Inclusion in the workplace has evolved—but not fast enough. While more employers are beginning to acknowledge neurodiversity, too many still view it as a corporate buzzword or an awareness campaign confined to one month of the year. But neurodiversity isn’t a trend. It’s a transformative talent strategy.
Neurodivergent individuals—including those with autism, ADHD, dyslexia, dyspraxia and Tourette’s—bring unique strengths to the workplace: creativity, attention to detail, systems thinking, and problem-solving, to name a few. Yet, they remain vastly underrepresented across UK employment.
The Employment Gap
According to the Office for National Statistics (ONS), just 29% of autistic adults are in employment, compared to 53% of disabled people and 82% of the general population. These figures reflect not a lack of talent, but a lack of inclusive systems.
Many neurodivergent individuals struggle with traditional recruitment processes that prioritise communication style over skill or require rigid formats like time-pressured interviews and psychometric testing. As a result, employers are missing out on exceptional candidates.
The National Autistic Society reports that 77% of unemployed autistic adults want to work but face barriers at every stage of the hiring process.
Shifting from Awareness to Action
Real inclusion means looking at how jobs are advertised, how interviews are conducted, and how support is embedded into workplace culture. It's not enough to simply state a commitment to neurodiversity—organisations must design for it.
That includes offering alternative assessment methods, such as work trials, flexible interviews, or the chance to submit a portfolio. It means involving neurodivergent people in the design of hiring and onboarding processes.
A 2024 CIPD survey found that just 14% of employers provide neurodiversity training to hiring managers—despite rising demand for inclusive practices.
Neuroinclusive by Design
Accommodations shouldn’t be reactive—they should be proactive. This includes flexible working patterns, quiet spaces, clear communication, predictable routines, and accessible tools. Simple adjustments can make a dramatic difference.
Forward-thinking companies like EY, JPMorgan Chase, and GCHQ have launched neurodivergent hiring programmes with tailored support and coaching. These initiatives aren’t charitable—they’re strategic. Retention rates and employee satisfaction soar when workplaces are neuroinclusive.
From Inclusion to Belonging
Beyond policy, culture matters. Neurodivergent employees shouldn’t have to mask their identities to succeed. Creating psychological safety, valuing different working styles, and celebrating cognitive diversity helps everyone thrive—not just neurodivergent people.
As labour market shortages persist, inclusive design is more than an obligation—it’s an opportunity. Employers who embrace neurodiversity won’t just build fairer workplaces. They’ll build smarter, more agile teams equipped for the complexity of today’s world.