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.
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:
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).
Here are a few examples of how one may learn, communicate or process information:
For around 1 in 5 people, those differences are significant enough to be described as neurodivergent; including conditions like ADHD, autism, dyslexia, and dyspraxia.
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.
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.
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 World Economic Forum’s Future of Jobs Report highlights the top skills needed in the coming decade are:
(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.
Despite the potential, many workplaces still unintentionally create barriers for neurodivergent individuals. Common examples include:
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:
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.
When workplaces are designed to support different minds, the strengths of neurodivergent employees shine.
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 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:
Organisations that get this right see improvements in innovation, productivity, retention, and engagement (McKinsey, 2020).
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.
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.
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