Working with

Survey reportFebruary 2024

Neuroinclusion
at work report 2024

The CIPD has been championing better work andworking lives for over 100 years. It helps organisations
thrive by focusing on their people, supporting our
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HR, L&D, OD and all people professionals – experts inpeople, work and change. With over 160,000 members
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independent thought leadership. It’s a leading voice inthe call for good work that creates value for everyone.

Survey report

Neuroinclusion at work
report 2024
Contents
1

Introduction

2

2

Background to the research

43Organisation strategy and culture

5

4

The working experience of employees

95

Senior leaders’ and managers’ roles in creating a neuroinclusive organisation

126

Support employers provide for employees

15

7Impact of the organisation’s neuroinclusion activity

17

8Conclusion: Seven guiding principles for creating a neuroinclusive workplace21

Acknowledgements
This report was written by Ed Thompson, CEO, Uptimize and Dr Jill Miller (PhD), Senior
Policy Adviser, CIPD.
We are very grateful to YouGov Plc for their suggestions on survey design, for
conducting the survey and analysing the data.

Publication information
Please cite this report as: Thompson, E. and Miller, J. (2024) Neuroinclusion at work.
Survey report. London: Chartered Institute of Personnel and Development.

1Neuroinclusion at work report 2024

1 Introduction

What is neurodiversity and what is a neuroinclusive workplace?
Neurodiversity is the natural variation in human brain functioning. The term
neurodiversity refers to the infinite range of differences in individual human brain
function and behavioural traits.
The term ‘neurodiversity at work’ is also being used to represent a fast-growing
category of organisational equality, diversity and inclusion (EDI) that seeks toembrace and value all types of information processing, learning and communicationstyles. A neuroinclusive workplace is one which consciously and actively includes all
types of information processing, learning and communication styles.
While all brains are different, some people with broadly similar ways of thinking,communicating and processing information can have a sense of shared identityand experience – for example, an identity as autistic, dyslexic, dyspraxic or as an
ADHDer. For many, the spark to such an identity comes through receiving a specificmedical diagnosis or diagnoses. People who possess one or more such identities
often identify and are referred to as ‘neurodivergent’. You may hear someone whodoes not identify as neurodivergent referred to as ‘neurotypical’ (though in reality
neurotypicality is highly contextual, and there is no one ‘normal’ brain).
What’s included under the umbrella of ‘neurodivergence’ is debated, but what’s clear
is that we need to do more to consider different thinking styles at work to be able tounleash individual and collective potential.
Neuroinclusion is crucial for the future of work
The reality of neurodiversity means that every interaction at work takes place
between people with different brains – yet, typically, very few organisations arethinking about neurodiversity or neuroinclusion. This represents a significant missed
opportunity for organisations looking to address their key talent priorities at the sametime as addressing inequalities at work faced by neurodivergent people.
A lack of awareness and understanding of neurodiversity means it has rarely
been considered in the design of workplace processes, management practices,
environments or in the way work is organised. Typical norms and ways of working
may therefore suit some but not others, and may be particularly challenging for theperhaps as many as up to 20% of people who identify as neurodivergent in someway. Neurodivergent people may find themselves marginalised by organisation
cultures, processes and technology that don’t consider their thinking styles.
Our survey reveals that although 83% of employers say the wellbeing of their people
is a critical priority, and 70% say EDI is a critical priority for their organisation, just
60% say that neuroinclusion is a focus for their organisation. Furthermore, just overhalf (53%) of employees surveyed say their organisation has an open and supportive
climate where employees are able to talk about neurodiversity.
Everyone should feel included, valued and that they belong at work, and haveequality of opportunity both in the labour market to get into work and in terms of

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Neuroinclusion at work report 2024

in-work progression. Many of the design elements of neuroinclusive workplaces,
management approaches and job design can benefit the whole workforce, enabling
people to achieve their potential at work, supporting an inclusive culture andcontributing to effective teams.
There is a strong business case for action here, relating to talent and underuse ofskills, but also pursuing equality of outcomes for all is simply the right thing to do.
Facing skills shortages, organisations need to think more inclusively about how they
recruit and retain talented people. Focusing on neuroinclusion is already givingorganisations leading in this area an advantage – hiring people they wouldn’t havehired, making better managers, boosting comfort at work, and supporting retention.
In addition, the business case for EDI has highlighted the importance of ‘diversity ofthought’. When we’re talking about neurodiversity, we’re talking about the fact thatpeople literally think differently. And to realise the benefits of diversity of thought,a neuroinclusive workplace is essential alongside action to ensure equality ofopportunity and outcomes for all types of thinkers.
Furthermore, people entering the labour market are increasingly looking to work fora socially responsible organisation. There is a growing expectation for employers to
be flexible and supportive and to have a culture where people feel valued and can dotheir best work.
How this report will help you and your organisation
This report discusses the findings from an employer and an employee survey to
examine the importance of having a neuroinclusive workplace. We consider theextent to which employers are considering neuroinclusion and the impact of theirwork on organisation outcomes. In the employee survey, as well as examining
the working experiences of respondents overall, we consider the experiences ofneurodivergent and of neurotypical people separately, in order to explore andunderstand the often hidden neurodivergent experience at work.
We look at what employers are currently doing in this area as well as offer insightfrom employees themselves about their working experiences. We highlight the lack of
employer attention to neurodiversity and the impact of this on employee wellbeing,
performance and retention, as well as the positive benefits for the organisation ofefforts to create a neuroinclusive workplace.
The findings provide a clear rationale for neuroinclusion to be a key part of anorganisation’s EDI efforts as well as its wellbeing approach. At the end of this report,
we provide seven key principles for creating a neuroinclusive organisation.
The CIPD, and neurodiversity training company Uptimize, have together produced apractical guide for employers to help create neuroinclusive and fair workplaces withequality of opportunity and outcomes, where different styles of thinking, learning andcommunication are valued and utilised, with clear benefits for the organisation as
well as the individual.

