Beyond Good Intentions
Why Wanting to be Neuroinclusive is not enough
Written by Sophie Williamson
Digital Product Manager for Collins, HarperCollins and Co-Chair of Neurodiversity at Work HC employee network
As more people become aware of their neurodiversity and with the topic (thankfully) becoming less taboo to talk about in the workplace, it’s unsurprising that businesses want to be seen supporting their neurodivergent employees. What was far less surprising to me, however, was the outcome of a recent FLIP survey: while 48% of respondents felt that the publishing businesses they worked for aimed to be neuroinclusive, only 23% believed those organisations were actually succeeding. The question, then, is where publishers are going wrong.
I co-chair a large publisher’s neurodiversity employee network, so I regularly hear from neurodivergent colleagues on their experiences in the industry. It’s for this reason that I was not surprised by the distinct lack of confidence towards company-led neuroinclusion in the workplace – and I have some thoughts as to why this gap persists.
“how can organisations deliver meaningful Neuroinclusive policies or campaigns if the underlying culture is still shaped by stigma and secrecy?”
Because of my role and my openness about my own neurodiversity, I am frequently approached by colleagues outside the network who think that they themselves might be neurodivergent. However, these conversations are often held in hushed tones as the person is tentative about disclosing this personal detail about themselves, even to me. They are not alone. A recent study alarmingly found that 65% of neurodivergent employees ‘feared discrimination from management’ (Birkbeck, 2023). This points to a continuing anxiety about how openness might affect perception at work and raises a fundamental challenge: how can organisations deliver meaningful neuroinclusive policies or campaigns if the underlying culture is still shaped by stigma and secrecy?
This alone shows that the journey to true neuroinclusion is a long one and it cannot be solved by publishing a document on reasonable adjustments and declaring the job done. It starts with giving neurodivergent employees the confidence that they will be embraced for who they are, not merely tolerated. There are many ways to begin building that trust, but from my experience, it could start as simply as creating things like employee networks. These act as safe spaces for the community as well as a conduit for championing neurodivergent talent to senior leadership and beyond.
The network I co-chair holds closed meetings where members support each other to navigate the workplace, but we also use the network to host events where neurodiversity is spoken about openly, through author talks and by highlighting books we publish that feature neurodivergent characters and authors. These events are open to everyone who works here and offer insights into neurodiversity to people who might otherwise not encounter the real-life experiences of neurodivergent people in their own lives. It is not groundbreaking work, but it sends a clear message: neurodiversity is not only acknowledged within the business, but actively celebrated.
“Training should shift from explaining what neurodiversity is to demonstrating how embracing cognitive diversity drives stronger teams, better ideas, and more resilient businesses.”
Managers play a pivotal role in shaping daily workplace experiences and are often central to whether someone feels included and understood. However, the 2024 CIPD Neuroinclusion at Work report found that only 51% of managers ‘appreciated the value of neurodiversity and the importance of having a neuroinclusive organisation’. That leaves nearly half unconvinced. Any campaign will falter if a significant proportion of those expected to deliver it do not see its relevance or worth.
While wider societal understanding of neurodiversity has grown rapidly, workplace education and inclusive practices have not kept pace. Again, it comes back to culture. If neurodiversity is framed as something managers must “work around” rather than as a source of strength that can enrich teams, it will always struggle to gain traction. Manager training is essential, not only to ensure appropriate support, but to move beyond basic awareness. Training should shift from explaining what neurodiversity is to demonstrating how embracing cognitive diversity drives stronger teams, better ideas, and more resilient businesses. Without a clear understanding of its value, even the best-designed policies will fall at the first hurdle.
Even in organisations with a strong culture and engaged managers, neuroinclusion does not happen automatically. Most publishers have reasonable adjustment policies in place, but this is often where good intentions unravel. The theory of reasonable adjustments makes sense and sounds like a really positive thing to empower neurodivergent staff; however, the reality can be deeply frustrating. The Trade Union Congress (TUC, 2025) found that 82% of disabled workers had to wait between 4 months to over a year to have their agreed reasonable adjustments. Others are told that the adjustments they are given as recommendations by external companies are either impractical or too costly. The gap between what is promised and what is delivered can leave employees feeling that inclusion exists more in theory than reality.
While it is entirely understandable that some adjustments are not feasible, the issue often lies in how this is communicated. Many neurodivergent employees are left feeling a bit hollowed out by a lengthy, emotionally demanding process that ends in being told that nothing can be done to help them. When the reasonable adjustment policies and practices become just a box-ticking exercise, this outcome is almost inevitable. Greater transparency and collaboration are essential. Neurodivergent colleagues should be part of shaping processes, so expectations are clear, trust is maintained, and support feels genuine rather than performative. Most people understand practical constraints; what they value is honesty, openness, and the sense that their employer is acting in good faith.
It is not all doom and gloom. While 23% is far from an overwhelming success story, it does show that nearly a quarter of publishers are doing something right. The next step is to share those examples openly by celebrating what works, amplifying best practice, and learning from those who are making progress. If we do that well, we can inspire the remaining 77% to do better and move the industry closer to genuine neuroinclusion.
ReferencesFemale Leadership in Publishing, The FLIPside of Publishing: Workforce Survey Results 2025: https://www.canva.com/design/DAGqtnJCQbU/3II5wRpWDR4Gji6FEj_oWA/view?utm_content=DAGqtnJCQbU&utm_campaign=designshare&utm_medium=link2&utm_source=uniquelinks&utlId=hf60a2dda3d
Birkbeck, 2023: https://www.bbk.ac.uk/news/neurodivergent-employees-fear-discrimination-despite-uk-businesses-promoting-neurodiverse-workplaces
The Chartered Institute of Personnel and Development (CIPD), 2024: https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2024-pdfs/2024-neuroinclusion-at-work-report-8545.pdf
Trade Union Congress (TUC), 2025: https://www.tuc.org.uk/news/lack-reasonable-adjustments-holding-disabled-people-back-work-tuc-says
