Universal Design for Neurodiversity: Building Inclusion Into Your Workplace From the Ground Up

A practical guide for HR professionals who want to move beyond individual adjustments to create systemically inclusive workplaces.

If you’re reading this then you might be here because a Workplace Needs Assessment report suggested that your organisation could benefit from a more strategic approach to inclusion. Or perhaps you’re noticing that you’re making similar adjustments for multiple employees and wondering if there’s a better way.

This is where universal design comes in.

As a neurodiversity and HR consultant who’s conducted numerous workplace needs assessments, I see the same patterns emerging. An employee with ADHD needs focus blocks in their calendar. A dyslexic colleague requests visual dashboards instead of raw data tables. Someone autistic asks for meeting agendas 48 hours in advance.

These aren’t just “disability adjustments”, they’re good practice that benefits everyone.

This article will help you understand when and how to shift from reactive individual adjustments to proactive universal design, as well as when you need both working together.

What is Universal Design for Neurodiversity?

Universal design is about building accessibility into your systems, processes and environments from the start rather than retrofitting solutions for individuals after barriers emerge.

Think of it like this: a building with a ramp benefits wheelchair users, parents with pushchairs, delivery drivers with trolleys and people with temporary injuries. Nobody needs to disclose anything or request special treatment. The access is just… there.

In the workplace, universal design for neurodiversity means creating conditions where the widest range of cognitive styles can thrive without needing to identify themselves or ask for help. For a foundational understanding, see our guide on what neurodiversity actually means in the workplace.

The Difference Between Reasonable Adjustments and Universal Design

It’s crucial to understand that these are complementary, not competing approaches:

Reasonable Adjustments are:

• Reactive and individual
• Triggered by disclosure
• Tailored to a specific person’s needs
• Required by law under the Equality Act 2010
• Delivered through Workplace Needs Assessments

Universal Design is:

• Proactive and systemic
• Benefits everyone, regardless of disclosure
• Built into policies, processes and environments
• Best practice (not legally required but increasingly expected)
• Implemented through organisational consultancy and strategy

You’ll always need both. Universal design creates the supportive baseline but individual adjustments ensure that specific needs are met. For example, providing noise-cancelling headphones to all staff is universal design. Arranging for a body-doubling session for someone with ADHD is a reasonable adjustment.

Why Universal Design Matters: The Business Case

This isn’t just about being kind (though that matters too). Organisations that embrace universal design report measurable benefits. Read more about neurodiversity as a strategic advantage.

• JPMorgan Chase found that participants in their “Autism at Work” program were 90-140% more productive than neurotypical peers
• SAP reported retention rates above 90% for neurodivergent hires, with one employee’s technical solution saving $40 million
• EY discovered neurodiverse teams were between 1.2 and 1.4 times more productive than comparable groups
• GCHQ actively recruits dyslexic individuals for their ability to “see through the noise” and simplify complex data

Beyond productivity, universal design reduces the burden of disclosure. Research shows that 53% of neurodivergent people won’t tell their manager about their neurodivergence for fear of stigma. Universal design means people can access support without having to “come out”.

The Seven Principles of Universal Design in Practice

Universal design originated in architecture but translates beautifully to the workplace. Here’s what each principle looks like in your organisation:

1. Equitable Use

The principle: Everyone uses the same means, avoiding segregation or stigma.

In practice:

• Make text-to-speech software standard for all staff, not just those who request it
• Provide adjustable-height desks to everyone, not only people with disabilities
• Offer flexible working as default policy, not a “special arrangement”

2. Flexibility in Use

The principle: Accommodate a wide range of individual preferences and abilities.

In practice:

• Multiple communication channels (email, Slack, face-to-face) for all announcements
• Various task completion options (written reports, presentations, video updates)
• Flexible working hours as standard, allowing people to work when they’re most productive

3. Simple and Intuitive Use

The principle: Easy to understand regardless of experience, concentration or language skills.

In practice:

• Clear, plain English in all internal communications
• Visual process maps alongside written procedures
• Consistent navigation and naming conventions in your systems

4. Perceptible Information

The principle: Communicate effectively regardless of ambient conditions or sensory abilities.

