What is neurodiversity?
By definition, we are all neurodiverse. This is because no two brains are the same. Neurodiversity, sometimes also called ‘neurodivergence’, refers to natural differences in the ways that people perceive and interact with the world. The idea is that there is no one ‘correct’ way for the brain to work, and we should embrace cognitive differences as a natural part of human diversity.
Most people are ‘neurotypical’, which simply means that they think, behave and process information in the way that society considers typical or standard. Neurodivergent individuals have brains that diverge from this typical way of functioning. People who fall into this category could have any of the following conditions:
- autism spectrum disorder (ASD): a developmental disability that affects social interaction, communication, learning and behaviour
- attention deficit hyperactivity disorder (ADHD): people with ADHD have trouble paying attention, controlling impulsive behaviours, and they may be overly active
- dyscalculia: a learning disability in mathematics. People with dyscalculia often have difficulty understanding numbers and mathematical concepts
- dysgraphia: a neurological condition involving difficulty turning thoughts into written language and problems with fine motor skills.
- dyslexia: a learning disability characterised by difficulty with word recognition and spelling
- dyspraxia: also called developmental coordination disorder, dyspraxia is a learning disability associated with difficulty performing fine motor skills and issues with coordination
- Tourette syndrome: a condition of the nervous system that causes people to repeatedly exhibit sudden twitches, movements or sounds known as ‘tics’.
The benefits of neurodiversity for employers
The benefits of embracing neurodiversity in the workplace are similar to the benefits of embracing diversity more generally, but more direct. Here is a breakdown of the advantages of hiring neurodiverse individuals.
Larger talent pool
As a large, untapped talent pool, neurodivergent individuals can help organisations to fill skills shortages. Many are highly qualified and highly intelligent yet struggle to find employment. Harnessing the unique perspectives and abilities of these individuals can give your organisation a competitive advantage. Choosing to tap into this talent pool may mean considering a targeted and neurodivergent friendly recruitment strategy.
More creativity and innovation
Solving problems and responding to the complex challenges that organisations face in today’s competitive landscape requires fresh thinking. That’s precisely where many neurodiverse employees excel. The brains of neurodiverse individuals are wired differently, which means that they often see things in a unique way. They can bring fresh perspectives into an organisation in which everyone has been looking in the same direction.
ADHD, for example, is commonly associated with creative abilities. This may be because people with ADHD often have wandering minds, drifting from one thought to another, which can lead to new and creative ideas.
Unique abilities
While not every neurodivergent individual is necessarily ‘gifted’ in the traditional sense, they often excel in certain areas. For instance, people with ASD often have higher than average abilities on tasks that require attention to detail, pattern recognition and repetition. Organisations can leverage these strengths by employing individuals with ASD in roles where they can thrive, such as security, data analysis and testing.
People with dyspraxia are often highly empathic with strong active listening, problem-solving and strategic thinking skills. They are well suited to jobs in areas that leverage these skills, such as coaching, the creative arts, business development and leadership.
Higher employee retention
The unemployment rate among neurodivergent people is considerably higher than average. This is due to a range of factors, including ongoing discrimination from some employers, a general lack of supportive workplaces, and recruitment processes that give preference to neurotypical abilities. It therefore isn’t surprising that neurodivergent employees tend to be highly loyal when they find an employer who supports their unique needs. So, promoting neurodiversity in the workplace can help to boost your employee retention rates.
Higher productivity
Some neurodivergent individuals have strong attention to detail and can sustain intense focus for long periods of time. They are generally adept at tasks requiring precision, accuracy and a meticulous approach. Organisations can therefore yield significant productivity gains when these individuals use their abilities in roles that involve meticulousness, data analysis or quality control.
Enhanced company culture
Embracing neurodiversity in the workplace is part of creating an inclusive and accepting company culture. It lets your employees know that you value, respect and celebrate their differences. This can have a positive impact on employee satisfaction, engagement and, ultimately, help you to attract and retain top talent.
How to promote neurodiversity in the workplace
Becoming a neurodiverse employer may mean making some changes, particularly to your recruitment strategies. Here are some considerations about fostering neurodiversity in the workplace.
Hiring practices and candidate experiences
Many organisations reflect on how their recruitment processes may align more naturally with traits commonly associated with neurotypical candidates, such as strong conversational ease, conventional social cues or certain styles of teamwork. This alignment can influence how neurodivergent applicants are perceived during selection.
For instance, autistic candidates are often described as approaching interviews differently from traditional expectations: some may limit eye contact, provide highly detailed responses or speak candidly about their challenges. These tendencies can affect how their suitability is assessed, even when they may have strong capabilities relevant to the role.
Consider possible unintentional barriers in existing processes. Approaches like offering applicants clearer information about interview logistics or supporting recruiters with broader awareness of neurodivergent communication styles are taken by some organisations.
Workplace adjustments and support
Workplaces often explore different ways to create environments where neurodivergent employees can participate comfortably. Many of the adjustments discussed in this context are relatively small and do not necessarily require major organisational change. For example, some organisations note that reducing background noise or adjusting lighting levels may be helpful for individuals with sensory sensitivities, including some people on the autism spectrum. Others find that employees with ADHD may benefit from structures such as shorter task segments or opportunities to work in focused intervals.
Examples of workplace support may include pairing an employee with a colleague who is familiar with neurodivergent working styles, scheduling periodic check-ins to understand how someone is settling into their role, or offering additional training resources.
Awareness initiatives
Many organisations explore ways to build broader understanding of neurodiversity among their staff. One possible approach is offering awareness sessions, sometimes introduced during onboarding, so new employees are exposed early to information about differing cognitive styles and experiences.
These sessions often cover the concept of neurodiversity in general terms and may outline the variety of forms it can take. Some organisations later expand on this foundation with more detailed discussions about how neurodiversity may relate to workplace dynamics or day-to-day interactions. Examples of topics that are sometimes included range from general inclusion principles to reflections on the kinds of support that different employees might find helpful.
Neurodiversity policies
Some organisations choose to develop internal documents that outline their general approach to neurodiversity in the workplace. These documents are often intended to promote consistency and provide a reference point if questions about behaviour or inclusion arise.
Examples of what organisations sometimes include in such documents vary. Some outline broad aspirations related to workforce representation, while others track progress through long-term metrics or reporting frameworks. In some workplaces, policies are informed by feedback from employees who identify as neurodivergent, with the aim of reflecting a range of perspectives.
