Neurodiversity is gaining recognition across research, workplaces, and society. Twenty years ago, conditions like autism and ADHD were viewed mainly through a clinical lens. Today, we’re shifting toward a sociological model that acknowledges neurodivergence as part of broader identities and contexts, cultural, societal, and organisational.

While the research remains fragmented and evolving, one thing is clear: our understanding of individual differences at work is changing. A strengths-based approach is increasingly welcomed, but it must be balanced with an appreciation of the challenges many neurodivergent individuals face. Organisations have moral, legal, and business reasons to care, and benefit, from Neuroinclusive practices.

Suzie Farley, Senior Consultant at GatenbySanderson attended the British Psychological Society conference and masterclasses with Nancy Doyle, Below she reflects on how assessment methods at GatenbySanderson are evolving.

Here are four key considerations for designing Neuroinclusive assessments:

1. Avoid Assumptions

Neurodivergent profiles vary widely, even among individuals with the same diagnosis. Many experience co-occurring conditions, with research suggesting two-thirds have more than one. Avoid assumptions about what challenges someone may face or what adjustments they might need.

2. Disclosure Is Personal

With an estimated 15–20% of the population being neurodivergent, individuals are at different stages of diagnosis and self-awareness. Some may disclose proudly, others may hesitate, and some may not yet have a formal diagnosis. Organisations should offer confidential, flexible routes for disclosure and support, without requiring proof.

3. Reflect on What’s Reasonable

Before considering adjustments, ask: is the assessment relevant to the job? Automated tests like SJTs or cognitive assessments can disadvantage candidates if they don’t reflect real role demands. Neuroinclusive design, e.g., advance guidance, flexible locations, should be built in from the start.

A well-designed process benefits all candidates, not just those requesting adjustments

4. Culture Is Key

Hiring managers are on their own neurodiversity journeys. Some may be neurodivergent themselves; others may lack confidence or hold biases. Without proper training and support, even well-designed processes can falter. Manager development signals an organisation’s commitment to inclusion and builds capability.

The Bottom Line: Conversation Matters

• About the job – Is this the right fit?
• About disclosure – What feels safe to share?
• About assessment – What helps candidates perform at their best?
• After assessment – How can we interpret results together?

These conversations may take time, but they improve candidate experience, support legal and ethical obligations, and help organisations find the best talent.

For more on Neuroinclusive assessment or hiring manager training, contact Suzie Fairley from our Leadership and Talent Consultancy at suzie.fairley@gatenbysanderson.com.