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Neurodiverse workplaces
Many organisations are recognising the strengths of purposefully employing neurodivergent individuals.
They can have a transformative impact on business, benefitting the company with unique perspectives.
Every neurodivergent person is unique, and we should avoid stereotypes. However, employers are beginning to recognise the value that neurodivergent employees bring to the workforce and the benefits of supporting them.
Particular strengths may include:
Exceptional attention to detail, with the ability to spot patterns, anomalies, and trends quickly.
Deep focus and determination to see tasks through to completion.
A capacity to see the bigger picture, understand wider contexts, and innovate.
Strong logical thinking and objective decision-making skills.
Employer champions
Government Communications Headquarters (GCHQ), the UK’s intelligence, cyber, and security agency, and other UK intelligence services
GCHQ actively recruit people with dyslexia. They value strengths that include pattern recognition, analysing big data, identifying complex patterns and finding new solutions to novel and challenging problems.
“We have 100 years of keeping the country safe. When I look at the things ordinary people have done that have ended up with extraordinary outcomes, then I can see people who think differently, and I can see dyslexics in every one of those from 1919 through to the present day.”
Jeremy Fleming, Director of GCHQ (2017-23)
Rolls-Royce, industrial machine manufacturer
Rolls-Royce is dedicated to becoming one of the most diverse and inclusive organisations in the world. They value the unique strengths and skills of neurodivergent individuals, and their approach to embracing and supporting neurodiversity has resulted in significant improvements in employee productivity and satisfaction.
“As Elon Musk, Emma Watson, Bill Gates, Steve Jobs, Simone Biles and many others have shown, neurodivergent people experience and approach things in a very different way. They approach tasks and problems from new angles, offer more balanced views and apply their strengths and attributes to their role differently. We’ve got to stop thinking about ‘them’ and ‘us’ when it comes to neurodiversity – we need to recognise and celebrate neurodiversity for the wonderful opportunities it presents to us in the workplace and for society at large.”
Ellie Long, Global Head of Emerging Talent of Rolls-Royce
Microsoft Corporation, multinational technology conglomerate
Microsoft focuses on attracting and retaining top neurodivergent talent as part of its strategy to build a dynamic workforce that drives innovation. They recognise that those with cognitive differences, and especially with autism spectrum disorder, bring a raft of unprecedented benefits to business. Among them are superior attention to detail, focus, observation skills, ability to retain facts, and in-depth knowledge in their areas of interest. As a result, many excel in data analytics and software management that support emerging technologies. Bill Gates, co-founder of Microsoft, says he has autism and that he wouldn’t have developed the software without autism and wouldn’t change his brain for anything.
“We are enhancing support for autistic employees, helping them thrive without ‘masking’ their true selves. Our neurodiversity hiring includes flexible schedules, sensory-friendly environments, and neurodiversity training which in turn empowers neurodivergent talent. All they needed was this different, more inclusive process, and once they got into the company, they flourished.”
Neil Barnett, Director of Inclusive Hiring and Accessibility
Creating neuro-inclusive workplaces
To be fully neuro-inclusive, organisations need to look at both recruitment practices and workplace culture. This ensures they aren’t missing out on highly talented individuals and helps create an environment where neurodivergent staff can thrive.
Neuro-inclusive recruitment
Clear, concise language: Use plain, clear language: Skip jargon and vague phrases like “must be an excellent communicator” unless it’s really needed. Be specific instead, for example, “able to explain technical issues to non-technical colleagues.”
Give structure: Ensure key details like working hours, essential skills, and salary are easy to read and understand.
List only essential criteria: Remove unnecessary requirements. Check that the essential skills listed in your job advert are really a requirement for the role. For example, ‘a good team player’ is often used, but not actually necessary in some more solitary roles.
Simple layout: Avoid complex designs and ensure adverts and job descriptions are clear. Use bullet points and headings so the description is easy to process.
Highlight flexibility: State openly if adjustments (remote work, flexible hours, alternative assessments) are possible.
Time scale: It can be beneficial to let all candidates know how long the application process is likely to take. Keep candidates informed if there are delays. If you don’t respond to every application, it is better to say this at the application stage.
Accessible formats: Ensure online applications can be read by screen readers, don’t force strict time limits, and allow applicants to save progress and return later.
Option to disclose safely: Let candidates share any needs or request adjustments without it affecting their application. Reassure them that you value neurodiversity and have measures in place to help everyone succeed and thrive.
Alternative application methods: Give candidates the option to submit a portfolio, project, or recorded response instead of a written form. Make sure online applications can also be read aloud using text-to-speech tools.
Consider the location: Offer remote or video options if that’s easier, and make sure any in-person space is quiet and calm.
Clear instructions: Provide directions, dress code, and names/roles of interviewers in advance.
Preparation: Provide interview questions (or at least topics) in advance.
Alternative assessments: Include task-based evaluations (e.g., coding test, writing sample, problem-solving exercise).
Transparency: Outline what the process will look like (duration, format, number of interviewers).
Allow processing time: Explain to candidates that they can write notes, have the question repeated, and take time to think before answering without judgment.
Be concise: Ensure the questions are clear and concise. It is helpful to introduce the question, e.g. “this question is about project planning and has two parts to it”. This allows them to adjust their thinking and gives them a little space to prepare.
Reduce reliance on social performance: Focus questions on skills and examples of past work rather than abstract hypotheticals like “How would you fit into our culture?”.
Neuro-inclusive culture
Some neurodivergent people do not see themselves as disabled. However, being neurodivergent will often amount to a disability under the Equality Act 2010.
This law gives rights and protections to disabled employees, such as making reasonable adjustments, not being discriminated against, and being protected from harassment and victimisation.
Providing structured training: Interactive learning helps managers integrate neuro-inclusive practices and handle reasonable adjustments and discrimination risks. Additionally, training can help them understand the unique talents and strengths their neurodivergent staff can bring, as well as the challenges they face.
Neurodiversity policy: Having a neurodiversity policy shows the organisation’s commitment to equality, inclusion and the importance of fostering respectful environments across all facets of life.
Team management: Ensure managers know that disclosure of any condition is confidential, unless the staff member gives permission. Set in regular one-to-one supervision meetings where team members can discuss any support they need, their workload and actions are recorded and reviewed. Encourage collaboration between managers across the organisation to share experiences and approaches without breaking the confidentiality of a staff member.
Raise awareness: Openly celebrate neurodiversity and the strengths and skills a diverse workforce brings. You can use awareness days like Neurodiversity Celebration Week, World Autism Awareness Day, and ADHD Awareness Month, to name a few. Relevant charities may be willing to do an awareness-raising session, aligned with a fundraiser for them.
Sharing stories: Some neurodivergent staff may be willing to write something in your newsletter, do a blog or podcast or present at a team meeting about their condition.
Staff awareness training: Training should include information on what neurodivergence is, how it impacts individuals, and how it may impact their work. It should also educate staff on appropriate language when referring to neurodivergent individuals.
Create a staff neurodiverse network: employee-led groups promoting an inclusive culture by fostering peer support, sharing resources, stories, advocating for change, and raising awareness among staff. Establishing a safe space that allows open conversations so that everyone can feel comfortable talking about their needs openly.
Find advice and sources of support for specific neurotypes.
Learn more about how to have a conversation with someone at risk of suicide.