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Many organisations are now realising that neurotypical assumptions have underpinned their HR systems and practices for a long time, a corporate mental health specialist says.

Recruitment is an obvious example, causing some employers to shift their focus from interview performance to other ways of assessing capability and skills, says Centre for Corporate Health national director of psychological services Rachel Clements, in a new HR Daily Premium webcast.

These systems weren't intentionally designed to exclude people who are neurodivergent, she notes. But one sign that an organisation hasn't embedded neuroinclusion when employees still have to request adjustments individually.

Moving from an accommodation model to inclusive design means that instead of asking, "who needs a workplace adjustment?", the focus becomes, "how can we design this process so that people no longer need one?", Clements says...