Actionable insights on skilling up and creating an inclusive workspace
IBM has made its SkillsBuild platform available through non-profit social enterprise Specialisterne Australia.
This will provide more than 200 neurodivergent jobseekers with access to essential technical skills training and professional development to help with job opportunities in the technology space.
The IBM SkillsBuild program includes tailored learning paths, hands-on projects, and industry-recognised certifications, designed to support learners at all levels.
IBM A/NZ corporate social responsibility lead Jade Moffat Herman said through IBM SkillsBuild, neurodivergent jobseekers can benefit from AI, cyber security, and data science education.
She told ARN the project was the latest iteration of its partnership with Specialisterne, which started in 2019 to focus on hiring neurodivergent individuals.
At the time Specialisterne partnered with IBM to build on success of the vendor’s US program, Ignite Autism Spectrum Disorder Program. The program contributed to IBM expanding its neurodiversity hiring initiatives globally, including in Australia, Canada, Japan, and Brazil.
In Australia, the partnership launched the IBM Neurodiversity Program in 2019, at the IBM Client Innovation Centre in Ballarat, Victoria, said Specialisterne chief operating officer Vicky Little.
“The Australian pilot focused on roles well-suited to autistic talent, including testing, development, data analytics, and business analytics,” she said.
“Before recruitment began, Specialisterne worked closely with IBM to build organisational confidence and capability through neurodiversity awareness and leadership training, ensuring that managers and teams understood how to create an inclusive environment.”
Supporting employees and managers
Little said this training helped to break down misconceptions, equip leaders with practical strategies to support neurodivergent employees, and foster a workplace culture that values diverse thinking and strengths.
“A key component of our partnership is our neurodiversity coaching is strength-based coaching support to both neurodivergent employees and their managers,” she said. “This specialist coaching focused on early intervention, capacity building, and workplace inclusion, ensuring employees were set up to thrive independently.”
Established in Denmark in 2004 Specialisterne aims to work with employers to realise the potential of neurodivergent employees and leaders in the workplace.
Its founder Thorkil Sonne developed the Dandelion methodology to help identify and observe the talents of autistic individuals that may not be immediately visible or observable through traditional recruitment and selection processes.
Specialisterne partners with employers committed to diversifying their workforce and tapping into the unique strengths of neurodivergent talent.
Since launching in Australia in 2015 it has worked with government departments and organisations like, Deloitte, Westpac, Lendlease, ATO, IBM, Service Australia, Weir Minerals, Coles, Transport for NSW, Harvey Norman, Cummins and EY.
“Our approach removes the barriers often embedded in traditional hiring processes, ensuring candidates can showcase their abilities in an inclusive and supportive environment,” said Little. “Specialisterne’s neurodiverse hiring programs are built on the Dandelion methodology, which focuses on observing and valuing the diverse ways neurodivergent individuals think and work.”
These methods differed from conventional recruitment methods, such as resumes and interviews, which according to Little, aren’t always effective in “identifying great candidates, particularly for neurodivergent individuals”.
According to Little, every neurodiverse hiring program is tailored to the needs of the business, beginning with essential awareness and education to ensure the employees enter a supportive and inclusive team.
“By tackling both structural and attitudinal barriers, we create environments where neurodivergent employees can thrive, enabling businesses to unlock exceptional talent and drive meaningful inclusion,” she said.
Someone who has benefited from this approach is IBM Consulting senior automation consultant Brandon Pooler, who participated in the first intake in 2019.
“The program proved to me that I had valuable skills, and it led to a job offer from IBM,” he said. “Once starting the role, I was given access to YourLearning, the IBM internal learning platform.
“Self-paced learning was a game-changer [because] it allowed me to use my ADHD to my advantage, start courses and move on without the fear of failure.”
For Pooler the ongoing training and learning led him to receive two promotions since joining IBM.
“If I could say anything to someone in a similar position I was in, not able to hold down jobs because of social difficulties, it’s that the avenues are out there,” he said.
“I’m not saying that it’s without risk, I had to migrate from Perth to Ballarat, there wasn’t even a guarantee I’d make it with IBM, but I saw the possibility that I might be able to at least support myself. What I found was so much more.”
Making the workplace inclusive
Little said achieving true neuro-inclusivity requires intentional action across all areas of the organisation. Organisations must remember to embed neuro-inclusion in their business strategy to drive meaningful neuro-inclusion, ensure executive sponsorship and align neurodiversity with corporate objectives.
“Clearly communicate your ‘why’ to your workforce to foster buy-in, create a sense of belonging, and embed neurodiversity as a core part of your company culture,” she advised.
“Allocate strategic budgets for inclusive hiring, workplace adjustments, and continuous education.”
To build neurodiversity into your diversity equity and inclusion action plan as a priority, start by assessing your organisational neuro-inclusion maturity to analyse where the company sits in terms of neurodiversity inclusion.
“Your neurodiversity inclusion specialists can assess, review and recommend risks, critical gaps, and future state, you can determine actionable steps to be built into your action plan,” she said. “Appoint a senior champion to carry the initiative and embed neuro-inclusion into policies and practices.”
Accountability at leadership level
All leaders must model inclusive behaviour and commit to measurable actions, advised Little. Embedding accountability through key performance indicators, leadership training, and regular progress reviews ensures neuro-inclusion is not just a statement but a sustained cultural shift.
“A top-down approach fosters open dialogue, psychological safety, and a workplace where all employees can thrive,” she said.
While scalable and sustainable neurodiversity awareness training was essential for fostering an inclusive and adaptable workplace.
“Training from neuro-inclusion providers and specialists should be embedded at all levels of the organisation, with a strong emphasis on leadership training to drive systemic change,” noted Little.
Leaders also must be equipped with knowledge and practical strategies to support neurodivergent employees in recruitment, support practices, and career development, through embedded workplace support practices.
“Creating an inclusive workplace isn’t just about supporting neurodivergent employees, it benefits everyone,” she said.
Common supports and adjustments
Little recommends flexible work options like remote work, adjustable hours, or compressed workweeks support different work styles. As well as sensory-friendly spaces – including quiet areas, dimmable lighting, or noise-cancelling headphones.
“The most popular workplace adjustment is specialist coaching providing tailored support to help neurodivergent employees build confidence, enhance performance, and navigate challenges effectively,” she said.
Other tips include regularly asking employees how they work best; what they need to thrive; streamlined accommodations to implement a transparent; efficient process for workplace adjustments to build trust; and encourage open conversations.
Also investigate assigning a buddy to help navigate workplace expectations and everyday queries and implementing mentorship programs where neurodivergent employees receive career guidance from experienced colleagues.
“It’s time we move beyond traditional, non-inclusive recruitment methods to remove the barriers that exclude 20 per cent of your candidates,” said Little. “Adopt practices that allow candidates to showcase their skills through alternative assessment formats, such as skills-based hiring, such as practical work trials or portfolio assessments.”
Also provide structured, clear interview questions provided in advance, as well as training and awareness for the people and culture teams will allow the neuro-inclusion hiring practices to be included in all pathways into employment.
Employers can also establish or support current Employee Resource Groups (ERGs) to amplify neurodivergent voices to provide feedback and advice from lived experience.
Using this feedback and data to also make evidence-informed decisions for improvements and progress towards neuro-inclusion.
“Belonging and inclusion is cultivated when we empower neurodivergent voices and listen to their insights to inform decision-making processes,” said Little. “Organisations can establish feedback channels for neurodivergent employees to share experiences and suggest improvements.”
