A manager and DEI expert shares his advice for ensuring an inclusive separation process for neurodivergent employees.

Exiting a workplace is never easy – whether you’re an employee departing voluntarily, a manager saying goodbye or a colleague staying behind. However, employee turnover is an inevitable part of the workforce cycle and every organisation must learn to navigate it effectively.

Recent insights from AHRI’s Quarterly Australian Work Outlook March 2025 revealed that, as of December 2024, the average employee turnover rate was 16 per cent. While turnover rates vary across industries and economic conditions, one thing remains constant: how organisations manage employee departures significantly impacts their culture and reputation.

For neurodivergent employees, transitions – whether between tasks or roles – can be particularly challenging. Managing departures with structure and empathy can minimise stress, reinforce an organisation’s commitment to inclusivity and leave a positive impression long after an employee has moved on.

Inclusive separation practices

Regardless of industry or external market forces, organisations have an opportunity to create a more inclusive and supportive separation experience for neurodivergent employees.  Separation typically falls into two categories:

Voluntary separation: when an employee resigns to pursue another opportunity, relocate or retire.

Involuntary separation: when employment is terminated due to performance concerns or redundancy.

Both scenarios require careful handling, particularly for neurodivergent employees, to ensure fairness, respect and minimal distress.

My experience has shown that structured, transparent and empathetic approaches can make a significant difference. 

Read more from Aron Mercer on lessons from hiring a neurodivergent team

In a previous article, I stressed the importance of clear communication and transparent processes in neuro-inclusive recruitment. These same principles also apply when  neurodivergent employees exit your business.

While an inclusive and structured separation process for all employees is considered best practice, some employers may not have considered the extreme emotional responses that some neurodivergent employees can experience. 

Here’s a high-level view of how to facilitate an inclusive and structured voluntary separation process:

• Clear communication: Schedule a conversation – or exit interview – to understand the employee’s reasons for leaving and gather feedback. This can provide valuable insights for improving workplace practices and retaining future talent, especially if a neurodivergent employee is leaving due to feeling unsupported in a specific area. This is something you can improve on to retain future talent and create a more neuro-inclusive environment in the future.
• Structured information: Outline the resignation process clearly, including key timelines and next steps. A clear structured process reduces anxiety associated with transitions and helps the employee feel more in control. If your organisation doesn’t have a formal process documented, now is a great time to create one – your neurodivergent and neurotypical employees will benefit alike.
• Explicit expectations: Ambiguity can increase anxiety. Be transparent about what is expected throughout the exit process, providing written step-by-step guidance. This could include details such as when they can expect their final pay to come through or how and when to return equipment, such as a laptop or security pass. 
• Career transition support: Consider offering resources such as job placement services or referrals to recruitment agencies, particularly if the employee is leaving without a confirmed role. Supporting their next career step demonstrates a commitment to their success, which will be noticed by remaining employees.
• Emotional and mental health support: Beyond standard policies, providing access to mental health resources can ease the emotional strain of transition. Even voluntary departures can be stressful; additional support is always beneficial. 
• Inclusive ways to acknowledge a departure: Don’t assume that every departing employee values a farewell event or public acknowledgement. For some neurodivergent individuals, social gatherings can be confusing and stressful. Offer alternative ways to acknowledge their contributions and departure, such as an online gaming event.

Understanding rejection sensitivity dysphoria

Before discussing involuntary separation, it’s important to acknowledge that some neurodivergent employees may experience Rejection Sensitivity Dysphoria (RSD) – a condition frequently reported by ADHD and autistic individuals.

RSD is an extreme emotional response triggered by perceived rejection or criticism, often resulting in intense distress. Many neurodivergent individuals report having a very critical inner voice. When they receive external criticism or rejection, it can feel as if their inner critic was right all along.

While it’s an under-researched and not formally recognised medical diagnosis, many neurodivergent individuals report experiencing it. Most workplaces won’t know if their employees have RSD –the individuals themselves may not even be aware.  

HR can support organisations by handling difficult conversations with empathy, patience and fairness, as well as being able to recognise the signs of RSD. These can include:

• Extreme and sudden emotional outbursts 
• Negative self-talk and thoughts of self-harm
• Withdrawal from social situations

Note: It’s advisable that you consult an external mental health expert if an employee is displaying any of these behaviours.

Performance-related separation

When an employee’s performance is not meeting expectations, separation should always be a last resort. Employers should take proactive steps to support neurodivergent employees via a performance improvement process before making termination decisions, as is the case for neurotypical employees.

As part of this improvement process, consider:

• Transparent communication: Clearly document and communicate performance concerns, well in advance of termination. Provide ongoing, constructive feedback and explicit expectations on performance. Avoid waiting for an annual review to address issues.
• Supportive measures: Where possible, offer adjustments such as additional training, alternative workflows or sensory accommodations to help employees meet expectations. Ask the employee if there is anything else they need to meet expectations, such as flexible working arrangements. 
• Compassionate delivery: If termination is unavoidable, ensure the conversation happens in a private and respectful setting. Clearly explain the decision, offer constructive feedback and provide guidance for future roles. Pay attention to the employee’s reaction, acknowledging the possibility that they may experience RSD. 
• Written confirmation: Follow up the meeting with written communication outlining the decision, timeline and any entitlements. This ensures the employee is 100 per cent clear on the reasons for termination, as they may not have absorbed all the details in the moment.

Read HRM’s article on what to do before, during, and after a redundancy

Redundancy-related separation

Managing redundancies is one of HR’s most complex and emotionally charged responsibilities. Beyond fulfilling legal obligations, HR practitioners must approach redundancies with sensitivity and respect to mitigate distress.

This should include a:

• Clear rationale: Provide a clear explanation of the business reasons for redundancy to help the employee understand the situation, including the big-picture reasons wherever possible. The more information and context you can share, the better. 
• Fair compensation and support: Ensure redundancy packages comply with legislation and consider offering career transition assistance.
• Structured communication: Conduct one-on-one meetings to inform affected employees, ensuring transparency and an open space for questions. Follow up with written confirmation of key details and next steps. 
• Emotional and mental health support: If possible, consider going beyond legislative requirements by offering mental health resources. Redundancy is an emotionally stressful experience, particularly for neurodivergent employees who often struggle with change. Offering additional support can ease the transition.

Demonstrating inclusive leadership

Separation, either voluntary or involuntary, is a time of change and can be stressful for the individual who is leaving, their manager and the employees who remain. Handling the separation process for neurodivergent employees with a deep understanding of their unique needs can limit stress and ensure a respectful and professional exit process. This not only benefits the departing employee, but also reinforces a workplace’s commitment to inclusive and compassionate leadership which will be remembered long after an employee leaves.

By adopting clear communication, structured processes and compassionate leadership, organisations can ensure that neurodivergent employees exit with dignity and confidence.  These practices benefit everyone – creating a workplace culture that prioritises fairness, respect and compassion.

Elements of this article have come from an excerpt from ‘Untapped Talent, A Practical Guide for Hiring and Retaining Neurodivergent Staff ‘ published by Lived Places Publishing (U.S) in 2024. It has been republished with permission.

Hear more from Aron Mercer about neuro-inclusivity by listening to this episode of AHRI’s podcast, Let’s Take This Offline. Listen below or access via Spotify, Soundcloud or Apple Podcasts.