Have you been hearing the term ‘neurodiversity’ more often lately? You’re probably not alone. It’s a topic that, for good reason, has been gaining momentum in professional industries in recent years – as Associate Anjali Malik and Senior Consultant Ann Robson explore in the latest episode of our podcast, The Bellevue Brief. Their conversation highlights how neurodiversity can be a game changer in the workplace, and why businesses should act now to understand and embrace it.
You can watch and/or listen to their episode here: Bellevue Law | Instagram | Linktree
Defining Neurodiversity
Neurodiversity (sometimes referred to as neurodivergence) may be a term that’s bandied around a lot, but when we use it, what are we actually talking about? As Ann helpfully explains in the podcast:
“All it really means is that your mind might work a little bit differently to what we might call something that’s normal—although what really is normal?”
What indeed!
Ann’s practical definition highlights an important message. When it comes to neurodiversity, one size definitely doesn’t fit all. The word covers a wide spectrum of conditions – from autism to ADHD, and epilepsy to Tourette’s syndrome – some of which are better known than others. Many aspects of neurodiversity aren’t always visible, which can be part of the challenge for neurodivergent people as they navigate the workplace. Masking can add difficulties to existing workloads; considering when and how to disclose conditions can cause increased stress to neurodivergent staff. Employers therefore need to be proactive, not reactive, in making the changes needed to ensure those people are supported at work.
A Story in Numbers
Sadly, this doesn’t always turn out to be the case. Ann and Anjali discuss some startling statistics by way of example, noting that:
- Up to 20% of the UK workforce may be neurodivergent;
- 31% of neurodivergent professionals were diagnosed as adults;
- 83% feel anxious about disclosing their neurodivergence at work; and
- Only 21% of businesses have measures in place to support neurodivergent employees.
Clearly, there is much still to be done in terms of making workplaces neurodiversity friendly.
Why Should Employers Care?
Employers would be wise to pay attention to these figures and take action – to ensure increasing numbers of their employees are supported, of course, but also to minimise the risk of HR issues and even Employment Tribunal claims when things go wrong. Some (although not all) neurodivergent conditions can amount to disabilities under the Equality Act 2010, after all, so any discrimination against neurodivergent workers (including any failure to make reasonable adjustments for them) would be unlawful.
With pre-Employment Tribunal referrals to ACAS’s Early Conciliation service relating to disability discrimination increasing by almost a third between 2023/24 and 2024/25, robust policies and procedures are key, as is adopting inclusive recruitment practices, and ensuring managers are trained in supporting neurodivergent staff.
To focus solely on potential negatives is to miss the point, however. While neurodivergent people can face a number of challenges, Anjali explains that neurodiversity can also be a strength to embrace. In failing to recruit, retain, and/or adequately support neurodivergent staff, employers risk missing out on “creative thinking, attention to detail, and alternative perspectives.” Research has repeatedly borne this out in industry. For example:
- JPMorgan Chase’s Autism at Work initiative saw up to 140% productivity gains in certain roles; and
- According to the Harvard Business Review, Hewlett Packard Enterprises found neurodivergent software-testing teams to be up to 30% more productive than neurotypical ones.
All of which would seem to indicate that embracing neurodiversity isn’t just the right thing to do; it’s good for business as well.
Practical Tips and Tricks
Employers wanting to boost inclusivity should audit their workplace and the needs of their staff. Every case, team and individual will be different, of course, and should be treated as such, but following these steps may well be a good place to start:
- Rethink recruitment. Avoid timed tests, offer flexible formats, and share interview details upfront.
- Train your managers. Poorly-trained leaders increase legal risk and potential liability. Managers can be scared of saying or doing the ‘wrong’ thing. But shying away from issues often makes matters worse, while a well-informed and open discussion can help team members to thrive at work.
- Implement a buddy or mentoring system. Informal support can make a huge difference to neurodivergent people.
- Provide accommodations where you can. Many reasonable adjustments for neurodivergent employees will be simple and inexpensive. For example, simple changes like noise-cancelling headphones, or a different kind of lighting set up, may boost productivity and make the world of difference to someone on your staff.
- Empower staff to ask for what they need, whether it’s (e.g.) written instructions or flexible deadlines. Above all, open communication is key.
The Bottom Line
Supporting neurodivergent professionals isn’t just about obeying the letter of the law. It requires rethinking what inclusion means and how we define success at work. Employers have a huge role to play in this growing workplace trend, from which they may reap real benefits, but employees need to back themselves too. As Ann advises in a powerful call to arms to neurodivergent workers:
“Advocate for your strengths. Gone are the times when you had to pretend to be somebody else.”
