17 March – 23 March is Neurodiversity Celebration Week (NCW), a worldwide initiative to challenge the misconceptions of neurological differences. Following on from last year’s NCW webinar, co-leads Amanda Rogers, Patty Brady, and Dianndra Roberts give an update on neurodiversity in the workplace.

Understanding Neurodiversity and Neuroinclusion

Neurodiversity is the natural variation in human neurological functioning. It includes both neurotypical individuals — whose cognitive processes align with dominant societal norms, i.e., neuronormativity — and neurodivergent individuals, whose neurocognition and/or development may include autism, ADHD, dyslexia, bipolarity, dyspraxia, and many other conditions. Neurodivergence includes neurological and mental health conditions. The concept of neuronormativity refers to societal and systemic standards that often marginalize neurodivergent individuals by privileging neurotypical ways of thinking and working. This can lead to discrimination and exclusion which can ultimately cause trauma and increased stress for neurodivergent individuals.

Approximately 15-20% of the global population is neurodivergent, meaning that one in five people in any given organization may be neurodivergent. Neurodivergent individuals face an unemployment rate as high as 30-40% in the US, three times the rate of people with other disabilities and eight times the rate of neurotypical individuals. Nearly 3% of adults are diagnosed with ADHD, studies show “adults with ADHD are living shorter lives than they should” with reasons such as unmet support and treatment needs. Women and Black, Indigenous, and People of Color (BIPOC) are more likely to be diagnosed later in life or not receive a diagnosis at all and are more likely excluded from research. These statistics do not include those who are currently undiagnosed so the actual rate could be higher. 

Neurodivergent individuals are also likely to experience co-occurring physical and neurological conditions, which can impact their quality of life, wellbeing at work, and accessibility requirements. Organizations that do not actively include and support neurodivergent individuals risk missing out on exceptional talents and undermining employees’ ability to work to their full potential.

Experiences of Neurodivergence in the Workplace

Neurodivergent individuals often face significant challenges in a traditional office environment with inflexible 9-5 working hours, open plan offices, and inherent distractions. Stigma around disclosing neurodivergence can add to a fear of being perceived, which is a common trait for neurodivergent individuals. This can be seen as problematic. Biases and a lack of information can lead to skepticism about neurodivergent employees’ capabilities, overshadowing their skills and qualifications. The pressure to conform to neuronormativity — such as specific social behaviors, sensory expectations, and work styles — can take a toll on mental health and further exacerbate neurodivergent traits. 

Common challenges include masking behaviors, sensory and emotional dysregulation, and difficulties with conventional workplace communication. Masking, or camouflaging neurodivergent traits to fit in is ultimately mentally exhausting and leads to burnout. This does not account for the extended perceptions for those who are further marginalized, for example, by their race or sexuality and where for their own protection, could be already engaging in protective tactics like code-switching. Sensory overload, triggered by bright lights, loud noises, or crowded office spaces, can create unnecessary stress. Emotional dysregulation can look like the employee is overreacting to a situation or otherwise not behaving according to neuronormative standards. Misinterpretations in social interactions, such as differences in tone or facial expressions, can further contribute to professional misunderstandings.We often hear about occupational burnout, but neurodivergent burnout can unfortunately have severe and long-lasting implications. For example, skill regression, chronic fatigue, increased sensitivity, dissociation, and undermined confidence can ultimately cause career disruptions or stagnation. 

Workplace practices that support diverse working styles — discussed later in this post — can build a positive and supportive environment without enforcing neuronormativity. By fostering an inclusive environment that values different ways of thinking, organizations can drive innovation, enhance problem-solving, and improve overall team performance. 

Addressing Diversity, Equity, Inclusivity and Accessibility in the Workplace

Neurodivergence intersects with other aspects of identity, such as race, gender, sexuality, and socioeconomic background. The curb-cut effect theory suggests that accommodations designed for one group can benefit everyone. For example, implementing clear communication practices for neurodivergent employees, such as using bullet points or calls to action at the top of an email, can improve overall workplace transparency.

However, a one-size-fits-all approach to inclusivity can be ineffective. Organizations should offer personalized accommodations to address the diverse needs of employees. It is also worth noting that some neurodivergent individuals identify their neurodivergence as a disability or have a documented disability. Disability is a protected characteristic in many countries including the UK; accommodations made as an outcome of an occupational health review, should be met. Some employees may fear that workplace accommodations create perceptions of special treatment, highlighting the need for comprehensive inclusivity education to foster a culture of equity. Despite progress, challenges remain in achieving workplace inclusivity, and ongoing efforts are essential.

