How to Recruit, Retain and Promote Neurodiversity in Local Government

Introduction: Why Neurodiversity Matters in Local Government

Neurodiversity is a concept that recognises and respects neurological differences as natural and valuable variations of the human experience. It encompasses a range of conditions including autism spectrum disorder (ASD), attention deficit hyperactivity disorder (ADHD), dyslexia, dyspraxia, dyscalculia, Tourette syndrome, and others. These differences influence how individuals perceive the world, process information, and interact with others often in ways that challenge conventional norms but also offer unique strengths.

In the United Kingdom, it is estimated that around one in seven people are neurodivergent. Despite this, neurodiverse individuals remain significantly underrepresented in public sector employment, including within local government. This underrepresentation is not due to a lack of capability or ambition, but rather the persistence of systemic barriers from inaccessible recruitment processes to workplace cultures that fail to accommodate different ways of thinking and working.

Local government, as a sector charged with delivering services to diverse communities, has a particular responsibility to lead by example in fostering inclusive employment practices. Embracing neurodiversity is not merely a matter of compliance with the Equality Act 2010 it is a strategic imperative. Neurodivergent employees often bring exceptional strengths to the workplace: heightened attention to detail, creative problem-solving, deep focus, pattern recognition, and innovative thinking. These attributes can be especially valuable in areas such as data analysis, policy development, project management, and service design.

However, traditional recruitment and workplace practices can unintentionally exclude neurodivergent candidates. Job descriptions laden with jargon, rigid interview formats, and inflexible working arrangements can all act as deterrents. Once in post, neurodivergent staff may struggle with environments that are overstimulating, poorly structured, or lacking in understanding and support. Without proactive adjustments and inclusive leadership, these employees may feel undervalued, leading to disengagement or premature exit from the organisation.

This blog post explores how local authorities can recruit, retain, and promote neurodiverse talent more effectively. It draws on best practice from across the sector, policy frameworks that support inclusion, and insights from lived experience. From redesigning job adverts and interview processes to embedding neurodiversity into organisational culture and leadership development, there are practical steps councils can take to become truly neuro-inclusive employers.

By doing so, local government can not only improve workforce diversity and equity but also unlock the full potential of neurodivergent individuals enriching public service delivery and strengthening the sector’s capacity for innovation and resilience.

2. Recruitment: Building Neuro-Inclusive Hiring Practices

Barriers in Traditional Recruitment

Despite growing awareness, many recruitment processes in local government and the wider public sector remain unintentionally exclusionary for neurodivergent candidates. A 2024 study by Zurich UK found that 50% of neurodivergent adults experienced discrimination during recruitment, with 30% having their applications dismissed after disclosing their neurodiversity . Common barriers include:

• Vague job descriptions that are difficult to interpret or overly broad

• Open-ended interview questions that rely on abstract thinking or social nuance

• Inaccessible online application portals that lack assistive technology or flexibility

• Group assessments and timed tasks, which 22% and 23% of candidates respectively found particularly challenging

These practices often reflect a neurotypical standard of communication and behaviour, which can disadvantage candidates who process information differently. As one neurodivergent respondent put it:

“Recruitment processes aren’t designed to assess my ability to do the job they’re designed to weed me out before I get there” .

Inclusive Strategies

To build a truly neuro-inclusive recruitment process, local authorities should consider the following adjustments:

• Clear, concise job adverts: Use plain English, avoid jargon, and focus on essential criteria. Jobtrain recommends removing “nice-to-have” requirements that may deter otherwise capable candidates .

• Flexible application methods: Allow for written responses instead of video interviews, offer extended time for assessments, and provide alternative formats.

• Advance interview preparation: Share interview questions in advance, explain the format clearly, and offer flexible scheduling especially for candidates with conditions that affect sleep or anxiety.

• Digital accessibility tools: Platforms like Recite Me, integrated into Jobtrain’s ATS, offer screen readers, text magnifiers, colour contrast tools, and translation into over 100 languages. In Jobtrain’s 2025 Candidate Insights Report, 13% of applicants used accessibility tools to adapt their screen during the application process.

