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What is Neurodiversity? (& How Organisations Can Benefit)

Jarad Brown |

Neurodiversity is a word you may have heard more often in recent years. We’ll explore what neurodiversity is, why it’s important to hire and support neurodivergent employees in your organisation, the potential barriers they may face, and how you can build a neuroinclusive workplace where everyone can thrive.

A Simple Definition

The term neurodiversity was first coined by Australian sociologist Judy Singer in the 1990s, drawing attention to the fact that neurological differences are part of the natural diversity of humanity (Singer, 1998). Just as biodiversity makes ecosystems stronger, neurodiversity strengthens our communities and workplaces.

Neurodivergence describes those whose brains function differently from the “typical” expectations of society. This can include, but is not limited to, people with:

  • ADHD
  • Autism
  • Dyslexia
  • Dyspraxia
  • Dyscalculia
  • Dysgraphia
  • Tourette's Syndrome

Each individual with these natural differences will bring a unique combination of strengths and challenges. While common traits and characteristics may exist, every neurodivergent person experiences their own distinct mix of abilities and difficulties.

It’s important to remember that these are not rare conditions. Experts estimate that 15–20% of people are neurodivergent (Doyle, 2020; Deloitte, 2018).

How Do Neurodivergent People Work Best?

Here are a few examples of how one may learn, communicate or process information:

  • Visual: individuals who learn visually process information best through diagrams, mind maps, charts and video.
  • Auditory: people who are auditory learners tend to like listening or hearing information or instructions.
  • Kinesthetic: Someone who is a kinesthetic learner like to learn by doing, taking action and having hands on experience.

For around 1 in 5 people, those differences are significant enough to be described as neurodivergent; including conditions like ADHD, autism, dyslexia, and dyspraxia.

Why Neurodiversity Matters For Workplaces

Neurodiversity matters because it's about people, performance and progress. From reducing burnout to driving innovation and preparing for the future of work, the case for inclusion is stronger than ever before. 

Now here are three compelling reasons why workplaces need to take neurodiversity seriously.

The Human Case:

Neurodivergent people often face higher rates of burnout, depression, and anxiety, not because of their neurotype, but because they are trying to navigate environments that weren’t built with them in mind. 

A UK study found that 93% of neurodivergent employees had experienced burnout, and 40% had left a job because of it (Austin & Pisano, 2017). Creating inclusive workplaces is both an ethical responsibility and a wellbeing imperative.

The Business Case:

Diversity of thought leads to better decision-making, innovation, and resilience. Deloitte’s research shows that companies with inclusive cultures are twice as likely to meet or exceed financial targets and six times more likely to be innovative (Deloitte, 2018). 

Similarly, Hewlett Packard found productivity gains of around 30% in teams that included neurodivergent employees (Hewlett Packard Enterprise, 2017).

The Future Case:

The World Economic Forum’s Future of Jobs Report highlights the top skills needed in the coming decade are: 

  • Analytical Thinking
  • Creativity
  • Resilience 
  • Social Influence

(World Economic Forum, 2023).

These skills align closely with the strengths of many neurodivergent individuals who have ADHD, Autism and Dyslexia for example. As Gen Z enters the workforce who are more open about neurodivergence than previous generations, expectations are shifting. Inclusive workplaces are fast becoming non-negotiable.

Barriers Neurodivergent People Face

Despite the potential, many workplaces still unintentionally create barriers for neurodivergent individuals. Common examples include:

  • Hiring processes that favour social fluency over capability.
  • Performance systems that penalise “spiky profiles,” where people excel in some areas but need support in others.
  • Open-plan environments that overload sensitive nervous systems.
  • A lack of psychological safety - studies show most neurodivergent employees choose not to disclose their condition at work for fear of stigma (CIPD, 2024).

These barriers mean organisations miss out on talent and people are left under supported. The encouraging news is that most solutions are practical, low-cost and that reasonable workplace adjustments are likely to benefit more than the person requesting it (Ombudsman, 2023).

Here are a few examples of what could be implemented that might help not only your neurodivergent employees but all employees in your workplace:

  • Communication: Information in multiple formats, from written emails to break down tasks to verbal instructions, which will suit different preferences. 
  • Flexibility: Adaptable working hours or hybrid options to support different energy levels and focus patterns.
  • Environment: Workspaces with quiet areas and adjustable lighting that support focus and comfort.
  • Clarity: Structured meeting agendas, written follow-ups, and step by step instructions to make expectations transparent and easier to follow.