Supporting Neurodivergent Colleagues at Work

How Organizations Can Support Neurodivergent Employees

• Inclusive policies: Implement company-wide policies that support neurodiversity, such as flexible-working and clear communication protocols.
• Top-down advocacy: Leadership should actively promote neuroinclusion across the organization.
• Accessible hiring practices: Offer interview questions in advance and provide multiple interview formats (e.g., video, phone, or written responses) to accommodate diverse communication styles.
• Manager training: Provide managers with the knowledge and skills to recognize neurodivergent colleagues strengths and support needs, leading to greater job satisfaction and retention.
• Employee Resource Groups (ERGs): Encourage the formation and development of ERGs to foster peer support and advocacy in the workplace including policy considerations and staff activities
• Reasonable accommodations: In many countries throughout North America and Europe there are regulations such as the Americans with Disabilities Act (ADA) and the Equality Act which requires employers provide reasonable accommodations.-These can include noise-canceling headphones, flexible schedules, and structured feedback processes.

How Managers Can Support Neurodivergent Employees

• Empathy and understanding: Supportive and compassionate managers are invaluable to neurodivergent employees.
• Reduce masking pressures: Acknowledge that masking is exhausting and create environments where masking is not a requirement. 
• Support without requiring diagnosis: Employees should not need an official diagnosis to receive accommodations, being neuroaffirming is to work with and support those with neurodivergent traits. In some instances a formal diagnosis is not needed to receive support – in the UK support through Access to Work does not require a formal diagnosis.
• Inclusive leadership development: Promote managers based on their ability to foster inclusive environments, not just tenure or adherence to neurotypical norms.
• Encourage diverse communication styles: Ask employees about their preferred communication and working styles.

How Colleagues Can Support Neurodivergent Peers

• Build supportive networks: Neurodivergent colleagues might find support via an ERG, to support your neurodivergent colleagues you can better understand their needs, ask how you can help them during times of overstimulation, speak up during times of inaccessibility e.g. loud meetings
• Leverage complementary strengths: Collaborate in ways that play to individual strengths.
• Encourage self-advocacy: Many neurodivergent employees struggle to identify their needs. Support them in finding accommodations that work for them – some accommodations will require trial and error, and some might only work short-term.
• Continuously learn: Educate yourself on neurodiversity and neurodivergence to reduce stigma, keep updated on social and policy changes.

Beware Exploitation of Neurodivergence

Neurodivergent employees are often praised for their strengths — such as attention to detail, problem-solving, and deep focus. Research also suggests that neurodiverse teams can be up to 30% more productive, highlighting the significant benefits of embracing diverse cognitive perspectives in the workplace. However, these traits can be and are often exploited, to the detriment of the employees whether this is done intentionally or not. Employers may over-rely on their dedication without considering workload balance or mental health. Neurodivergent employees, especially autistic individuals, may struggle with setting boundaries and are more often literal thinkers. This combination can often lead to burnout, for example as prioritizing tasks can be difficult in a fast-paced or chaotic work environment or with a gradually increased workload due to agreeing to tasks or projects when asked “can you do this?”. By logic and literal thinking the answer is yes, however the better question or consideration is whether the neurodivergent individual has the capacity for the additional work – which in reality they might not. Recognizing and mitigating this exploitation is essential for fostering a sustainable and inclusive workplace.

Learning Resources and Self-Advocacy

Learning about neurodiversity and the complexities of neurodivergence is important for both neurodivergent and neurotypical individuals. For neurotypical employees, continuous education fosters empathy, reduces biases, and creates a more inclusive workplace where everyone can thrive and be valued for who they are. Understanding neurodiversity helps break down stigma created by neuronormative systems, enabling neurodivergent colleagues to feel more comfortable advocating for themselves and their needs in the workplace. 

The following resources provide valuable insights into supporting neurodiversity in the workplace:

• 2025 Comprehensive Guide to Making Your Organization Neuroinclusive
• Neurodiversity Hub
• Employer Assistance and Resource Network on Disability Inclusion (EARN) – US-based resource
• Neurodiversity Network
• Every Mind at Work
• Job Accommodation Network (JAN) – US resource
• Resources — Lived Experience Educator
• Home – Enna
• Book – The Neurodiverse Workplace
• Book – We’re all Neurodiverse
• ACAS – Neurodiversity at Work – UK-based resource
• Book – How to Be You
• 2025 Events Schedule | Neurodiversity Celebration Week — register for free online events this week

Inclusivity is not just about compliance — it’s about fostering innovation, belonging, and long-term success. It’s about creating a space where people feel that they belong. By acknowledging neurodiversity and implementing thoughtful workplace practices, organizations can create environments where all employees thrive.