Neurodivergence at Work & What Employers Should Know

Along with all other buzzwords that have made their way into corporate life, sparking interesting conversations about the future of work, ‘neurodivergence’ has now become a hot topic of discussion, circulating online and amongst working professionals.

It’s no secret that organisations with a diverse workforce, from different backgrounds, genders, ages and so on, tend to be more successful, fostering innovative thinking, and offering a more well-rounded and informed approach to the way they operate. 

However, while traditional discussions around diversity have mainly focused on visible, readily seen differences, neurodivergence introduces a new, more subtle dimension that further strengthens the case for a diverse workforce. 

In this blog, we dive into what neurodivergence is and its impact on the world of work, while highlighting what employers should know about managing a neurodiverse workforce.

What is Neurodivergence? 

Firstly, to understand neurodiversity and its significance in the workplace, it’s important to understand its definition. 

‘Neurodiversity’ is a relatively new term, coined in 1997 by Australian sociologist, Judy Singer, used to recognise the concept that people’s brains work and develop in unique ways. 

Essentially, neurodiversity describes the natural variation in human brain functioning amongst those with clear neurological differences compared to those with ‘typical’ brain functioning more consistent with dominant societal standards, otherwise known as ‘neurotypical’.

However, with these terms in mind, it’s important to remember that no two brains are exactly alike. We all experience and process things differently, so there truly is no real definition of a ‘normal’ brain, but rather a spectrum that we all fall under between the two. 

While most of us are neurotypical, which means we think, behave and process information in a way that’s considered ‘typical’, around 15% to 20% of the global population is neurodiverse. Those considered to be neurodiverse include individuals with a wide range of conditions, such as: 

• Autism: a spectrum condition which affects how people communicate and interact with the world
• Attention Deficit Hyperactivity Disorder (ADHD): a condition characterised by a pattern of inattention and/or hyperactivity-impulsivity that affects how they behave and think
• Dyscalculia: a persistent difficulty in understanding number and mathematical calculations
• Dysgraphia: a learning disability that affects writing ability and written expression
• Dyslexia: a learning disability that affects an individual’s ability to accurately read and spell
• Dyspraxia: a common disorder that affects movement and coordination, also known as developmental coordination disorder (DCD)
• Tourette Syndrome (TS): a neurological disorder that is often characterised by uncontrolled sudden and repeated movements or vocal sounds called tics.

Employers must prioritise the inclusion of individuals with these kinds of cognitive differences, as currently, neurodivergence is a substantially overlooked area of organisational equality, diversity and inclusion (EDI), which seeks to embrace the different ways people learn, process and communicate.

Why Does Neurodivergence Matter?

Overlooking neurodiversity can lead to many problems for organisations, which can inevitably affect business performance and limit competitive advantage.

According to CIPD’s ‘Neuroinclusion at Work' report 2024, although 80% of employers consider the wellbeing of their people as a critical priority, only 60% say that neuroinclusion is a focus for their organisations.

The report also reveals that only 53% of employees find that their organisation encourages an open and supportive environment where they’re able to talk about neurodiversity, with just 30% of employers offering meaningful support for neurodivergent individuals. 

Nevertheless, by embracing neurodivergence, organisations are now starting to recognise the benefits of being inclusive of alternative thinking styles.

Consider how much more innovative and creative a group of people, who all think and process information differently, can be compared to a group of people with similar backgrounds, perspectives and experiences. 

Recent studies also support this position. Based on research conducted by McKinsey & Company, companies that embrace diverse workforces, including neurodiverse individuals, are 19% more profitable than those that don’t. This means that championing neurodiversity isn’t just a matter of social responsibility, but simply good business sense. 

Additionally, organisations that prioritise neurodiversity are able to explore talent pools that were previously overlooked, in an effort to address the current skills gap in the workplace. 

Studies have found that 66% of large UK businesses struggle to recruit employees with the skills they’re looking for, while it’s also reported that ‘unemployment across the neurodiverse community is disproportionately high at approximately 30% to 40%’. By overlooking a large talent pool, employers are potentially losing out on valuable potential candidates.

