In person workshop for HR leaders looking to understand how to support neurodivergent staff to reduce absence, attrition and tribunal risk.

Our big promise to you

Join me this October in Newcastle to learn how to identify and implement effective reasonable adjustments for neurodivergent staff, live, in person, free.

So that you can:

Reduce neurodivergence-related absence

Reduce neurodivergence-attributed attrition

Protect yourself from tribunal risk and cost

But more importantly, so that you can leverage the Neuro-Potential™ of your staff and empower them to make a genuine impact on the people you serve.

How familiar does this sound?

Your organisation already has the policy: the EDI strategy, the absence procedure, an LMS full of awareness e-learning. Here's what none of that is actually showing you.

It doesn't tell you how to respond when someone on your team mentions they think they might be neurodivergent, but they don't have an official diagnosis, and you genuinely don't know what you're obliged to do, or how fast.

It doesn't tell you how to give feedback on something that's a real problem, when you think it might be linked to someone's neurodivergence, without wondering whether that makes you a good manager or a discriminatory one.

It doesn't tell you what to do when one person gets an adjustment, the rest of the team clocks it within a week, and you're left holding a fairness conversation nobody trained you for.

It doesn't tell you that wanting to do the right thing so badly can tip into overcorrecting, and handling someone's disclosure clumsily, when it was never meant to be a big moment at all.

If any of that felt uncomfortably familiar, you're exactly who this session is for.

Why this is more than another awareness session

Awareness alone was never going to give you the answers. Most organisations are standing on one side of a bridge, reacting to problems once they've already become a crisis. That's necessary work, but it's only half the picture, and it's exhausting. The other side of the bridge is where you stop reacting and start building a culture that lets every brain in the building do its best work. We call that Neuro-Potential™, and it's grounded in real neuroscience and organisational psychology, not just good intentions.

In this two hour session, you'll learn:

What you're actually trying to achieve, because reducing absence and risk is only half the goal

Who to focus on: a person by person roadmap, not a policy gathering dust on the intranet

Why it's costing you right now: the real data behind absence, attrition and tribunal risk

How to cross the bridge: the difference between awareness training and something that actually changes what happens next

The numbers behind this:

£45,000, the average tribunal award for a disability discrimination claim, before legal fees and disruption are even counted, and claims involving neurodiversity have nearly doubled in the past year

51%, the proportion of neurodivergent employees who've taken time off specifically because of their neurodivergence, according to City & Guilds' 2025 research

£547, the average direct cost of a single day of unplanned absence per employee in the UK, and with roughly 1 in 7 staff neurodivergent, that adds up fast

Why now

October is ADHD Awareness Month, and that timing isn't a coincidence. Late ADHD diagnosis in women has risen 694% since 2020, and around 1 in 7 UK adults are now understood to be neurodivergent in some form. This is a genuinely useful way to get ahead of it, in a room with other leaders facing exactly the same thing.

About your host

Steph Nelson is the founder of Neurocreators. She specialises in helping organisations move from confusion, and often fear, to practical, effective support for neurodivergent staff, drawing on seven years as a secondary school teacher and hands-on neuroinclusion consulting with organisations of over 60,000 people. Her work is trusted by the NHS, Leeds Beckett University, Leeds Health and Care Academy, Stripes West Yorkshire ADHD Charity and Linking Leeds.

"You don't improve performance by trying to change the person. You improve performance by creating the conditions that support that person's brain, and the way it works." — Steph Nelson

Description supplied by the event organiser.