Case Example: Jobtrain ATS

Jobtrain’s applicant tracking system is designed with neurodiversity in mind. It enables candidates to request reasonable adjustments proactively at the application stage, rather than reactively. This includes:

• Sharing interview questions in advance

• Offering alternative assessment formats

• Allowing written submissions instead of video interviews

Jobtrain also partners with Recite Me to ensure WCAG 2.2 compliance, enhancing accessibility for all users.

“Inclusive hiring isn’t just about process it’s about people. We recommend ensuring everyone involved in recruitment is trained on neurodiversity, understands unconscious bias, and knows how to create a welcoming environment.”Laura Chambers, Jobtrain

The Bigger Picture

While the share of UK job postings mentioning neurodiversity has quadrupled from 1% in 2018 to 3.8% in 2024, this still represents a small fraction of the total labour market. Moreover, many postings refer to roles supporting neurodivergent individuals, rather than actively seeking to employ them.

This highlights the need for local government to lead by example not only by removing barriers, but by actively signalling inclusion. Publicly stating your commitment to neurodiversity, showcasing inclusive practices, and involving neurodivergent staff in recruitment design can all help build trust and attract a wider talent pool.

3. Retention: Creating Supportive Work Environments

Retaining neurodivergent talent in local government requires more than policy statements it demands a workplace culture that is inclusive, flexible, and psychologically safe. While recruitment is the entry point, retention is where inclusion is truly tested.

The Reality of Retention

According to the 2024 Neurodiversity at Work report by Pearn Kandola, 63% of neurodivergent employees reported masking their true selves at work, and 48% felt recruitment processes were unfair to them. Masking the act of suppressing natural behaviours to fit in is emotionally exhausting and often leads to burnout, disengagement, and eventual exit.

A separate study found that 36% of neurodivergent employees received no guidance or support, and 20% were still waiting for reasonable adjustments to be implemented. These figures highlight a critical gap between intention and impact.

As one neurodivergent senior manager shared:

“I don’t think anyone is really interested in my condition despite the rhetoric. Nobody is interested, they just want the HR strategy and that’s it.”

This sentiment underscores the need for genuine, human-first strategies that go beyond compliance.

Reasonable Adjustments That Make a Difference

Retention begins with recognising that neurodivergence is not one-size-fits-all. The most effective adjustments are personalised, flexible, and co-designed with the employee. Here are some impactful examples:

• Written instructions after meetings: Reduces cognitive overload and improves clarity for autistic and ADHD staff.

• Transition time between tasks: Helps regulate emotions and prevent burnout.

• Email-first communication: Allows time to process and respond, especially for those with auditory processing challenges.

• Visual workflow tools: Flowcharts, Trello boards, and timelines support executive functioning.

• Sensory boundaries: Noise-cancelling headphones, low lighting, or quiet zones reduce overstimulation.

• Remote or hybrid working: Offers control over environment and reduces sensory stress.

• Clear, direct feedback: Avoids ambiguity and builds trust.

• Predictable routines: Reduces anxiety and supports emotional regulation.

• No-questions-asked breaks: Empowers staff to manage sensory or emotional overload discreetly.

These adjustments are not just beneficial for neurodivergent employees they often improve wellbeing and productivity across the entire workforce.

Creating a Culture of Psychological Safety

Retention is also about culture. Neurodivergent employees thrive in environments where they feel safe to disclose, ask for support, and be themselves. Yet, 74% of neurodivergent professionals have not disclosed their condition due to fear of discrimination or being perceived as less capable.

To counter this, councils should:

• Train managers in neurodiversity awareness and inclusive leadership.

• Normalise disclosure by sharing success stories and offering confidential support.

• Establish peer networks or staff forums for neurodivergent employees.

• Include neurodiversity in EDI strategies, not as an add-on but as a core pillar.

As PMAC’s neurodiversity guide puts it:

“Reasonable adjustments aren’t just about compliance they’re an act of care. A way of saying: We see you. You belong here.”