If your organisation or business is looking for a more tailored approach, reach out to us and let's discuss further to see how we can help. 

Strengths Neurodivergent Professionals Bring

When workplaces are designed to support different minds, the strengths of neurodivergent employees shine.

  • ADHD: High energy, creativity, crisis management, and innovation.
  • Autism: Precision, loyalty, innovative thinking, and data skills.
  • Dyslexia: Communication, storytelling, strategic thinking, and design.
  • Dyspraxia: Strategic problem solving, resilience and emotional intelligence.
  • Dyscalculia: Exceptional at writing, reading, spelling and Intuitive thinking.
  • Dysgraphia: Strong oral memory and ability to recall facts.
  • Tourette’s Syndrome: Enhanced cognitive control and resilience.

A 2023 UK study found that 80% of neurodivergent employees identified hyperfocus as a strength, 78% reported high levels of creativity, and 75% saw themselves as strong innovators (Hayward et al., 2023).

Building Neuroinclusive Workplaces

Building a workplace that is neuroinclusive takes time to incorporate and is not just a one off initiative. It requires ongoing leadership, thoughtful systems, and embracing different ways of working. 

Here are some practical steps to consider to increase neuroinclusivity: 

  • Leadership commitment: Visible executive sponsorship and clear strategies.
  • Inclusive systems: Recruitment, onboarding, and performance reviews that reduce bias.
  • Manager Capability: Equipping leaders to support different working styles.
  • Team Culture: Fostering psychological safety and valuing differences.
  • Design: Creating workplaces, products, and services that are accessible for all types of minds.

Organisations that get this right see improvements in innovation, productivity, retention, and engagement (McKinsey, 2020).

Neurodiversity in New Zealand

In New Zealand, awareness of neurodiversity is growing. A 2024 survey of Diversity, Equity & Inclusion leaders found that 40% identified neurodiversity as one of the most important diversity dimensions in their organisations (Diversity Works NZ, 2024).

Māori and Pacific perspectives also bring richness to this conversation, emphasising collective wellbeing, whānau, and the strength that comes from valuing difference.

How Can Human Fabric Support You? 

At Human Fabric, we partner with organisations, leaders, and neurodivergent individuals to turn these insights into action. Our services include:

Workplaces thrive when people are supported to work in the ways that suit them best.

Book a discovery call to explore how your workplace can benefit from neurodiversity.

References

Austin, R. D., & Pisano, G. P. (2017). Neurodiversity as a competitive advantage. Harvard Business Review. https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage

CIPD. (2024). Neuroinclusion at work: Guidance for people professionals. Chartered Institute of Personnel and Development. https://www.cipd.org

Deloitte. (2018). The diversity and inclusion revolution: Eight powerful truths. Deloitte Insights. https://www2.deloitte.com

Diversity Works NZ. (2024). New Zealand Workplace Diversity Survey. Diversity Works. https://diversityworksnz.org.nz

Doyle, N. (2020). Neurodiversity at work: A biopsychosocial model and the impact on working adults. British Medical Bulletin, 135(1), 108–125. https://doi.org/10.1093/bmb/ldaa021

Hayward, N., Stewart, C., & Rhys, C. (2023). Neurodiversity in Business Survey 2023. Neurodiversity in Business. https://neurodiversityinbusiness.org

Hewlett Packard Enterprise. (2017). Neurodiversity program case study. HPE Research Report.

McKinsey & Company. (2020). Diversity wins: How inclusion matters. McKinsey. https://www.mckinsey.com

Singer, J. (1998). Odd people in: The birth of community amongst people on the “autistic spectrum”: A personal exploration of a new social movement based on neurological diversity. University of Technology Sydney.

World Economic Forum. (2023). Future of jobs report 2023. WEF. https://www.weforum.org

IDL Group. (2021). Superpowers of dyscalculia. IDL Group.
https://idlsgroup.com/news/superpowers-of-dyscalculia

Exceptional Individuals. (n.d.). What is dyspraxia? Causes & symptoms. Exceptional Individuals.
https://exceptionalindividuals.com/neurodiversity/what-is-dyspraxia

Saville, H. (n.d.). The misconceptions and strengths of Tourette’s syndrome. Lexxic.
https://lexxic.com/blog/the-misconceptions-and-strengths-of-tourettes-syndrome

Simpson, H. (2020). Strengths of Tourette syndrome. UF Health – Norman Fixel Institute for Neurological Diseases, University of Florida.
https://movementdisorders.ufhealth.org/2020/01/31/strengths-of-tourette-syndrome

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