Advancing Neurodiversity in the Workplace: Development of a Strategic Transition Framework for Employment

Introduction

Neuroinclusion is not a charitable gesture but a strategic necessity.

As the first generation of formally diagnosed neurodivergent adults enter the workforce, organisations face growing pressure to support cognitive diversity through meaningful, structured strategies that create equitable, psychologically safe, and inclusive environments. Sniderman et al. (2023) note that students who were part of neuroinclusive classrooms 10 to 20 years ago are now progressively joining the labour market.

The concept of neurodivergence, introduced by Australian sociologist Judy Singer in the 1990s, reframes conditions such as autism, ADHD, dyslexia, dyspraxia, dyscalculia, OCD (obsessive compulsive disorder), and Tourette’s syndrome as natural variations in how people think and process information. Despite representing 15–20% of the global population (World Metrics, 2025), neurodivergent individuals experience disproportionately poor employment outcomes.

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