[FREE GUIDE] –
How to Build a Neuroinclusion Training Programme
Included in this guide is:
Part 1
- What your board actually means when they ask you to build an effective neuroinclusion training programme.
- Where the legal line really sits on disclosure, diagnosis, performance conversations and what "reasonable" is actually testing for.
- How to make adjustments work alongside operational demand.
Part 2
- The three things your neuroinclusion training programme must include to impact on results.
- The seven core competencies your managers need to confidently handle neurodivergence cases.
- The three steps that your managers can use to identify & implement effective reasonable adjustments.
Neurocreators LTD Trusted By:
Neuroinclusion Training Built On Evidence, Translated For Your Managers
The principles and processes shared within this guide is backed by 4 years of study into psychology and neuroscience and 7 years of teaching experience understanding how to develop curriculum that translates knowledge into skills.
Everything that has been shared has been tested at scale with hands on consulting experience as demonstrated below.
Consulting experience for organisations with over 60,000 staff.
Keynotes and workshops delivered to audiences of 450 delegates
Keynotes and workshops delivered to audiences of 450 delegates
Why Neurodiversity Awareness Training Doesn't Reduce Absence Or Attrition
Most neurodiversity training gives managers knowledge but it doesn't give them a clear process. That's the reason the numbers rarely move.
- Knowing what ADHD stands for doesn't tell a manager what to say when someone is sitting opposite them struggling.
- Knowing that reasonable adjustments are a legal duty doesn't tell them which adjustment is the right one for this person, in this specific role.
There's a significant gap between knowing a thing and being able to do a thing, and that gap is what's costing you.
Inside the guide I break down the three things a programme has to include before it actually impacts on results.
- Up to date knowledge with a clear method for turning it into skill.
- The resources and tools to actually apply it.
- A container where confidence gets built with real time feedback.
That structure comes from seven years designing curriculum as a secondary school teacher, applied to neuroinclusion consulting in organisations with workforces of over 60,000 staff.
The Seven Core Competencies Your Managers Need To Support Neurodivergent Staff With Confidence
Knowing about a handful of conditions isn't the same as being able to do anything with that knowledge.
- Your managers need to be able to recognise executive function differences and masking as they show up in the day to day.
- Apply the Equality Act to a real situation rather than a hypothetical one.
- Hold a psychologically safe friction point conversation that allows your employees to open up.
- They need to match what they've heard to the right adjustment
- Know the point at which something needs specialist input
- Document the decision trail that protects you if it's ever challenged.
This guide clearly sets out all seven competencies and what each one is specifically doing to reduce absence, attrition and tribunal risk.
It is designed to save you from having to work out the legislation, the research and case law yourself.