Policy in Practice: Broxtowe Borough Council

Broxtowe Borough Council has developed a comprehensive Neurodiversity Policy that sets out clear expectations for managers and HR teams to support neurodivergent employees. The policy is rooted in the principles of equality, dignity, and proactive inclusion, and is designed to ensure that neurodivergent staff are not only accommodated but empowered to thrive.

Key Features of the Policy

1. Managerial Guidance and HR Support

Managers are given direct support from HR throughout the process of identifying and supporting neurodivergent staff. This includes:

• Guidance on the legal framework, particularly the Equality Act 2010, which protects individuals with hidden disabilities.

• Advice on implementing reasonable adjustments tailored to individual needs.

• Access to further screening and occupational health assessments, with the employee’s consent, to inform support plans .

“Managers will receive direct support from HR throughout the process and will ensure that the Manager is given clear guidance on Council Policy, reasonable adjustments and legislation.”

2. Support for Diagnosis and Identification

The policy acknowledges that many neurodivergent individuals may not have a formal diagnosis. It encourages:

• Early identification through open dialogue and self-disclosure.

• Support for obtaining a diagnosis, including signposting to services and allowing time off for assessments.

• Recognition of neurodivergence as a “hidden disability”, ensuring protection under the Equality Act even without formal medical documentation .

3. Reasonable Adjustments

Broxtowe outlines a wide range of reasonable adjustments, including:

• Flexible working arrangements (e.g. remote work, adjusted hours)

• Sensory accommodations (e.g. quiet zones, noise-cancelling headphones)

• Communication support (e.g. written instructions, visual aids)

• Structured routines and predictability to reduce anxiety and emotional dysregulation

These adjustments are reviewed regularly and co-designed with the employee to ensure they remain effective and relevant.

4. Awareness and Training

The policy mandates:

• Neurodiversity awareness training for managers and staff

• Inclusion of neurodiversity in broader Equality, Diversity and Inclusion (EDI) strategies

• Promotion of positive narratives around neurodivergence to reduce stigma and encourage disclosure

5. Further Support and Monitoring

Broxtowe commits to:

• Ongoing monitoring of the policy’s effectiveness

• Encouraging feedback from neurodivergent staff

• Aligning with national best practice and sector guidance

Broxtowe’s approach demonstrates how a local authority can move beyond compliance and towards genuine inclusion. By embedding neurodiversity into its HR policies, managerial training, and workplace culture, the council sets a strong precedent for others in the sector.

4. Promotion: Enabling Career Progression for Neurodivergent Staff

Challenges

Despite growing awareness, neurodivergent employees remain underrepresented in leadership roles across UK organisations. A 2023 study by Birkbeck University found that 65% of neurodivergent employees fear discrimination from management, and 55% fear it from colleagues, leading many to avoid disclosing their condition . This fear of stigma creates a significant barrier to career progression.

Other challenges include:

• Lack of tailored development pathways that accommodate different learning styles and communication preferences

• Subjective promotion criteria that favour neurotypical behaviours, such as charisma or verbal fluency

• Limited visibility of neurodivergent role models in senior positions

Professor Nancy Doyle, co-author of the study, emphasised:

“Reasonable tailored adjustments are not simply a ‘nice to have’ but an urgent business need. Organisations need to upskill and support their line managers who are first responders.”

Solutions

To address these barriers, councils can implement the following strategies:

• Mentoring and coaching: Pair neurodivergent staff with mentors who understand their strengths and challenges. Peer support networks can also foster confidence and belonging.

• Transparent promotion criteria: Focus on measurable outcomes and job-relevant competencies, rather than subjective traits like sociability or ‘fit’.

• Leadership development programmes: Include neurodiversity in Equality, Diversity and Inclusion (EDI) initiatives, and offer tailored training for aspiring neurodivergent leaders.

Case Example: SHINE Network (Cumbria)

The SHINE Network, originally formed within Cumbria County Council and now active in Cumberland and Westmorland & Furness Councils, is a staff-led disability network run by and for disabled and neurodivergent employees. It provides:

• Safe spaces for discussion and peer support

• Policy influence on reasonable adjustments and inclusive leadership

• Support with Access to Work applications

• Coaching champions to help neurodivergent staff navigate career development

SHINE won the Diverse Cumbria Award in 2024, recognising its impact on inclusion and leadership development.

