Boost Your Team's Inclusion and Productivity with Neurodiversity Training

Positive and easy to implement training in neurodivergence awareness and customer and staff inclusive practice.

Learn how to embrace and support neurodivergent people in your workplace, to create a more inclusive, cohesive and productive team

Neurodiversity awareness and customer inclusive practice

The Neurodiversity Initiative offers flexible training options in neurodivergence awareness and customer inclusive practice for businesses and organisations.

Easy to Implement response practices

Designed by professionals in the field of neurodivergence intervention, to provide simple, best practice solutions for businesses and organisations.

Partners platform and community recognition

A partners platform where businesses and organisations can showcase their commitment to neurodiversity and inclusion, and expand their community recognition and relevance.

Our Programs

Online and In-person training

Flexible training options in neurodivergence awareness and customer inclusive practice.

Awareness Training

Equip yourself and your staff with the right tools to meet the needs of your customers or colleagues who are neurodivergent.

Neuwodivergent customer being welcomed

Why gain awareness of neurodivergence when working with customers?

  • Your customers should feel welcomed

    Reduce the unconscious bias of your team: 36% of customers with a disability feel that they receive less support than those without a disability.

  • Retain business

    A person with a disability is three times more likely to bypass an business if their diversity reputation is negative, and twice as likely to discourage others.

  • The stats

    In Australia 1 in 150 people are autistic.

  • The stats
    Know how to change, 57% are unsure of what action to take to become more inclusive their diverse customers.

Why embrace Neurodivergence within your workplace?

  1. Evidence shows that diverse and inclusive teams outperform their peers by 80% in team-based assessments*

  1. People living with neurodivergence are 30% more productive than non-neurodivergent people^

  1. People living with autism are three times more likely to be unemployed than those living with a disability and eight times more than those without.

  1. Diverse teams are happier and more productive, too. In fact, neurodiversity is a competitive advantage according to Harvard Business Review.

*Deloitte Australia research; research report, Sydney 2013. ^Preliminary results: program run by the Australian Department of Human Resources).

Why train with us?

Through our training you will be able to:

  • Effectively respond to and support neurodivergent individuals in the community

  • Retain and recruit top talent, by actively recognising that workplace diversity, equity, and inclusion are good for employees and businesses.

  • Evidence-based response practices designed by professionals in the field of neurodivergence intervention.

  • Build trust and confidence with neurodivergent customers and clients.

  • Gain skills and understanding to promote best practice to ensure your neurodivergent customers, clients, and staff have positive experiences and outcomes.

You'll also be able to

  • Provide a psychologically safe, welcoming and inclusive environment for neurodivergent people and their families.

  • Build your confidence in working with individuals withneurodiverse conditions and their families.

  • Learn how to effectively identify, understand, and respond neurodivergent individuals or people living with sensory needs.

  • Expand your community recognition and relevance.

  • Access various levels of training and consulting services that can be tailored to your business and specific industry.

Hear what our community have to say . . .

Hear what our community have to say . . .

Neurodiversity Articles

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Neurodiversity as a Competitive Advantage

March 06, 20244 min read

Austin and Pizzano report that employee engagement has risen in areas where neurodiversity is implemented. The authors discuss how bringing new perspectives to your company offer positive and invaluable outcomes to productivity and considerable benefits and payoffs. They introduce ideas on how to implement neurodiverse inclusive practice by teaming with social partners, using non-traditional assessment and training processes, setting up support systems and tailoring methods for managing employee careers.

Below is an excerpt from Austin and Pizzano. Your can read the full article here:

Neurodiversity as a Competitive Advantage

Meet John. He’s a wizard at data analytics. His combination of mathematical ability and software development skill is highly unusual. His CV features two master’s degrees, both with honors. An obvious guy for a tech company to scoop up, right?

Until recently, no. Before John ran across a firm that had begun experimenting with alternative approaches to talent, he was unemployed for more than two years. Other companies he had talked with badly needed the skills he possessed. But he couldn’t make it through the hiring process.

If you watched John for a while, you’d start to see why. He seems, well, different. He wears headphones all the time, and when people talk to him, he doesn’t look right at them. He leans over every 10 minutes or so to tighten his shoelaces; he can’t concentrate when they’re loose. When they’re tight, though, John is the department’s most productive employee. He is hardworking and never wants to take breaks. Although his assigned workplace “buddy” has finally persuaded him to do so, he doesn’t enjoy them.

“John” is a composite of people whose privacy we wanted to protect—people with autism spectrum disorder. He is representative of participants in the programs of pioneering companies that have begun seeking out “neurodiverse” talent.

A lot of people are like John. The incidence of autism in the United States is now 1 in 42 among boys and 1 in 189 among girls, according to the Centers for Disease Control and Prevention. And although corporate programs have so far focused primarily on autistic people, it should be possible to extend them to people affected by dyspraxia (a neurologically based physical disorder), dyslexia, ADHD, social anxiety disorders, and other conditions. Many people with these disorders have higher-than-average abilities; research shows that some conditions, including autism and dyslexia, can bestow special skills in pattern recognition, memory, or mathematics. Yet those affected often struggle to fit the profiles sought by prospective employers.

Neurodiverse people frequently need workplace accommodations, such as headphones to prevent auditory overstimulation, to activate or maximally leverage their abilities. Sometimes they exhibit challenging eccentricities. In many cases the accommodations and challenges are manageable and the potential returns are great. But to realize the benefits, most companies would have to adjust their recruitment, selection, and career development policies to reflect a broader definition of talent.

A growing number of prominent companies have reformed their HR processes in order to access neurodiverse talent; among them are SAP, Hewlett Packard Enterprise (HPE), Microsoft, Willis Towers Watson, Ford, and EY. Many others, including Caterpillar, Dell Technologies, Deloitte, IBM, JPMorgan Chase, and UBS, have start-up or exploratory efforts under way. We have had extensive access to the neurodiversity programs at SAP, HPE, and Specialisterne (the Danish consulting company that originated such programs) and have also interacted with people at Microsoft, Willis Towers Watson, and EY.

Although the programs are still in early days—SAP’s, the longest running among major companies, is just four years old—managers say they are already paying off in ways far beyond reputational enhancement. Those ways include productivity gains, quality improvement, boosts in innovative capabilities, and broad increases in employee engagement. Nick Wilson, the managing director of HPE South Pacific—an organization with one of the largest such programs—says that no other initiative in his company delivers benefits at so many levels.

Perhaps the most surprising benefit is that managers have begun thinking more deeply about leveraging the talents of all employees through greater sensitivity to individual needs. SAP’s program “forces you to get to know the person better, so you know how to manage them,” says Silvio Bessa, the senior vice president of digital business services. “It’s made me a better manager, without a doubt.”

Read more of the article here:

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