In practice:

• Multi-sensory fire alarm systems (visual, auditory, vibration)
• Captions on all video content
• Information available in multiple formats (written, spoken, visual)

5. Tolerance for Error

The principle: Minimise adverse consequences of accidents or unintended actions.

In practice:

• Undo functions in all software
• “Are you sure?” prompts for irreversible actions
• Grace periods for corrections on submitted work
• No-blame error reporting culture

6. Low Physical Effort

The principle: Used efficiently with minimum fatigue.

In practice:

• Automated workflows reducing repetitive tasks
• Voice-to-text options for note-taking
• Ergonomic equipment as standard

7. Size and Space for Use

The principle: Appropriate space for approach and use, regardless of body size or mobility.

In practice:

• Varied workspace options (quiet rooms, collaboration spaces, phone booths)
• Clear wayfinding with intuitive signage
• Adequate personal space in hot-desking environments

Practical Examples: From Individual Adjustment to Universal Standard

Let me walk you through how adjustments I’ve recommended in Workplace Needs Assessments can become universal standards:

Focus and Attention Management

Individual adjustment: An employee with ADHD uses “body doubling” working alongside a colleague to maintain focus. Learn more about adjustments for ADHD.

Universal design: Implement “Focus Blocks” across the organisation protected calendar time where meetings are prohibited, allowing everyone to engage in deep work without interruption.

Numerical Information

Individual adjustment: Someone with dyscalculia receives reports with numbers spelled out and paired with visual charts. For more on supporting employees with dyslexia, see our comprehensive guide.

Universal design: Adopt a “Numerical Communication Protocol” where all internal communications spell out numbers - for example “Room 456 (four hundred and fifty-six)” - and every data table is automatically paired with a visual dashboard.

Meeting Management

Individual adjustment: An autistic employee receives meeting agendas 48 hours in advance to allow processing time. Learn more about supporting autistic employees.

Universal design: Make it standard practice to distribute agendas and supporting documents 48 hours before all meetings. Everyone benefits from time to prepare and introverts particularly appreciate not being put on the spot.

Virtual Meeting Fatigue

Individual adjustment: An autistic employee has permission to keep their camera off to reduce masking exhaustion.

Universal design: Implement a “camera optional” policy for all virtual meetings, reducing fatigue for everyone while supporting those who find video calls particularly draining.

Environmental Design: Beyond Policies and into Physical Space

Universal design isn’t just about how we work it’s also about where we work. The British Standard PAS 6463:2022 “Design for the Mind” provides specific guidance for creating sensory-inclusive environments.

Key Considerations:

Acoustics and Noise Management:

• Sound-dampening materials like ceiling baffles and acoustic screens
• Quiet zones for focused work
• Phone booths for private calls

Lighting:

• Tunable lighting allowing cooler tones (4000K-5000K) in task areas to promote focus
• Warmer tones (2700K-3000K) in breakout zones for calming atmosphere
• Avoiding high-frequency flicker in LED lighting that can trigger sensory fatigue

Surface Finishes:

• Matt or low-sheen surfaces on desks and flooring to reduce glare
• Particularly important for those with ADHD or autism who may find reflections disorienting

Spatial Wayfinding:

• Clear, intuitive signage
• Biomorphic patterns (mimicking natural forms) rather than high-contrast geometric shapes
• Logical, consistent navigation throughout the space

When You Need a Workplace Needs Assessment vs. When You Need Consultancy

Choose a Workplace Needs Assessment When:

• An individual employee has disclosed a neurodivergent condition
• Someone is struggling with specific aspects of their role
• Performance concerns emerge that might be linked to unmet needs
• You want to understand what adjustments will help one person succeed

Learn more about when and why you need a Workplace Needs Assessment

Choose Neurodiversity Consultancy When:

• You’re noticing patterns across multiple employees
• You want to audit your recruitment, onboarding or performance management processes
• You’re planning office refurbishments or moves
• You want to develop or update your neurodiversity strategy
• Managers are asking for guidance on team-wide approaches
• You want to prevent problems rather than react to them

Learn more about Neurodiversity Consultancy

Often, you’ll need both. The Workplace Needs Assessment identifies what’s needed now for individuals. The consultancy work ensures the organisation learns from these patterns and embeds better practice going forward. If you’re new to supporting neurodivergent employees, start with our guide to supporting your first neurodivergent employee.

