Purpose This study explores how organisations can develop sustainable neuroinclusive workplaces by integrating managerial awareness, employee experiences, and the ethical application of emerging technologies. It aims to understand how HR professionals perceive neurodiversity, how these perceptions influence policy implementation, and how artificial intelligence (AI) can be leveraged to promote inclusion. Design/methodology/approach A qualitative research design was adopted using semi-structured interviews with HR professionals from the French IT sector. Thematic analysis was employed to identify recurring patterns in organisational understanding, leadership practices, accommodation strategies, and technological applications. The data were synthesised into eight interrelated themes illustrating the multidimensional nature of neuroinclusion at work. Findings The analysis reveals that neuroinclusion extends beyond compliance to constitute a strategic organisational capability. Effective inclusion is driven by leadership accountability, universal design, ethical AI practices, and a culture of psychological safety. The eight themes – ranging from cognitive diversity as strategic advantage to innovation ecosystems – highlight that neuroinclusion requires systemic change across governance, technology, and human capital processes. Practical implications The findings present a framework enabling managers to operationalise neuroinclusion through measurable leadership KPIs, co-design governance, and ethical AI implementation. They also outline actionable strategies for key organisational actors to embed neurodiversity principles into leadership development, talent management, and innovation practices, fostering sustained inclusion and organisational excellence. Originality/value This study uniquely bridges managerial perspectives, employee well-being, and ethical technology use to construct a holistic neuroinclusion model. It offers an empirically grounded foundation for reimagining neurodiversity as both a moral imperative and a source of strategic innovation.
Vikas Arya (Thu,) studied this question.