What if the problem isn’t the learner?

Think of someone on your team who clearly knows their stuff. They spot problems others miss, they’re reliable and customers like dealing with them.

Then they sit through a two-hour induction slideshow or work through a dense policy manual, and they come out the other side looking like they’ve struggled.

Most of us would assume the issue sits with the person. Maybe they weren’t concentrating. Maybe they’re not ready for more responsibility.

But what if the issue is the training?

For years, workplaces have expected employees to adapt to one way of learning, communicating and being managed. Thinking about neurodiversity in the workplace turns that around. Instead of asking how people can fit the system, it asks how leaders can build a system that works for the people in it.

Different brains don’t mean different levels of ability

Neurodiversity describes the natural variation in how people’s brains work: how we take in information, focus, communicate, remember and solve problems. Neurodivergent is the term often used for people whose thinking differs from what’s considered typical, including people with ADHD, autism or dyslexia.

It’s not a niche issue. JobAccess, the Australian Government’s disability employment advisory service, puts the figure at 15 to 20 per cent of the population. In a team of 20, that could be three or four people.

Here’s what matters for leaders: a label tells you very little about someone’s ability. Two people with the same diagnosis can have completely different strengths, challenges and preferences. Even “positive” stereotypes, like assuming every autistic person loves data, can box people in.

It’s also worth remembering that disclosure is a personal choice. JobAccess notes that employees only need to share what’s relevant to their role. That means many of the people you’re leading may never tell you, which is exactly why good practice should be built in for everyone, not switched on after a diagnosis.

Why one-size-fits-all training falls short

A lot of workplace training still assumes everyone learns the same way: sit, listen, read, remember, repeat. That approach creates barriers that have nothing to do with how capable someone is.

The usual culprits:

• Information overload. Too much, too fast, all in one session.
• Vague instructions. “Use your judgement” with no example of what good looks like.
• Rigid delivery. One format, one pace, one chance to get it.
• Distracting environments. Noise, interruptions and open-plan chaos.
• Slow or unclear feedback. People don’t know they’re off track until it’s a problem.

None of these are only a neurodiversity issue. Plenty of people find them frustrating. But for neurodivergent employees, they can be the difference between doing well and burning out.

The cost shows up in retention. The EY Global Neuroinclusion at Work Study 2025, a survey of more than 2,000 professionals worldwide, found only 25 per cent of neurodivergent professionals felt truly included at work, and 39 per cent planned to leave their job within 12 months. The researchers describe a “line manager lottery”: some managers enable inclusion, others block it.

Different thinking makes for better problem-solving

When everyone on a team thinks the same way, they tend to land on the same answers and miss the same risks. Mix up how people approach a problem and you get more angles on it.

The EY study found that neurodivergent and neurotypical professionals often have complementary strengths, which means teams that bring them together can get more value than either group alone.

There’s a retention story here too. Research from Australian Catholic University, based on more than 500 supervisors and employees in Australian retail, linked neurodiversity policies and awareness with stronger commitment to the organisation. Stronger commitment means lower turnover. The researchers also found the benefits were felt by all employees, not only neurodivergent staff.

But diversity on its own doesn’t do the work. Culture does. Without clear expectations, trust and a manager who knows how to adapt, different ways of thinking turn into friction instead of strength.

Five ways leaders can make learning more inclusive

You don’t need a big budget or a new policy to start. JobAccess points out that most workplace adjustments are low-cost or free, and many help everyone. These five habits are a good place to begin.

1. Be clear and specific. Break tasks into steps, put key expectations in writing and show an example of finished work. “Make it professional” means different things to different people.
2. Offer more than one way in. Pair a written guide with a short demo or a walkthrough. Let people go back over material rather than relying on one session.
3. Get people applying it early. Practical tasks and real work examples help learning stick far better than another slide deck.
4. Give feedback that’s timely and specific. Say what’s working, what needs to change and how. Don’t save it all for the annual review.
5. Ask, don’t assume. A simple “How do you work best?” in onboarding and one-on-ones goes a long way. Small changes, like sending an agenda before a meeting, following up verbal instructions in writing or offering a quieter space, can make a real difference.

None of this is special treatment. It’s good management, and most of your team will benefit from it.

If an adjustment does cost money, help is available. The Australian Government’s Employment Assistance Fund can help pay for workplace changes, and JobAccess offers free, confidential advice to employers on 1800 464 800.

Inclusive leadership is a skill, not a personality trait

Some managers seem to just get it. Most of us have to learn it.

Inclusive leadership comes down to skills that can be developed: communicating clearly, adapting your style to the person in front of you, giving useful feedback, building trust and managing a team of very different people.

That’s why the “line manager lottery” matters. If whether someone thrives depends on which manager they happen to get, the answer isn’t hoping for better luck. The EY researchers say ending that lottery through neuroinclusive management training should be a priority.

In other words, if you want inclusive teams, invest in the people leading them.

Building leaders who bring out the best in people

At Australian Work Skill, we help managers, supervisors and HR professionals build the practical skills to lead diverse teams well. Our nationally recognised qualifications are delivered 100% online, so your people can study around work and life.

The qualifications most relevant to this conversation are:

• BSB40520 Certificate IV in Leadership and Management for team leaders and new supervisors building confidence in leading people, communicating well and developing team performance.
• BSB50420 Diploma of Leadership and Management for experienced managers responsible for team effectiveness, performance and developing workplace capability.
• BSB40420 Certificate IV in Human Resource Management for people working in HR, recruitment, onboarding and learning and development.

If you’re after something shorter, Lead Smart – Emotional Intelligence for Leaders is a non-accredited professional development course covering self-awareness, empathy, understanding others and communicating under pressure.

What sets AWS apart is our Student Mentoring Program. Every student in a full qualification has access to a Student Mentor who provides one-on-one support to help them stay on track and keep moving forward. Online learning, with real people behind it.

Eligible NSW students may be able to access Smart and Skilled funding. Training outside NSW is available on a fee-for-service basis.

 

Ready to invest in your leaders? Call us on 1800 719 743, email [email protected] or visit australianworkskill.com.au to find the right pathway for you or your team.