FAQs

Neuroinclusion consulting looks at how a workplace’s systems, processes, environments, and expectations affect neurodivergent people, including autistic, ADHD, dyslexic, dyspraxic, and otherwise neurodivergent employees.

At The Spiky Bureau, neuroinclusion consulting means auditing and evaluating the employee experience, diagnosing the structural barriers, and designing practical changes across hiring, onboarding, management, communication, workload, accommodations, and workplace design.

Neurodiversity training usually builds awareness. Neuroinclusion consulting changes the conditions people are working in.

A training session might explain neurodivergence. The Spiky Bureau goes further by looking at how your actual workplace systems operate: how interviews are run, how feedback is given, how expectations are communicated, how work is prioritised, and where people are being forced to mask or over-adapt.

Training can be part of the solution, but it is rarely the whole solution.

The Spiky Bureau works with organisations that want to improve how they hire, support, retain, and lead neurodivergent people. This often includes HR teams, People & Culture teams, DEI leads, WHS or psychosocial safety teams, founders, executives, and people managers.

We are especially useful for organisations seeing issues like high turnover, unclear accommodation processes, “culture fit” concerns, burnout, communication friction, sensory overload, or uncertainty about psychosocial hazard obligations.

Not knowing if anyone is neurodivergent isn’t the same as not having neurodivergent employees - it’s very likely you do have neurodivergent team members. Somewhere between 15 and 20 percent of people are neurodivergent, including but not limited to autistic, ADHD, dyslexic, and dyspraxic employees. Most workplaces just don't know it, because disclosure is risky and plenty of people have learned not to do it.

That's the point of designing for the system rather than the individual. You're not just accounting for the people who've told you. You're accounting for the ones who haven't, and the ones who don't have a diagnosis yet but are working inside a system that wasn't built with them in mind.

Neuroinclusion and psychosocial safety are closely connected. Psychosocial hazards can include things like excessive workload, poor role clarity, harmful behaviour, low support, poor change management, and environmental stressors.

For neurodivergent employees, these risks can be intensified by unclear expectations, sensory overload, constant masking, inaccessible communication norms, and systems that rely on unwritten rules.

The Spiky Bureau helps organisations understand these risks through a neuroinclusive lens and design more practical controls across the way work is structured, communicated, and managed.

Not at all. It means removing the parts of the process that test something other than the skill you're actually hiring for. A timed written exercise might be measuring who copes with time pressure, not who can do the job. A fast-paced panel interview might be measuring who thinks well out loud, not who thinks well.

The bar stays the same. What changes is how accurately you're measuring candidates against it. Most organisations find their hiring gets more precise once the incidental barriers are gone, not less.

You don't wait need to wait for someone to tell you to start the good work. The Spiky Bureau will review where your systems assume one way of working: one communication style, one pace, one sensory environment, one interview format. Those assumptions are the barriers, whether or not anyone has ever named them out loud.

The Spiky Bureau audits the systems themselves, hiring, onboarding, communication, workload, environment, so the fixes land before disclosure ever needs to happen. That's what makes this different from waiting on an accommodation request.