Neuro-inclusive onboarding

Supporting neurodiversity in the workplace

Employee onboarding

Onboarding is the process of welcoming new employees into a company and helping them learn about the organisational culture, values, and procedures.

What is neuro-inclusive onboarding?

Neuro-inclusive onboarding is about acknowledging, respecting, and celebrating neurodiversity, diverse backgrounds, skills, experiences, and needs of every new employee. It’s not just about having someone fit into an existing company culture but creating an adaptable, welcoming environment that embraces different perspectives and ways of working.

Instead of expecting new employees to seamlessly conform to the workplace culture, inclusive onboarding encourages workplaces to be dynamic enough to celebrate and accommodate diverse identities and experiences without friction. This means fostering flexibility and openness to different ways of thinking, working, and collaborating.

An inclusive approach to onboarding aims to build an environment where all employees, regardless of their identity or background, feel welcome, valued, and fully equipped to succeed. This approach is critical because it helps foster a diverse and inclusive workplace, which in turn boosts employee engagement, innovation, and overall organisational performance.

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Why neuro-inclusive onboarding is essential

A neuro-inclusive onboarding process is essential as it ensures neurodivergent employees are set up to succeed and plays a critical role in fostering environments where neurodivergent individuals can thrive. It acknowledges their unique needs, strengths, and ways of processing information, ensuring they are included into the organisation in a way that maximises their potential.

Here’s a few reasons why neuro-inclusive onboarding is crucial for both individuals and the overall success of an organisation:

• Enhances comfort and confidence

  For neurodivergent individuals, starting a new job can be particularly overwhelming. This can be due to unfamiliar environments, social norms, and routines. A neuro-inclusive onboarding process, tailored to the specific needs of individuals, reduces anxiety, increases comfort, and boosts confidence. This foundation helps individuals start their roles on the right foot, contributing fully from the beginning.

• Promotes effective inclusion

  Neurodivergent individuals can bring unique strengths that greatly benefit an organisation. A neuro-inclusive onboarding process ensures that new employees are effectively supported into their teams by recognising and supporting employees’ distinct ways of working, thinking, and communicating. This not only supports the individual but also fosters teamwork and collaboration, helping to maximise team potential.

• Builds a shared vision

  Neuro-inclusive onboarding helps create an environment where neurodivergent employees are understood and supported. This approach promotes the development of a shared vision within teams, where all members, regardless of neurodivergence, work together towards common goals. Understanding each other’s strengths and working styles strengthens a unified sense of purpose and collaboration.

• Reduces misunderstandings

  By educating all employees about neurodiversity in the workplace well before onboarding, companies can cultivate a more supportive workplace culture. This education reduces the risk of misunderstandings or misinterpretations between neurodivergent and neurotypical employees, leading to smoother interactions and more productive collaboration. A neurodivergent employee reflected,

  “It goes both ways, the team needs to be welcoming and open, and so does the individual. Understanding how each other works, the team functions, roles, and introductions—it’s about knowing how we work together.”

  To learn more about neurodivergence training, visit Inclusive Workplaces.

• Supports, accommodations and adjustments

  Neuro-inclusive onboarding allows employers to identify and implement necessary accommodations early in the employment journey. Accommodations like flexible work schedules, tailored communication methods, and workspace modifications can enable neurodivergent individuals to perform at their best. This approach fosters a sense of belonging and supports neurodiversity in the workplace.

• Encourages long-term engagement and retention

  When neurodivergent employees feel supported from day one, they are more likely to stay engaged and satisfied with their roles. This increases retention rates and reduces the costs associated with high employee turnover.

• Builds a diverse and inclusive culture

  Neuro-inclusive onboarding signals that the organisation values diversity and inclusion in all its forms. It contributes to a company culture that is not only inclusive but also adaptable and resilient. By fostering teamwork, collaboration, and inclusivity, companies can cultivate a strong sense of belonging, making every employee feel they have a meaningful role in the organisation’s success.

• Ensures legal and ethical compliance

  Neuro-inclusive onboarding helps organisations comply with legal requirements related to workplace discrimination, equality, and accessibility. Beyond compliance, it reflects a commitment to ethical practices and social responsibility, further enhancing the organisation’s reputation and appeal.

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A neurodivergent employee’s story

A neurodiverse employee from Adelaide, South Australia, shared their experience with the project team,

“…it’s difficult to emphasise how important it is as an employee… to feel I am seen and heard in my role. And a huge part of this is being seen as an innately valuable employee, who is an individual. I might operate somewhat differently in workplace to others, and my priorities might be a bit different, and I might employ slightly different methods to your usual neurotypical employee. I might even communicate differently to other employees. I might prefer written correspondence to speaking to you directly. But just because my preferences are different doesn’t mean I am not a huge asset to the workplace. I want my employer to understand that it is directly because of my unique brain that I am a fabulous employee. Often, I am one of the most dedicated, hard-working and passionate employees you are likely to find in a workplace. And I am incredibly passionate about my work, and my ability to contribute meaningfully to a workplace. And it is because of my differences that I can bring my best characteristics to a job. And a good employer should see that I am an individual and be open to working flexibly with me in a way that accommodates my strengths as well as my weaknesses.”

