofsupportforneurodiversitythatindicatewhereacompanyis.[Exhibit8.]

Exhibit8:Evolutioncurveofemployersembracingneurodiversitysupportmeasures

Fourcoreelementsforaneurodiversitystrategy

Ascompaniesmatureintheirworkplacesupportmeasuresforneurodiversity,thisevolutionisoftenguidedbychangestofourcoreelements:LeadershipChampions,Community&Affiliation,StructuralOfferings&Policies,andCareerPathways.[Exhibit9.]

Exhibit9:Listofcoreelementsneededtomoveorganizationsupthematuritycurveinitsneurodiversitysupport

Fourcoreelementsguidingemployers’neurodiversitystrategy

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Thesefourelementsprovideaframeworkthatwill

empowerindividualswithneurodiverseconditionsandbuildafoundationofmutualunderstandingandsupportacrossabusiness.Differentindustriesandorganisationalsizesmayrequiretailoredapproachesforeachcoreelement.Thecasestudiesthatfollowhighlightmeasuresimplemented

bylocalandglobalfirmsthatfollowthesecoreelements;furtherdetailscanbefoundintheappendix.

Ultimately,thestageofacompany’smaturityinsupportingneurodivergenttalentisdefinedbyhowembeddedthesefourcoreelementsarewithintheorganization.[Exhibit10.]

Exhibit10:Stagesalongtheevolutioncurvemappedtodegreeofcoreelementembedment

Mappingstagesalongtheevolutioncurvetohowembeddedeachcoreelementis

Inanidealworld,thisishowprogressiontowardsbest-in-classneurodiversityinclusionhappens;inpractice,companiesmightchoosedifferentelementsbasedontheirfocusareasorresourcelimitationsatthetime

ProgressingfromaChangeCatalysttoInclusionChampionreflectsdeepeningengagementandgrowingadoptionofthefourcoreelementswithinanorganization.Leadershipsponsorshipiskeyandrunsasabackboneacrossalllevelsofmaturity.CreatingCommunityandAffiliationisthenextstep,andengendersamorewelcomingatmosphereforneurodivergentemployees,whileDevelopingStructuralOfferingsandPoliciessuchasdisclosurechannelsreflectan

evolutiontobecomeaTrustedAlly.Lastly,asafirmbecomesmoremature,itisreadytoestablishmoresystemicchangeslikementorshipprogramsorneurodiversity-specificworkplacementprograms.AtrueInclusionChampionhasembeddedallfourelementsaspartoftheircompany’sDNA,deliveringcomprehensivesupportaspartofagenuinelyinclusiveorganization.

9NEURODIVERSITYANDTHEWORKPLACEINSINGAPORE:UNLOCKINGPOTENTIAL

Casestudy1:DeutscheBank

DeutscheBankhasbeenapioneerinrecognizingandsupportingneurodiversityasacornerstoneofworkplaceinclusion,withitsintroductionofworkplacementprogramsforPersonswithDisabilities(PWDs)10yearsago.Sincethen,ithaslaunchedvariousinitiativestofurtheraccelerateinclusivity.

dbEnableisDeutscheBank’sflagshipemployeeresourcegroupthatfocusesonpromotingdisabilityinclusion–includinghiring,developingtalent,andcreatingamoreinclusiveandaccessibleworkplace.ThebankalsolaunchedtheNeurodiversity@Workprogram,aninternshipprograminpartnershipwithAutismResourceCentretogiveaheadstarttoneurodiversetalent.AnothernotablecollaborationiswithSGEnable,aimedatprovidingatalentpipelinethroughaninternshipprogramspecificallycateredforpersonswithdisabilities.DeutscheBankisalsoafoundingmemberoftheSingaporeBusinessNetworkonDisAbility,whichpromotesadvocacyandbestpracticesforworkplaceinclusivity.

SpotlightProgram:CollaborationwithAutismResourceCentre

OneofDeutscheBank’smostimpactfulinitiativeswastolaunchatailoredworkplacementprogramforindividualswithautismtoprovidebothemploymentandon-the-joblearningopportunities.Itsobjectivewastounlockpotentialinawidelyuntappedtalentpoolandreinforceamoreempatheticandkindercompanyculture.DeutscheBankhasbeendeeplyengagedinensuringaseamlessjourney,withkeyprogramhighlightssuchas:

?Thoughtfuljobdesign:WorkingcloselywiththeAutismResourceCentre(ARC)tocarveoutjobtasksandresponsibilitiesthatamplifythestrengthsofeachneurodivergentindividual.

