Workplace Assessments ↓
Understand what helps this person work at their best.
When something at work is not working as well as it could, the reason is not always obvious.
Communication, workload, sensory experience, expectations, executive functioning, change, working relationships or several things interacting at once may all shape somebody's experience.
A Neuro Tide neurodiversity workplace assessment creates structured space to understand the whole working picture more clearly and identify what may help.
Start with experience ↓
Start with the person. Not the diagnosis.
A diagnosis can provide useful context. It cannot tell us everything about somebody's experience of work.
Two people with ADHD can need very different things. Two autistic people can experience the same environment in very different ways.
That is why our assessments are shaped around the individual, their role and the conditions surrounding their work rather than a predetermined diagnostic checklist.
Understand the individual first. Then consider what support makes sense.
The whole working picture ↓
Understand more than one moment at work.
Workplace experience is created through an interaction between the person, what their role asks of them and the environment in which they are expected to do it.
The person
Understand individual experience.
Strengths, preferences, communication, processing, attention, energy, organisation, sensory experience and ways of working.
The role
Understand what the work requires.
Tasks, responsibilities, pace, priorities, deadlines, meetings, switching, relationships and the essential expectations of the role.
The workplace
Understand the conditions around the person.
Communication, environment, systems, management approaches, routines, change and the practical conditions surrounding the work.
Look wider ↓
What becomes visible first may not be the whole story.
A deadline.
What appears at the deadline may connect with prioritisation, sequencing, task initiation, changing demands or unclear expectations earlier in the process.
A meeting.
What happens in the room may be influenced by processing time, sensory load, pace, ambiguity, working memory or how information is presented.
A conversation.
A misunderstanding may involve differences in communication, interpretation, expectations, feedback or the way information has been shared.
Energy.
Fatigue may reflect workload, sustained self regulation, sensory effort, masking, interruptions or the cumulative demands of the working day.
Assessment lens ↓
What we explore.
We look at what is already supporting good work alongside where unnecessary friction may be appearing.
The emphasis changes with the person and the role. There is no assumption that everybody needs the same support simply because they share a diagnosis.
Role and demands
Workload, priorities, deadlines, meetings, task switching and the rhythm of the working day.
Communication
Instructions, expectations, written information, feedback, conversations and processing time.
Environment
Noise, lighting, movement, interruptions, workspace and remote or hybrid working.
Executive functioning
Planning, organisation, working memory, initiation, prioritisation and transitions.
Working relationships
Communication differences, management approaches, collaboration and possible sources of misunderstanding.
Strengths
Abilities, interests, approaches and the conditions that help capability, confidence and contribution show more consistently.
Adjustments and support
Practical changes that may reduce unnecessary barriers while remaining connected with the person, the role and the reality of the workplace.
Strengths and challenges ↓
Recognise challenge. Keep the whole person in view.
Some neurodivergent people experience substantial challenges with memory, planning, communication, sensory processing, regulation, focus, energy or change.
Those experiences deserve to be understood accurately.
A neuroaffirming assessment does not minimise challenge, and it does not assume that challenge means a lack of capability.
We ask what is happening, what may be influencing it, what is already working and what might help.
What happens ↓
Understand before deciding what happens next.
A workplace assessment creates a structured route from the reason for the assessment through to practical recommendations.
The process stays centred on the individual experience while remaining connected with the real requirements and context of the workplace.
Context
Start with what you are trying to understand.
We clarify what has prompted the assessment, what the individual and organisation would find useful to understand and the workplace context around the situation.
Conversation
Create space for the individual experience.
The colleague has structured space to describe their work, strengths, preferences, experiences and the situations they would like to understand more clearly. Relevant workplace context can be included where appropriate and agreed.
Understanding
Bring the working picture together.
We consider the interaction between the individual, their responsibilities, communication, environment, demands, strengths, preferences and existing ways of working.
Recommendations
Turn understanding into practical possibilities.
Findings are translated into practical recommendations and, where appropriate, possible reasonable adjustments connected with the individual and the work they actually do.
Next steps
Create a clearer basis for the conversation that follows.
The assessment gives the colleague, manager and organisation a clearer basis for considering what can be discussed, introduced, trialled, reviewed or explored further.
What you receive ↓
Insight people can actually use.
The assessment brings the working experience together in a personalised, practical guide that can support clearer workplace conversations and decisions.
Not a generic adjustment list based on a diagnostic label.
What happens next ↓
Understanding can be the beginning.
Sometimes the assessment provides the clarity people need to move forward themselves.
Sometimes it identifies a useful next step. That support should follow the insight rather than being added automatically.
Reasonable Adjustment Coaching
Turn recommendations into workable support.
Explore how recommendations can be discussed, introduced, applied and reviewed in the reality of the role.
Manager Support
Help the manager understand their part.
Give managers somewhere to explore communication, expectations, adjustments, workload and the practical support surrounding the situation.
Individual Support
Create more space for individual understanding.
Support the colleague to explore their own experience, ways of working, communication, strategies and what may help them move forward.
Look wider
Notice when an individual experience points to something bigger.
If similar barriers appear repeatedly, the opportunity may sit within wider communication, management practice, learning, process or organisational design.
Start somewhere ↓
Would a clearer understanding of the individual experience help?
Tell us what has prompted the assessment and what you are hoping to understand.
You do not need to arrive with the answer. We can start with the situation.
Start a conversationReasonable Adjustment Coaching
Turn understanding into practical support.
Explore potential adjustments, consider how they could work within the role and develop practical approaches that support the individual in putting them into practice.