Neuro-inclusive onboarding is not just about fairness or compliance; it’s a strategic approach to fostering teamwork, building a shared vision, and maximising the potential of all employees. By creating a welcoming and supportive environment from day one, organisations can ensure that neurodiverse talent thrives, benefiting individuals, teams, and the company as a whole.

Ian Handley, an employer shares,

“Inclusive recruitment isn’t solely about diversity; it’s about good people management. Building a culture that values individuals and adapts to their needs will determine which organisations thrive as new generations with evolving expectations enter the workforce.”

“Often, I am one of the most dedicated, hard-working and passionate employees you are likely to find in a workplace. And I am incredibly passionate about my work, and my ability to contribute meaningfully to a workplace. And it is because of my differences that I can bring my best characteristics to a job.”

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The three stages of neuro-inclusive onboarding

Inclusive onboarding consists of three stages. Employers need to address each stage, to ensure they meet the needs of all of their workers, including their neurodivergent employees. These include:

1. Pre-boarding

This initial phase is all about preparation and communication. Employers should seek to understand their new employees, in terms of their individual characteristics and unique requirements. Similarly, employees should also receive information about what their new role entails, so they can develop an understanding of their new role’s job requirements and expectations. This can help them to feel better prepared and reduce anxiety levels on their first workday.

2. Orientation

Here, new employees move into the company culture and meet their teammates. Workplace orientation provides employees with a chance to learn about their employer’s overall priorities and values and allows them to start forming crucial workplace relationships.

3. Inclusion

Over time, the goal of inclusive onboarding is for an employee to settle comfortably into their new role. This can occur through continued support, regular check-ins and feedback. This phase can ensure that new employees thrive in their positions and the company culture.

Inclusive onboarding goes beyond just integrating new staff into their roles. It allows organisations to foster an environment that celebrates diversity in all its forms, where every employee feels supported and valued. It leads to higher engagement, sparks innovation, and increases retention by ensuring all employees, can fully participate and contribute from the beginning.

Example: A neurodivergent employee shared with the Project Team an example of an onboarding process that was inclusive and supportive,

“When I was initially employed as a medical intern, I remember we spent most of the whole first day just being orientated to the hospital. This provided us with a much better understanding of where we would be working, who we would be working with, and provided us with more information regarding some of the practical everyday aspects of our jobs.

I remember we had an excellent session taken by one of the pharmacists about how to fill out patient medication charts correctly. This information was clearly and concisely presented, and they even gave us samples of actual ‘mock’ patient drug charts to practise on. That way, we felt better prepared for when we had to do the real thing on the job the next day.

The pharmacist even gave us feedback about how and where we needed to document the relevant information about drug dosages and frequencies etc.

It then proved a useful resource to refer back to throughout the year…..

Because, as you can imagine, working as a junior doctor is an incredibly challenging and busy work environment, and the reality of working in large hospitals is often that senior staff don’t always have the time to devote to teaching their junior staff important practical skills like this.

So that training was invaluable to me.”

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Neuro-inclusive onboarding guide

1. Pre-boarding

Pre-boarding is the period between when a job offer is accepted and the employee’s first official day at work. It involves communication, sharing of essential information, and completing necessary paperwork. For neurodivergent employees, neuro-inclusive pre-boarding helps reduce anxieties, set clear expectations, and foster a sense of belonging before their first day on the job.

A neurodivergent employee shared,

“This (onboarding) is so important for all employees generally, but it is particularly important for neurodivergent employees! I think a lot of employers can unintentionally skip over providing their new employees with sufficiently clear and concise information about their new role before their first work day begins. If employers could provide us with this crucial information before our first day, then it would go a long way to making us feel better prepared for our new role. It would also significantly reduce any anxieties we may have prior to commencing a new role.”

Early and open communication

Action: Employers should initiate conversations about inclusivity and accommodations as soon as a new employee accepts the job offer. Supporting employees to share their needs and preferences in a safe and confidential manner is essential.

Managers can foster a neuro-inclusive onboarding process by conveying their desire to support employees through open communication.

Examples of supportive statements and questions:

• “I’m here to support you.”
• “Are there any accommodations or adjustments that would help you in your role?”
• “What do you need from me/the team to perform at your best?”
• “Please let me know if there is anything you need to feel comfortable and supported in your work.”