Finally, by embracing and encouraging neurodiversity, businesses can further support and meet the needs of neurodiverse individuals already in their workforce. This can help reduce the stress and stigma that neurodiverse employees experience, not only improving their mental health, but also driving increased employee engagement and productivity.

How to Support Neurodivergence in the Workplace

Remember, all teams are neurodiverse by definition, as no two brains are the same. Regardless, there are many ways in which organisations can actively support and promote neurodivergence within their workforce. 

1) Adopt Inclusive Hiring

Oftentimes, hiring managers are looking for a broad level of competencies in areas such as communication skills and emotional intelligence among job candidates. However, these tend to overlook individuals who don’t conform to this standard, and most times end up screening out neurodiverse candidates. 

It’s important to understand that for any neurodiverse individuals, traditional job interviews aren’t necessarily as easy as they are for neurotypical candidates.

For example, autistic people might avoid eye contact, provide overly detailed answers, or even take conversation tangents, while someone who’s dyslexic might prefer to present their work, rather than undergo written assessments.

To this point, it would be worthwhile for organisations to adopt a more flexible and tailored hiring experience, based on candidates’ personal needs. For some, it may be easier to have a phone interview, while for others an in-person interview feels more natural. 

Additionally, other adjustments may include providing the interview questions ahead of the meeting to eliminate added stress for candidates or breaking down one long interview into multiple, shorter ones. 

In these ways, hiring professionals can get the best out of their prospective candidates, and candidates can present the best version of themselves. 

2) Provide Reasonable Adjustments 

Based on the Equality Act 2010, UK employers must make ‘reasonable adjustments’ to support employees with disabilities, to avoid putting them at a disadvantage, compared to non-disabled individuals in their workforce, and are protected against discrimination, harassment and victimisations.

Adjustments are often easy for employers to implement and come at no extra cost to the organisation. Although they may vary depending on individuals’ specific requirements, they usually include:

• Allowing employees to take extra breaks throughout a work day
• Providing dedicated workspaces and desks
• Allowing flexible and hybrid working options
• Providing clear guidelines on goals, processes, meeting agendas and tasks and subsequent touch points
• Reducing sensory stimuli, such as providing quiet areas in offices to work from or allowing the use of noise-cancelling headphones
• Providing assistance technology, which may include time management apps, speech-to-text or text-to-speech software, writing assistants and live-captioning for virtual meetings. 

While these requirements may seem ideal for neurotypical employees too, they’re particularly great for neurodivergent people who can struggle greatly with issues like auditory processing, overstimulation, and staying organised. However, having an employer who understands and works with them to support their needs is incredibly powerful. 

3) Build Awareness and Encourage an Inclusive Culture 

It’s vital for employers to foster an environment of inclusion, building awareness for neurodivergence and encouraging open conversations on the topic. 

Internal campaigns and training programmes on the topic of neurodiversity are excellent ways to raise awareness of the challenges neurodiverse employees are experiencing, as well as highlighting the benefits and significance they bring to the workforce. 

This can then help build trust and a better understanding among colleagues, effectively tackling issues like negative assumptions, discrimination and harmful stereotypes. 

In fact, a recent survey found that 65% of neurodivergent employees flet that disclosing their neurodivergence would result in discrimination from management, while 55% were concerned about stigma from colleagues. 

Many organisations often partner up with government and non-profit organisations, who  are experts in these areas, to help in delivering information, factually and comprehensively. 

It’s essential, therefore, to tackle neurodivergence in the appropriate manner, to avoid neurodiverse individuals feeling dismissed or patronised, while adequately training other employees, and fostering a supportive and inclusive workforce altogether. 

All in all, by embracing neurodivergence in your organisation, you can bring more creativity, inclusion and varied expertise to your workforce.

Enrol today on a 100% online CIPD HR course with DPG and help your organisation embrace neurodivergence.