Corporate Neurodiversity Training for UK organisations at scale.

Most large organisations already have neurodiversity activity — an awareness session here, an ERG event there, a well-meaning policy. What they do not have is consistency. A neurodivergent employee's experience depends almost entirely on which manager they happen to report to, and that variance is where retention is lost.

A corporate programme exists to remove that variance. The objective is not that everyone has heard of neurodiversity; it is that a request for an adjustment gets broadly the same competent response in Glasgow as it does in Canary Wharf.

CHROs and Chief People Officers accountable for workforce capability. HR Directors and Heads of L&D who own the manager development pathway. EDI and DEI leaders who need their strategy to translate into behaviour. Transformation directors folding neuroinclusion into a wider change programme. Typically organisations of 1,000 employees upwards, often multi-site and multi-country.

Foundation: a shared working definition of neurodiversity, ADHD, dyslexia, autism, dyspraxia and dyscalculia, and the commercial case in the organisation's own workforce terms.

Manager capability: 1:1 and performance conversations; task and workload design; responding to disclosure; agreeing and reviewing reasonable adjustments; escalation and HR partnership; leading through change.

Leadership layer: the operating-model view — where current policies, performance frameworks and promotion processes create barriers, and what senior sponsorship needs to look and sound like.

Enablement: HR business partner sessions, ERG and network support, internal comms, and a manager toolkit designed to be used rather than filed.

Executive briefing → senior leader cohort → line-manager cohorts → all-employee foundation → ERG and HR partner enablement → follow-on coaching and refresh.

Running the executive briefing first is deliberate. Training managers while the executive stays silent produces capable managers operating in an unchanged culture, and that erodes inside a year.

In-person cohorts, virtual cohorts, hybrid, and recorded asynchronous modules for scale and onboarding. Train-the-trainer is available where an internal L&D function needs to carry delivery after the initial rollout, and is usually the most cost-effective route for very large populations.

Programmes are designed to sit inside existing leadership academies, manager development pathways and EDI curricula rather than alongside them. Content references your actual adjustments process, performance framework and escalation routes — training that does not reference your real systems produces managers who agree with the principle and cannot operate it.

Baseline before delivery, then re-measure at six and twelve months: manager confidence on specific tasks, adjustment request volume and turnaround time, retention and engagement segmented by disclosure status, and escalation or grievance volume on related issues.

Adjustment requests usually rise first. That is a success indicator, not a failure — it means people believe asking is worthwhile.

Wayne spent 25 years leading complex organisational change inside large enterprises before this work, and is joint founder of a double award-winning Neurodiversity Network that grew to support more than 32,000 people. He also has lived experience of ADHD and dyslexia.

That combination matters commercially: the programme is designed by someone who has had to make change stick inside an operating model, not only explain why it matters. Senior sponsors get the governance and measurement conversation; managers get somebody who has actually done the job they are being asked to do.