5. Policy and Strategy: Embedding Neurodiversity in Council Culture

Liverpool’s Neurodivergent All Age Strategy

Liverpool City Council’s 2025–2030 Neurodivergent All Age Strategy is a pioneering example of co-produced policy. Developed with neurodivergent individuals, families, and professionals, the strategy aims to make Liverpool a truly neuroinclusive city.

Key ambitions include:

• Early intervention and assessment: Improve timeliness and quality of Education, Health and Care (EHC) plans, and expand support for self-identifying individuals.

• Accessible health and care services: Ensure reasonable adjustments in health settings, integrate services across sectors, and promote trauma-informed mental health support.

• Neurodivergent-friendly workplace practices: Encourage employers to adopt inclusive recruitment and progression policies.

• Co-produced awareness campaigns: Develop public education materials and training programmes to challenge stigma and promote understanding .

“This strategy sets out our vision of making Liverpool a truly neuroinclusive and welcoming city, one where neurodivergent children, young people, and adults can thrive.”

Jason Oxley, Director of Adult Social Care Operations, Liverpool City Council 

6. Lived Experience: Listening and Learning

Insights from Vic Williams

Vic Williams, a dyslexic and ADHD advocate, has long championed the importance of lived experience in shaping neuroinclusive workplaces. In a recent session hosted by Tile Hill, Vic emphasised that:

“To foster a neurodiverse-friendly work environment, managers need to learn how neurodiverse brains function differently not just technically, but practically” .

Despite growing awareness, many neurodivergent employees still feel unsupported. A 2024 study found that 74% of neurodivergent professionals had not disclosed their condition to their organisation, citing fears of discrimination, stalled promotion, or being held to neurotypical standards without accommodations .

One senior manager shared:

“I don’t think anyone is really interested in my condition despite the rhetoric. Nobody is interested, they just want the HR strategy and that’s it” .

This disconnect between policy and practice highlights the need for genuine engagement with neurodivergent voices.

Co-Production and Feedback

To close this gap, councils should embed co-production into their neurodiversity strategies. This means:

• Engaging neurodivergent staff in policy design and review

• Using surveys, focus groups, and employee networks to gather feedback

• Prioritising lived experience over assumptions, ensuring that support is relevant and meaningful

The Liverpool Neurodivergent All Age Strategy is a strong example of this approach. It was co-produced with neurodivergent individuals, families, and professionals, and includes commitments to embed lived experience into service design, training, and public awareness campaigns .

7. The Business Case for Neuro-Inclusion

Neuro-inclusion is not just ethically sound it’s commercially smart. The Institute for Employment Studies highlights that neurodivergent individuals often bring strengths such as systems thinking, pattern recognition, crisis management, and creativity, which can significantly enhance team performance .

Key Benefits

• Performance: A CIPD report found that 63% of staff report improved wellbeing in neuro-inclusive organisations.

• Innovation: Neurodivergent individuals often excel in roles requiring creative problem-solving and analytical thinking.

• Retention: Inclusive cultures reduce turnover. Neurodivergent employees are more likely to stay when they feel psychologically safe and supported .

Companies like Siemens and JP Morgan have reported productivity increases of up to 50% when neurodivergent employees are supported with tailored adjustments .

“Neuro-inclusion is not merely a ‘nice to have’, but vital for businesses to flourish and imperative in the provision of ‘good work’.”

Claudia Plowden Roberts, Institute for Employment Studies 

Conclusion: A Call to Action for Local Government Leaders

Local authorities must move beyond compliance and towards genuine inclusion. Neurodiversity should be embedded across recruitment, retention, and promotion strategies not as a niche concern, but as a core component of workforce planning and organisational culture.

By listening to lived experience, co-producing policy, and investing in neuroinclusive practices, councils can unlock untapped potential, better reflect the communities they serve, and foster workplaces where everyone thrives.