03/02/2026
A question I encourage all HR, WHS, and executive leaders to ask is “who does your work actually work for?”
❓Which employees can prioritise, focus, and recover within current role design and workload expectations❓
❓Which teams can operate without sustained cognitive overload, friction, or hidden risk❓
❓And who may be carrying increased psychosocial risk because of how work is structured, not because of performance issues❓
When systems are designed around a narrow range of cognitive functioning styles the issue is not capability or effort. It is about work design and unmanaged risk exposure.
Under Australian WHS legislation, employers have the primary duty of care, so far as reasonably practicable to identify, assess, and control risks to the health and safety of their workers.
This includes psychological health. For workers with ADHD and other neurodivergent profiles, poorly designed work systems can increase fatigue, error rates, decision overload, and burnout, often without being recognised as a WHS issue.
For HR, WHS, and executive leaders, this is a governance issue.
Neurodiversity awareness training that is tailored to the employer’s unique needs, supports better risk identification, safer work design, and stronger compliance with psychosocial hazard obligations.
When risk is addressed at a systems level everybody wins.
Get in touch if you want to learn more about our tailored neurodiversity training courses for employer and neurodiversity coaching for employees\
Learn more here 👉 https://neurodiversesafework.com.au/designing-work-that-actually-works/