?Managementtraining:Ensuringmiddlemanagementwithskillstosupportneurodivergentemployeeseffectivelyintheirday-to-day.

?Tailoredonboardingprocess:Uniqueonboardingprocess,internsgettofamiliarizethemselveswiththeofficeenvironmentandjobexpectationsthroughjob-shadowingbeforetheirstartdate.

?Jobcoaching:Professionalswhoworkdirectlywithinternsaretrainedtoprovideonsitejobsupportandguidance.Jobcoacheshelpinternsnavigatetheworkplace,offeringreal-timeassistanceandensuringthatindividualsareabletobuildconfidenceintheirroles.

Theseprogramshavebenefited50to60personswithdisabilities(PWDs)overtheyearsandshowpotentialforlong-termsustainability—around20%-25%ofparticipantsreceiveeithercontractextensionsorconversionopportunities.

Aninclusivepathforward

Wehavedevelopedapathforwardthatlaysouttheeightelementsofaninclusiveorganizationthatcanhelpcompaniessetthemselvesupforsuccess.

IntegrateDiversityintoPurpose.Businessesthatrecognizeneurodiversityasastrategicassetcanunlocknewopportunitiesforinnovation,talentacquisition,andinclusivegrowth.Creatinganenvironmentwherebothneurodivergentandneurotypicalindividualsthriverequiresembeddingneurodiversityintothecorevaluesoftheorganization.Bydoingso,companiesmovebeyondmerecomplianceandtowardsapurpose-drivenapproachthatenhancesperformanceandengagement.

AssesstheBaseline.Establishingaclearunderstandingoftheorganization’sstartingpointiscriticalfordevelopinganeffectiveneurodiversitystrategy.Conductingananonymouscompany-widesurveycanprovidevaluableinsightsintoemployeeperceptions,awarenesslevels,andexistingchallenges.Thesefindingsserveasabenchmarkforprogress,allowingbusinessestoevaluatetheirstandingrelativetoindustrypeers,alignwithbestpractices,andidentifykeyareasforimprovement.

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Casestudy2:Visa

RecognizedasoneofFortuneMagazine’sWorld’sMostAdmiredCompaniesfor2024,Visaiscelebratedforfosteringasafeandproductiveworkingenvironmentforemployeesandmaintaininganinclusiveenvironmentwithequalopportunityforall.ThisallowsemployeeswithdisabilitiestorequestaccommodationsviasafeandconfidentialchannelsprovidedbyVisa,fosteringacultureoftrustandinclusivitythathelpsencourageemployeestoseekhelp.

Visa’seffortsonneurodiversityhaveevolvedfromitsbroaderfocusonaccessibilityandincludeofficeaccessibilityauditsandthe2022establishmentofthe“Viable”-theEmployeeResourceGroupfordisabilityinAsia-Pacificwhichasof2025hasnowgrownto380+activemembers.Thecompanyhasalsolaunchedseveralinitiativeslike“PowerofConversations”whereindividualssharetheirexperienceswithneurodiversity,company-wideawarenesssessionsonneurodiversityandavailablecoachingsupportnotonlyforemployeeswhohaveneurodiverseconditions,butalsoforthoseintheroleofparentsorcaregiverstoindividualswithneurodiverseconditions,andtheirdependents.

Visaleadsbyembeddingsupportandresourcesintoexistingprocessesandfocusesonhelpingallemployees,whetherneurotypicalorwithneurodiverseconditions,tofeelempoweredatwork.Someexamplesinclude:

?Inclusiveleadershiptrainingwithfocusonneurodiversity,drivenbybusinessneed:Visaintegratesinclusiveleadershiptrainingintoitsregularmanagerdevelopmentprograms.Thistrainingcanbefurtherenhancedwhenbusinessfunction“champions”prioritiseneurodiversityasafocusareaduringtheirannualstrategyplanning,guidedbyemployeeandbusinessfeedback.WorkingwithbusinessunitleadershipandHR,thechampionthendevelopsanactionplantoexecuteinitiativesandprovideresourcesortrainingaroundneurodiversity.Thisapproachcreatesamoreaccessibleworkingenvironmentthatrespectsnon-disclosurepreferencesofemployeeswithneurodiverseconditionswhilebuildingmanagerandemployeecompetenciesonthistopic.

?Normalised“teamnorms”conversationstoexpressrequiredworkingstyleaccommodations:Whennewteammembersjoin,theteamisencouragedtoshareworking,communication,andfeedbackstylestoensureincorporationandawarenessofdifferentworkingstyles.Thisallowsanyone-includingindividualswithneurodiverseconditions-tosharepreferencesandboundaries,withoutthepressureo