Key Findings from the EY Global Neuroinclusion at Work Study 2025
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Understanding Neurodiversity and Its Importance
Neurodiversity refers to the natural variation in how all brains function, encompassing conditions such as ADHD, autism, dyslexia, and other neurodivergent traits. Rather than viewing these differences as deficits, neurodiversity recognises the unique strengths and perspectives that neurodivergent individuals bring to the workforce. Embracing neurodiversity is not only a moral imperative, it’s a strategic advantage for businesses navigating today’s fast-changing, innovation-driven world.
In New Zealand, where skills shortages are impacting productivity and transformation efforts across multiple sectors, understanding and harnessing neurodiverse talent is increasingly important. By fostering an inclusive environment where neurodivergent professionals feel valued and supported, organisations can unlock untapped potential and strengthen their capacity to adapt, innovate, and grow.
What the EY Global Neuroinclusion at Work Study Tells Us
The EY Global Neuroinclusion at Work Study 2025 is the largest study of its kind, involving over 2,000 professionals (1,603 neurodivergent and 508 neurotypical) across 22 countries and eight industries. It provides compelling evidence that neuroinclusion is a critical - and currently under leveraged - driver of business transformation.
🔍 Key findings include:
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Neurodivergent professionals are highly skilled: They report high levels of proficiency in 10 of the fastest-growing skills, including AI and big data (30%), cybersecurity (36%), technological literacy (39%), creative thinking (31%), resilience, flexibility & agility (43%), curiosity & lifelong learning (45%), and leadership & social influence (49%).
- Neurodiverse teams often complement each other: The survey showed complementary skills in neurodivergent and neurotypical respondents, reinforcing the findings in earlier research that cognitively diverse teams are better problem solvers.
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Inclusion drives performance: When neurodivergent professionals feel truly included, they report an average 10% boost in their skill proficiency, with the biggest increases being a 17% increase in resilience and agility, and a 15% increase in leadership and social influence.
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Only 25% of neurodivergent professionals feel truly included at work: Despite strong engagement, only one in four feel they belong. Line manager behaviours (42% of the inclusion outcome) and psychological safety (29% of the influence) are the biggest factors influencing inclusion.
- Neurodivergent employees are 55% more likely to use AI at work: They report that AI improves their productivity, communication, and access to information—making them ideal AI champions in the workplace.
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Career progression barriers persist: A staggering 91% of neurodivergent professionals face at least one barrier to moving into new roles - most commonly, unclear progression pathways, limited opportunities, anxiety about adapting to new teams, or fear of losing current support systems when changing roles.
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39% plan to leave their current job within a year: Often due to negative workplace relationships, microaggressions, or lack of organisational support—not due to lack of interest or capability.
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Sensory overload in office environments is a real issue: Neurodivergent employees working onsite are up to 12 times more likely to experience sensory distractions than those working remotely. This includes challenges with noise, lighting, social fatigue, and overstimulation.
These findings make it clear: the issue isn’t a lack of capability among neurodivergent professionals - it’s a lack of inclusive systems and leadership that allow them to thrive.
Why This Matters for Aotearoa New Zealand
New Zealand, like many other nations, faces urgent skills shortages in areas such as cybersecurity, AI, leadership, and creative thinking. The World Economic Forum’s Future of Jobs Report 2025 ranks these among the top skills needed for the next decade.
The EY study shows that neurodivergent professionals already excel in these capabilities. Tapping into this underutilised talent pool offers a powerful solution to our national skills gap - while also aligning with the growing emphasis on diversity, equity, and inclusion (DEI) in the workplace.
For New Zealand organisations, the message is clear: building a neuroinclusive workplace is a direct investment in your workforce’s future-readiness, adaptability, and capacity for innovation.
Practical Actions for NZ Workplaces to Harness Neurodiversity at Work
New Zealand businesses can take these practical steps today:
Raise Awareness and Education: Conduct training sessions to educate employees about neurodiversity and the value it brings to the workplace. Promote understanding and empathy to create a supportive culture.
Provide Neuroinclusive Leadership Training: Line managers play a critical role in fostering neuroinclusion. They are often the first point of contact for employees and can significantly influence their experience at work. Help them to understand the different ways that people think, feel, sense, communicate and process information, and what this means for management and leadership.
Foster a Culture of Psychological Safety: Encourage open communication create an environment where employees feel comfortable discussing their needs and challenges.
Create Clear Role Clarity, Designed Around Strengths: Define roles and responsibilities clearly to reduce ambiguity and help employees understand their tasks and expectations. Craft roles to align with individual strengths. Provide Regular Feedback: Enourage managers and peers to offer eachother regular, constructive feedback - including recognising employees' unique strengths and contributions.
Provide Flexibility and Workplace Adjustments: Offer reasonable adjustments to support all employees - including neurodivergent employees - such as flexible working hours, noise-canceling headphones, and the option of quieter work zones in the office. Use assistive technologies, such as speech-to-text software and task management tools, to enhance productivity and accessibility.
Implement Inclusive Hiring Practices: Adapt recruitment processes to accommodate diverse communication styles and reduce bias. Use skills-based assessments to identify candidates' strengths.
Leverage Employee Resource Groups (ERGs): Establish ERGs for neurodivergent employees to provide peer support, share experiences, and provide feedback to the organisation to shape neuroinclusive practices.
Measuring the Impact
To understand and prove the impact of efforts, organisations can track:
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Employee engagement and satisfaction across neurodivergent and neurotypical groups (anonymously)
- Reduction in non-inclusive behaviours such as microaggressions (anonymously)
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Retention rates of neurodivergent employees over time (where disclosed)
- Participation and satisfaction with workplace adjustments for everyone
In Summary
The EY Global Neuroinclusion at Work Study 2025 makes a powerful case: when neurodivergent professionals are truly included, everyone wins. We see stronger skills, higher innovation, better use of AI, and more resilient teams. But there is work to do to create neuroinclusive workplaces where neurodivergent talent feel a sense of belongin, where invisible barriers are removed and true potential is unlocked.
New Zealand businesses have an opportunity - and a responsibility - to create environments where all minds can thrive. Let’s move beyond awareness to action.
About Human Fabric
Human Fabric supports organisations and individuals to understand, embrace, and harness neurodiversity. We offer courses, coaching, consulting, and a organisational neuroinclusion assessment and certification. Book a free discovery call to learn more.