A review tells you what in the work is causing harm. A Design Partnership is senior advice alongside you as you make the changes that fix it.
These changes benefit every employee, not just one brain type. Clearer expectations, feedback anyone can use, work paced for real bodies. Because neurotype exclusion sits inside the hazards you already have to manage, redesigning it improves the conditions everyone works in.
What a partnership brings that a general advisory does not: neurotype exclusion, named as a hazard and found at the system level. It sits upstream of the hazards you already look for, and it is the one nobody else in the room is looking for.
What a Partnership Involves
Twelve months, and about two and a half days a month kept for you. Thirty days across the year.
Some of that is fixed. Most of it you direct, because what a redesign needs in month three is not what it needs in month nine.
Always Included
- A monthly advisory session Ninety minutes with the people carrying the redesign, usually safety, people and operations leaders together.
- Quarterly progress notes A short written note each quarter on what moved, what did not, and what is now most likely to stall the redesign.
- Two review points A formal review at month six, and a closing review and handover at month twelve.
Drawn from Your Monthly Hours, and You Choose the Mix
- Work-design input as decisions come up Rather than after they are made. New system, new roster, office move, restructure, a policy your team has drafted: the questions get asked while the answer can still change.
- Manager capability Two to four sessions across the year rather than one event at the start.
- Document and process review Comment on how a draft or an existing process affects work design.
Separate Engagements, at Partner Rates
- Reviews and full training programs A Psychosocial Risk Review, a Neuro-Equal Sensory Review, or a full Manager Training series are scoped and priced separately. Partners pay a reduced rate.
Who It Suits
Organisations that have already had a Psychosocial Risk Review and want to act on it properly.
Environments where the emotional demand is high and the systems are complex: claims and injury management, regulatory teams, contact centres and large customer operations, health and disability services, transport and safety-critical work.
These are the settings where poor fit costs the most, in claims, in turnover, and in people.
Why It Is Ongoing Rather Than a Project
Psychosocial risk is a continuing duty. Hazards are identified, controls are put in place, and then both have to be reviewed as the work changes. A one-off report cannot do the reviewing.
Redesign also sits at the top of the hierarchy of controls, which is where the effect lasts, but it is slower than training. It needs someone still in the room in month nine.
How It Starts
Most partnerships begin after a Psychosocial Risk Review, so the first year starts from findings rather than assumptions.
If you already hold your own psychosocial risk information and want to move straight to redesign, say so in the conversation.
A small number of partnerships run at any one time. Thirty days a year is a real commitment and it is not scalable, which is the point.
Scoped to the size and complexity of the organisation.
Twelve months with someone in the room who is looking for the hazard nobody else is.
