Around one in seven people in the UK are neurodivergent, according to NHS Employers. Despite neurodiversity being increasingly recognised as a critical aspect of workplace inclusion, many organisations are still designed to cater to ‘neurotypical’ behaviours, ways of thinking and working. In fact, 37% of managers report having had no neurodiversity training, with half of managers admitting they would feel uncomfortable hiring a neurodivergent person.
For many organisations, neurodiversity is acknowledged but not yet considered in inclusive practices, posing a critical question for organisations: are we designing systems for difference, or expecting individuals to adapt to systems that were never designed for them?
Supporting neurodivergent employees should not depend on an official diagnosis, as many neurodivergent people in the workplace are undiagnosed. For example, it is estimated that up to 72% of autistic people do not have an official diagnosis. Rather than relying on GP records, a fairer way to support neurodivergent employees is to focus on individual support, removing barriers and making necessary adjustments. This approach should be built into all initiatives, shifting towards embedding inclusion by design, so that inclusion is proactive rather than reactive.
When considering the barriers to supporting neurodivergent talent, employers still cite cost as one of the biggest factors, according to a 2025 City & Guilds report. However, the report suggests that practical support for neurodivergent employees – such as flexible working, improved communication and supportive attitudes – are mostly free or low‑cost, making budget concerns largely misdirected. In reality, the most stubborn hurdle is rarely cost; it’s awareness, bias and capability.
As a result of bias, discrimination and lack of understanding, neurodivergent employees can face unnecessary barriers to performance, progression and wellbeing, limiting both individual growth and organisational success. In fact, the CIPD reports that around 20% of neurodivergent employees have experienced harassment or discrimination at work because of their neurodivergence, which discourages disclosure. 32% of employees choose not to disclose their neurodivergence, citing fear of discrimination and negative impact on career progression, lack of support in previous settings, and stigma or others’ misunderstanding of neurodiversity.
This challenge is reflected in popular culture. For example, Mattel’s 2026 launch of its first ‘Autistic Barbie’ – as part of its growing Barbie Diversity Range – has sparked polarising conversations around the representation of autism. While some have praised Mattel for progressing towards inclusion, others feel it perpetuates stereotypes, presenting autistic people as a monolith. The doll features flexible elbow and wrist joints to allow stimming and hand flapping; its eye gaze is shifted to the side to reflect how some autistic people prefer to avoid direct eye contact, and it wears loose-fitting clothing to reduce fabric-to-skin contact.
FAIRER DEI Consultant Alice MacDonald responds to the polarising views: “This example represents a challenge a lot of organisations face when implementing inclusion initiatives for neurodivergent people – making sure you aren't oversimplifying or saying there is 'one way' to be neurodivergent, or that everyone will want or feel the same thing, or have the same reaction to initiatives.” As such, workplace initiatives must recognise that neurodivergent employees have diverse and unique needs, perspectives and feelings.
Only one in three organisations have neuro-inclusion goals and strategies in place, but the case for promoting neurodiversity in the workplace cannot be denied. In a CIPD report, employers that took steps to become more neuro-inclusive saw a 63% increase in employee wellbeing, 60% greater comfort discussing neurodiversity, and 59% increased appreciation of different thinking styles. Over half also reported positive shifts in organisational culture, indicating the benefit of neuro-inclusion on people, performance and organisational effectiveness.
Proactive workplaces are moving away from compliance and accommodation, towards being neuro-inclusive by design. MD of FAIRER Consulting Dan Robertson says: “We’ve helped our clients promote inclusion around disability and neurodiversity. For example, we partnered with Volkswagen Group UK to audit and redesign its recruitment and leadership approach, embedding neurodiversity training and inclusive practices that improved accessibility and helped create a more supportive environment for neurodivergent talent.”
When employees do not feel psychologically safe enough to disclose, businesses lose the opportunity to provide support, leaving individuals to navigate systems that simply do not work for them. When organisations shift from compliant adjustments to proactive redesign, they begin to unlock the full value of neurodiversity.
Neurodivergent employees often experience poorer wellbeing at work when they feel unsupported, misunderstood or discriminated against. A report from Birkbeck University of London shows that 78% of neurodivergent employees feel overwhelmed at work, highlighting a lack of quality support, workplace adjustments and employee training.
Furthermore, the CIPD found that only 37% of neurodivergent employees feel their organisation provides meaningful support, with 33% saying their experience at work as a neurodivergent employee negatively impacted their wellbeing. Neurodivergent employees are also more likely to feel exhausted, feel under excessive pressure, and feel lonelier at work compared to neurotypical employees, underscoring the need for adequate support.
Neurodiversity is already protected under the Equality Act 2010. Employers are legally bound to avoid discrimination and make reasonable adjustments for employees with disabilities – which includes many neurodivergent conditions, including ADHD, autism and dyslexia.
Despite these protections, a recent review highlights why organisations need to move beyond legal compliance alone. The 2025 Keep Britain Working Review notes a workplace “culture of fear”, which “creates distance between people and discourages safe and early disclosure, constructive conversations and support” for employees with disabilities. Such workplace cultures can directly affect neurodivergent employees who may be hesitant to request adjustments or openly disclose their needs.
Importantly, the report calls for employers to encourage safe and early conversations about health issues, make reasonable adjustments, and offer flexibility for treatment and phased returns. These shifts place responsibility on organisations to create inclusive conditions, rather than relying on individuals to adjust. The key message is that legal compliance alone isn’t enough to keep neurodivergent employees supported, engaged and productive, unlocking their full potential.
Real-world examples like TUI demonstrate the benefits of embedding neuro-inclusion proactively. Explore our Friend of FAIRER interview with Joanne Sime, Head of Global Inclusion, Wellbeing & Culture at TUI, who shares how the organisation is advancing neuro-inclusion across its workforce for its employees and customers. After all, creating a neuro-inclusive workplace benefits both business and employees’ wellbeing, satisfaction and productivity.
Learn the tools to actively promote inclusion in your workplace for all employees, embracing and encouraging all ways of thinking and working. Our conscious inclusion training provides strategies to challenge bias, embed equity and promote fairness for everyone. Alternatively, if you would like to discuss your inclusion project with one of our consultants, get in touch for a complimentary call.