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<p>This paper advances debates on employee rights and organisational responsibilities by examining how organisational change management can foster workplace inclusion for the neurodiverse community, with a particular focus on finance departments—a highly structured and performance-driven function. Despite growing awareness, neurodivergent individuals continue to face systemic barriers to fair employment, particularly during recruitment, onboarding, and career progression. Drawing on data from in-depth interviews and open-ended questionnaires with organisational leaders, this study explores awareness levels, profiles neurodivergent traits relevant to work, and identifies process-level reforms that advance inclusive practices. Results show that interventions such as revising recruitment and application processes, adapting communication channels, and delivering targeted neurodiversity awareness training were perceived to enhance neurodivergent employee engagement and support retention. The study highlights the importance of embedding inclusivity into broader change agendas, positioning neurodiversity not merely as a compliance matter but as a strategic opportunity to strengthen employee rights, organisational equity, and adaptability. By proposing actionable, evidence-based adjustments, the paper contributes to both academic discourse and workplace practice, offering a roadmap for managers and policymakers to realise the potential of neurodiverse talent within inclusive organisational transformations.</p>

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Neurodiversity and Organisational Change: Embedding Inclusive Practices in the Workplace

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年5月14日

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  • Padmi Nagirikandalage,
  • Jessica Phillips,
  • Oyedele Martins Ogundana,
  • Kaouther Kooli

摘要

This paper advances debates on employee rights and organisational responsibilities by examining how organisational change management can foster workplace inclusion for the neurodiverse community, with a particular focus on finance departments—a highly structured and performance-driven function. Despite growing awareness, neurodivergent individuals continue to face systemic barriers to fair employment, particularly during recruitment, onboarding, and career progression. Drawing on data from in-depth interviews and open-ended questionnaires with organisational leaders, this study explores awareness levels, profiles neurodivergent traits relevant to work, and identifies process-level reforms that advance inclusive practices. Results show that interventions such as revising recruitment and application processes, adapting communication channels, and delivering targeted neurodiversity awareness training were perceived to enhance neurodivergent employee engagement and support retention. The study highlights the importance of embedding inclusivity into broader change agendas, positioning neurodiversity not merely as a compliance matter but as a strategic opportunity to strengthen employee rights, organisational equity, and adaptability. By proposing actionable, evidence-based adjustments, the paper contributes to both academic discourse and workplace practice, offering a roadmap for managers and policymakers to realise the potential of neurodiverse talent within inclusive organisational transformations.