Outcome: These open-ended questions and affirmations set the tone for a trusting and inclusive environment where employees feel empowered to share their needs.

Preferred communication preferences

Action: Immediately after the job offer is accepted, ask about the new employee’s preferred methods of communication.

Examples of communication preferences include:

• Written emails
• Face-to-face meetings
• Online meetings
• Phone calls
• Online chats
• Text messages

Outcome: Tailoring communication to an individual’s preferences ensures they receive information in the most comfortable and accessible way possible, fostering openness and trust early in their employment.

A neurodivergent employee shared,

“I’ve never had an employer ask me what my preferred methods of communication would be at a new role. For example, whether or not I preferred to communicate and handover important daily work information verbally, or in written notes, or say in emails. But, in retrospect, I would have really valued the opportunity to have this discussion with senior staff early on during my employment journey.

It would have communicated to me that I was seen as a unique individual, and that my manager was flexible and open to doing things differently.

It would have given me the confidence to do things my way, and made me feel more okay about doing things and handing over in the method that best worked for me.

It would have decreased the pressure I often place on myself to continually modify my ways of thinking and operating around the workplace environment, so that others feel the most comfortable.

It would have allowed me to feel more comfortable and confident in my interpersonal and written communication with my colleagues.  That would have been invaluable in retrospect”.

Tailored welcome materials

Action: Employers should customise pre-boarding communications and materials based on the new employee’s learning and communication preferences. Offering information in various formats supports accessibility for all.

Welcome materials could be in the format of a:

• Video
• Written document
• Infographic or any other visual format

Outcome: Accommodating different learning styles helps neurodivergent employees better understand and process critical information, making the transition smoother.

Detailed first-day plan

Action: Share a first-day schedule, using their preferred learning preference, with new employees.

Including key contacts, who they’ll meet, and planned activities. Providing details about access and the new workplace environment ahead of time is also helpful.

Examples of what to include in a first-day plan:

• Key contacts and their details (include pictures)
• Arrival time and check-in location
• Who they will meet first and where
• Scheduled meetings, introductions, and breaks.
• Workplace information (dress code, food/drink facilities).

Outcome: A structured day reduces uncertainty and supports neurodivergent employees mentally and emotionally prepare for their new role, setting a positive tone for inclusion.

Accessibility guide

Action: Provide an accessibility guide to outline the new work environment. This can include details about navigation, sensory, physical, and social aspects, such as:

• Getting here – address, public transport, parking, road access.
• Workplace layout and facilities- entrances, accessibility, detailed map.
• Sensory details- lighting, noise levels, smells.
• Room/area descriptions – toilets, quiet areas, and escape areas.
• Seating options – seating arrangements, and workplace flexibility.
• Lunch and breakout areas – food and drink areas, communal items, expectations.
• Social interaction and events – crowd levels, meeting formats, neuro-friendly or sensory-inclusive events.
• Contact information

Outcome: Access guides help employees prepare for potential sensory or logistical challenges, making the transition smoother and less stressful.

Download our Accessibility Guide Template

 

Virtual, visual, or in-person tour of the workplace

Action: Offer virtual, visual or in person workplace tours before a person starts can be incredibly supportive. This may be inviting the person in or providing a virtual tour or visual maps of the workspace before the new employee’s start date. Highlight key areas like workstations, communal spaces, and quiet zones.

A neurodivergent employee shared,

“If I had been offered a virtual workspace tour prior to starting work, it would have made the process less daunting and seamless on the first day. I would have been much more confident in my ability to do my role from the outset.”

Outcome: Familiarising employees with their new environment reduces anxiety, making the first day less overwhelming and more comfortable.

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2. Orientation and meet and greet

The orientation and meet and greet phase are typically the first official interaction between a new employee and the organisation, usually occurring on their first day or during their first week.

This phase includes structured activities such as:

• Introductions to team members
• Overview of company policies
• Tours of the workplace
• Initial training sessions

The goal is to make new employees feel welcomed, familiarise them with their new working environment, and start building connections with their colleagues.

For neurodivergent people, especially autistic individuals, this phase can be incredibly anxiety-provoking.

“Starting a new job is always anxiety-provoking for any employee, but I think it can be particularly stressful for neurodivergent employees like myself. So, if I could have been provided with as much specific information beforehand, I would have felt better prepared mentally and emotionally for the first day in a new role.”

Download our Employee One Page Profile Template

 

Workplace tours

Action: Provide an in-person tour of the workplace, clearly explaining what occurs in each space and the workplace expectations. Highlight relevant information such as:

• Sensory information – noise levels, smells, lighting, and other environmental factors.
• Working areas – highlighting spaces that are quieter or noisier at different points of the day.
• Break areas – spaces where employees can go to re-regulate.
• Meeting rooms – identifying sensory elements such as noises, smells, and lighting.
• Lunch areas – explicitly showing what can be used and the process for using these areas.