Practical Tools to Bridge Individual and Systemic Support

Job Crafting

Job crafting allows employees to shape their tasks and relationships to better fit their cognitive strengths. This is somewhere between individual adjustment and universal design it’s a framework available to all but applied individually. Examples include:

• Task swapping within teams - for example, a dyscalculic employee swaps data entry for report writing
• Output-based KPIs rather than time-based metrics, allowing those who work in bursts of hyperfocus to manage their energy effectively
• Reframing relationships - for example, choosing mentors based on complementary cognitive styles

Neurodiversity Adjustment Passports

A major barrier to success is the “re-disclosure cycle” when managers change, meaning that neurodivergent employees often need to renegotiate their adjustments from scratch.

A Neurodiversity Adjustment Passport is a live, employee-owned document that:

• Records agreed adjustments and preferences
• Follows the individual across roles and managers
• Serves as a formal record of compliance with the Equality Act 2010
• Reduces the burden of repeated disclosure

This is universal design in that it’s a system available to everyone but it captures individual adjustments.

Getting Started: Your Roadmap to Universal Design

If you’re an HR professional reading this and thinking “This makes sense but where do I start?”, here’s a practical pathway:

Phase 1: Assessment (Months 1-2)

1. Review recent Workplace Needs Assessment reports: What adjustments are you recommending repeatedly?
2. Survey your employees (anonymously): What barriers do people experience? What would help?
3. Audit your current policies: Where are accessibility and neurodiversity mentioned? Where are they absent? 4. Assess your physical environment: Using PAS 6463 as a guide, what sensory issues exist?

Phase 2: Quick Wins (Months 3-4)

1. Update meeting practices: Require agendas 48 hours in advance, make cameras optional
2. Implement Focus Blocks: Protected calendar time for deep work
3. Create quiet spaces: Even a few phone booths can make a difference
4. Standardise communication protocols: Numbers spelled out, multiple formats available

Phase 3: Systemic Change (Months 6-12)

1. Update recruitment processes: Ensure job descriptions, interviews and onboarding are accessible
2. Review performance management: Are your KPIs inadvertently excluding certain cognitive styles?
3. Train your managers: Provide neurodiversity awareness training so they understand the “why” behind these changes
4. Plan physical environment changes: If you’re refurbishing or moving then build in sensory considerations from the start

Phase 4: Embedding and Measuring (Ongoing)

1. Track metrics: Retention rates, engagement scores, productivity measures by team
2. Gather feedback: Regular pulse surveys on workplace accessibility
3. Update and iterate: Universal design is never “done” it evolves with your workforce
4. Share your learning: Help other organisations by being open about what works and what doesn’t

The Role of Training in Universal Design

Universal design doesn’t work in isolation. Your systems might be perfect but if managers don’t understand why these practices matter or how to implement them then adoption will be patchy.

That’s where neurodiversity awareness training becomes crucial. We offer specialised training for both managers and HR professionals. Effective training helps your team:

• Understand the different cognitive styles
• Recognise unconscious bias that might undermine inclusive systems
• Implement universal design practices consistently
• Support both disclosed and non-disclosed neurodivergent employees
• Manage conversations about adjustments with confidence

Training and universal design work hand in hand. Training builds the inclusive mindset, while universal design builds the inclusive infrastructure.

Common Questions About Universal Design

“Isn’t this expensive?”

Many universal design changes cost very little or nothing. Changing meeting protocols, implementing focus blocks or updating communication standards are policy changes, not budget items. Even physical environment changes can often be phased in during natural refurbishment cycles.

The question isn’t really “can we afford to do this?”, it’s “can we afford not to?”. When you factor in recruitment costs, retention and lost productivity from poorly supported employees, universal design pays for itself quickly.

“Won’t this mean lowering standards?”

Absolutely not. Universal design is about removing unnecessary barriers, not lowering expectations. If anything, it often reveals where your current processes have artificial barriers that weren’t serving anyone well.

