Neurodiversity from the HR Directors seat
HR Directors own the operational machinery of neuroinclusion — policy, employee relations, adjustments, capability, HRBP practice and the day-to-day interaction between the HR service centre and the line. In enterprise-scale organisations, that machinery is where most neurodiversity programmes quietly fail. Adjustments processes that drown the service centre; awareness training that produces vocabulary but not capability; policy that reads well but does not translate to manager behaviour; ER exposure that grows even as the EDI slide deck improves.
Wayne's work with HR Directors is built around that operational reality. Engagements cover policy framework and adjustments operating-model design, manager enablement at scale rather than one-off training, reasonable-adjustment practice treated as performance tooling rather than compliance theatre, HRBP support in the highest-risk business units, and workforce-data segmentation that shows the HRD exactly where the organisation is losing people. Legal exposure, tribunal risk and Employment Rights Bill developments are all held in view.
Partnership with the in-house ER, HRBP and L&D populations is the default operating mode. Wayne provides specialist neurodiversity depth, external credibility with function heads and ExCo, and capacity for policy drafting, operating-model design and capability rollout at a scale most in-house HR functions cannot resource internally. The outcome is retention data the CHRO can take to ExCo, an adjustments operating model that runs cleanly at scale, and a materially reduced ER and tribunal exposure across the group.