Outcome: This allows the employee to become familiar with the workplace environment and identify areas they may want to seek out or avoid based on sensory sensitivities and needs. It also helps employees determine what accommodations and adjustments might be needed to ensure their success.

Tailored team introductions

Action: Conduct team introductions using the new employee’s preferred communication platforms, such as digital meetings or face-to-face interactions.

Try to:

• Limit the number of people a person meets on the first day
• Keep it to key staff members and, mentors/ buddies.

Outcome: Tailored introductions can support employees transition into the new environment, reduce anxiety, and foster early workplace connections. They also provide insights into team dynamics, individual roles, and the new employee’s place within the team, ensuring smoother integration and a stronger sense of belonging from the start.

Clear role and workplace expectations

Action: Employers can outline/ detail the employee’s role specifically, as well as outline the overall organisation’s culture, goals, and values. This can be done through several different methods which are tailored to the individual’s preference, such as written documents, verbal explanations, and interactive sessions.

This allows early clarification of:

• Organisation’s structure
• Reporting lines
• Approval processes

It also provides employees with ample opportunity for questions and discussions to confirm comprehension.

Outcome: Employers need to ensure that their new employee fully understand the responsibilities and expectations of their role and how their work contributes to the broader organisation’s objectives. Providing employees with this clarity early on allows them to align their efforts with the organisation’s overall goals, instilling in them a strong sense of purpose and direction from the start.

Example: An employer shared,

“I manage an autistic employee, and there have been instances where the required approval process was not followed. While this could have been perceived as intentional, I realised it might be due to a lack of understanding of the level of authority and approval processes. To address this, I created a very clear visual outline of the approval process and what required approval. Once I explained this to her, there were no further issues.”

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3. Inclusion in the workplace

Inclusion is an ongoing process that follows the initial orientation, aiming to support new employees to transition into the company over a period of weeks or months.

This phase involves:

• Providing training related to specific job duties
• Scheduling regular feedback sessions
• Supporting accommodations the employee may require
• Strengthening team relationships and ensuring the recruit feels valued and included in the workplace culture.

Fostering a sense of inclusion ensures that the employee becomes a successful and satisfied part of the team and supports overall neurodiversity in the workplace.

The buddy or mentor

Action: Connect neurodivergent employees with a buddy or mentor before they start.

This allows individuals to:

• Ask questions
• Gain insights into company culture
• Support negotiating supports

This can make the transition less daunting and smoother.

Outcome: A buddy or mentor provides a familiar point of contact, aiding in the new employee’s social and cultural inclusion.

Example: An Autism SA employee shared,

“Assigning a supportive mentor was very helpful, as autistic employees might have many questions but feel too embarrassed to ask or not want to bother their manager. A mentor serves as a safe person to ask anything and receive honest answers.”

A neurodivergent employee added,

“One good structure we had as new medical graduates was a workplace mentor. A good mentor proactively reaches out, offering time and space to catch up in a non-stressful environment. This can positively impact a junior employee’s work trajectory.”

Regular role check-ins

Action: Employers should implement consistent, scheduled check-ins focusing on discussions about the employee’s experience in the workplace.

This may include:

• Role
• Progress
• Workplace culture
• Necessary adjustments or supports.

This might include integrating daily routines into their schedule.

Outcome: Regular check-ins ensure that employees understand their role, feel supported, and receive structured guidance for professional growth and confidence building.

A neurodivergent employee shared,

“In retrospect, I would have really valued the opportunity to have this discussion with senior staff early on during my employment journey. It would have communicated to me that I was seen as a unique individual, and that my manager was flexible and open to doing things differently. It would have decreased the pressure I often place on myself to continually modify my ways of thinking and operating around the workplace environment, so that others feel the most comfortable.”

“In the best workplaces, there is a structure in place for all staff to reflect on their performance. Employers and employees should have regular times to reflect on how they are performing, identify areas for improvement, and receive constructive feedback. This process should not be left to do at home or after work hours. Instead, it should be built into the routine work schedule.”

Establishing feedback mechanisms

Action: Employers should set up feedback mechanisms beyond just performance reviews.

This should include feedback on:

• Pre-boarding
• Inclusion
• Ongoing support needs

Outcome: Continuous feedback helps organisations adjust to better support all employees, fostering an improved onboarding and work experience.

Inclusive onboarding is about making new staff members feel welcome, valued, and supported from day one. Supporting employees in this way means they are more likely to be engaged, productive, and stay with the company.

A neurodivergent employee added,

“Onboarding should be conducted with all employees, with adjustments made for those who require it. The experience should be the same for all employees, neurodiverse or not, to ensure that everyone feels they belong.”