For example if your meeting culture requires everyone to think and respond instantly then you’re not just excluding autistic employees who need processing time you’re also getting poorer quality contributions from introverts and people who think more carefully before speaking. Universal design often leads to higher quality outcomes, not lower.

“How do I know what’s universal design and what should remain an individual adjustment?”

As a rule of thumb:

• If 20% or more of your workforce would benefit from something, make it universal
• If it removes barriers without creating new ones for others, make it universal
• If it requires significant individual customisation, keep it as a reasonable adjustment

And remember that the two approaches work together. Universal design creates the foundation, while individual adjustments address specific needs.

“What about employees who don’t want these changes?”

Well-designed universal design accommodates choice. For example if you create quiet zones then you’re not forcing people to work in silence, you’re providing options. If you make cameras optional in meetings then people can still use them if they prefer.

The key is flexibility. Universal design should increase options, not impose a single solution on everyone.

When to Call in Expert Help

If you’re reading this and thinking “This is exactly what we need but I don’t know where to start” then that’s completely normal. Universal design requires expertise at the intersection of HR, neuroscience, environmental design and organisational change.

As someone with 20 years of HR experience, CIPD Chartered status, workplace needs assessor qualifications and lived experience as a neurodivergent person (and parent to a neurodivergent child), I’ve developed this expertise through working with organisations across sectors.

Through neurodiversity consultancy, I can help you:

• Audit your current practices and identify opportunities for universal design
• Develop an implementation roadmap tailored to your organisation
• Update policies and processes to embed inclusion
• Support managers through the change process
• Measure and demonstrate the impact of your changes

This is different from a Workplace Needs Assessment, which focuses on one person’s needs. Consultancy looks at your systems, culture and environment, identifying how to make your organisation work better for all cognitive styles.

The Future is Universally Designed

Here’s what I know after years of doing this work: the individualised reasonable adjustment you recommend today becomes the universal standard operating procedure of tomorrow.

Ten years ago, flexible working was a “special arrangement” for parents or people with disabilities. Now it’s standard practice in most sectors. The same shift is happening with neuroinclusion.

Organisations that get ahead of this curve by embedding universal design now will:

• Attract and retain the best talent from the widest pool
• Reduce the time and cost spent on individual adjustments
• Create more innovative, productive teams
• Build resilience and adaptability into their culture
• Reduce legal risk and reputational damage

But perhaps most importantly they’ll create workplaces where approximately 1 in 5 people - the proportion of the UK population estimated to be neurodivergent - can bring their best selves to work without having to mask, struggle or burn out.

That’s not just good business. It’s the right thing to do.

Taking Action: What You Can Do Today

Don’t wait for permission or a perfect plan. Here are three things you can start this week:

1. Audit your meeting culture: Look at your calendar for the past month. Are there patterns that create unnecessary barriers? Can you implement one universal design change to meetings?
2. Review a recent policy: Pick one HR policy (recruitment, performance management, flexible working) and read it through a neurodiversity lens. Where are the hidden barriers? What small changes could make a big difference?
3. Start a conversation: Talk to your leadership team about universal design. Share examples from this article. Plant the seed that inclusion is about systems, not just individual accommodations.

And when you’re ready to take the next step whether that’s a formal consultancy engagement or exploring what universal design could look like in your specific organisation, I’m here to help.

Final Thoughts

Universal design for neurodiversity isn’t about political correctness or virtue signalling. It’s about recognising that human cognitive diversity is real, valuable and present in every organisation whether people feel safe to disclose it or not.

When you build workplaces that accommodate the widest range of cognitive styles, you don’t just help neurodivergent people. You create environments where everyone can focus better, communicate more effectively and bring their authentic selves to work.

The individualised Workplace Needs Assessment remains essential because it’s how we support specific people in specific roles with specific challenges. But layered on top of that, universal design transforms your entire organisation into a place where neurodivergent people and everyone else can truly thrive.

While this guide covers the foundations of universal design, every organisation has its own unique context and challenges, so you should always seek professional advice tailored to your specific situation.

Ready to explore what universal design could mean for your organisation? Book a free, no-obligation consultation to discuss how we can work together to create truly inclusive workplaces.

Article last updated: 15 February 2026