As part of our Autism Awareness Series, we’ve been speaking to colleagues across Lisieux Trust about their experiences of working in a supportive and inclusive environment.

There’s a widely shared statistic that nearly one in three neurodivergent employees are dissatisfied with the support they receive at work (source below). It’s a figure that challenges organisations to reflect on what they’re doing well—and where they can improve.

Charlotte, one of our Registered Managers with lived experience of neurodivergence, shares her perspective on how we support neurodivergent staff at the Trust, and what more could be done to create an even more inclusive workplace.

Recognising and valuing strengths

One of the most important things is recognising that everyone brings something different. Neurodivergent individuals often have real strengths—attention to detail, honesty, reliability, strong memory, and fresh ways of thinking.

I see those strengths every day. People don’t just fit into the role—they often thrive because of how they think and approach things differently.

Training can help build awareness, but it’s not just about that. It’s about understanding people as individuals. There isn’t a one-size-fits-all approach, and the more we recognise that, the better we’ll be.

Recruitment

Our recruitment processes already feel quite accessible, but there’s always more we can look at. Simplifying job descriptions and removing jargon could help make things clearer and more inclusive.

One idea that stands out is group-based recruitment. It gives people the chance to show their strengths in a more natural way—how they interact, what they enjoy, and how they might connect with the people we support.

Face-to-face interviews

Providing interview questions in advance is something worth considering. It could help people feel more prepared and less anxious going into the interview.

That said, one of our strengths is involving residents in the process. You can quickly see how someone interacts, and whether that connection is genuine—and that’s a really important part of the role.

Onboarding and induction

Our structured onboarding process works well when it’s delivered properly. It gives people a clear framework and helps them settle into the role.

The key is how it’s delivered. Information needs to be broken down so it’s not overwhelming. Everyone learns differently, so being flexible in how we support new starters makes a big difference.

Creating a neuroinclusive environment

Meetings and the wider working environment can affect people in different ways. We’re good at giving notice and structure, which helps, but engagement will always vary from person to person.

Some people are comfortable speaking up, while others need more time to process or contribute in different ways. Thinking about things like meeting length, format and expectations can help make the environment more inclusive.

Policies, benefits and support

We have strong policies and support systems in place, including the Employee Assistance Programme. These are communicated regularly, and the support is there when people need it.

The challenge isn’t always awareness—it’s encouraging people to use what’s available. When someone needs support or adjustments, they are taken seriously and provided with them without judgment.

Communication and interaction

Good communication is key. People process information in different ways—some prefer written instructions, others verbal, and some need time to take things in before responding.

What’s important is creating an environment where people feel comfortable asking questions and taking the time they need. Regular check-ins and open conversations really support that.

Leadership and managerial support

Managers play a huge role in shaping people’s experience at work. It’s about getting to know your team and understanding what works for each individual.

Regular check-ins, being approachable, and building trust all make a difference. Even small conversations can help people feel supported and understood.

Training and development

There’s always value in continuing to build understanding around neurodiversity. Training and workshops can help teams learn more and share perspectives.

It’s also important to approach this sensitively. People should always feel comfortable choosing how much they want to share.

Charlotte’s reflections highlight that supporting neurodivergent staff is not about one major change, but a series of small, thoughtful ones.

At Lisieux Trust, inclusive practice is already part of everyday working life. The focus now is on continuing to listen, staying flexible, and recognising that everyone is different.

By doing that, we can ensure that all staff feel supported to be themselves and to do their best work.

Sources: City & Guilds Foundation Neurodiversity Index 2025
https://www.fenews.co.uk/education/new-research-from-city-guilds-finds-a-lack-of-support-for-nearly-one-in-three-neurodiverse-employees/