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Neuroinclusion at work report 2024

2 Background to theresearch

This survey report, exploring the extent to which UK organisations are valuing
neurodiversity and creating neuroinclusive workplaces and the impact of that fororganisations and individuals, is based on findings from two surveys.
Both surveys were conducted by YouGov Plc. Fieldwork was undertaken between
24 October and 6 November 2023 and was carried out online.
Employer survey
1,003 senior managers with decision-making influence were surveyed. The figures
have been weighted and are representative of UK business by size, sector andindustry. Respondents come from organisations of all sizes and work within a wide
range of industries. Overall, 738 are based in the private sector, 191 in the public
sector and 74 in the voluntary sector. SMEs refer to organisations with fewer than
250 employees.
Employee survey
We surveyed 1,047 employed adults. In terms of what sector respondents
work in, 784 work in the private sector, 187 in the public sector, and 76 in thevoluntary/third sector.
Overall, 790 people identify as neurodivergent and 248 as neurotypical (see Table 1
for further detail on the neurodivergent identities people told us they hold).
Table 1: The following is a list of neurodivergent identities. Which, if any, do you hold? Please
select all that apply. (%)

ADHDer26

Autistic

32

Dyslexic

31

Dyscalculic

10

Another neurodivergent identity not listed above

4

1

None

24

2

Prefer not to say

1

Base: 1,047 employed adults.

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Background to the researchNeuroinclusion at work report 2024

As well as examining the impact of the employee experience overall, in this report
we also compare the work experiences of neurodivergent employees with thework experiences of neurotypicals. We’ve taken this approach to demonstrate
the importance of employer action to create more inclusive workplaces where
neurodivergent employees can perform at their best at work. For example, theemployee survey findings highlight the potential impact of ignoring neuroinclusionon the performance, employee wellbeing and retention of neurodivergent employees.
For the purposes of the survey, we have combined responses from people withdifferent neurodivergent identities. However, we recognise that identities are
distinct and commonly associated with different strengths and challenges at work.
Furthermore, even people with the same neurodivergent identity will have different
experiences and needs in the workplace. In addition, people may hold more than one
neurodivergent identity. It’s essential that employer action recognises an individual’s
preferences and needs and responds appropriately.
Note on figures: All figures in graphs have been rounded to the nearest percentage
point. Due to rounding, percentages may not always total 100.

3 Organisation strategy andcultureThis section of the survey report looks at whether neuroinclusion is a focus for
UK organisations and examines the extent to which organisation cultures areneuroinclusive.
Is neuroinclusion an area of focus for your organisation?
Sixty per cent of employers we surveyed say that neuroinclusion is a focus fortheir business (Table 2). For a third of businesses (33%), it’s in their EDI strategy or
action plan, and just under a fifth (19%) say that although it’s not specifically calledout in their EDI strategy or action plan, it is part of their work to improve EDI intheir organisation. A further 8% say it’s an area of focus for their business, but not
specifically within EDI.
It’s significantly more likely to be a focus in public and voluntary sector organisations
than in the private sector (60% overall; 55% private sector; 76% public sector; 72%
voluntary sector). The public sector is most likely to include neuroinclusion in their
EDI strategy or action plan.
Small businesses (2–249 employees) were least likely to say neuroinclusion is an areaof focus for their business (45% compared with 65% of organisations with 250–999
employees and 75% of those with 1,000+ employees).
Almost a third (32%) of organisations say neuroinclusion is not a focus for them.

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Organisation strategy and culture

Neuroinclusion at work report 2024

Table 2: Is neuroinclusion an area of focus for your organisation? (%)
All

PrivatesectorPublicsectorVoluntary/
third sector

Yes, it’s in our EDI strategy or action plan

33

28

55

37

Yes, it’s part of our work to improve EDI but
not called out in our strategy/action plan

19

19

18

21

Yes, it’s an area of focus for our business, but
not specifically within EDI

8

8

3

15

No, it’s not an area of focus for ourorganisation, but there is a plan for it to be

6

5

8

11

No, it’s not an area of focus for ourorganisation, and there is no plan for it to be

26

31

11

13

Don’t know

8

9

5

4

Base: all employers (total: n=1,003; private: n=738; public: n=191; third/voluntary: n=74).

Organisation culture and awarenessSixty-one per cent of employers surveyed say their organisation genuinely values
neurodiversity and will support neurodivergent individuals to perform at their best
(Figure 1). Those in the voluntary sector were most likely to agree with this statement(80%), followed by 73% of public sector organisations and a much lower 57% ofprivate sector employers.
Just over half (55%) of employers surveyed say the culture of their organisation isneuroinclusive. Those in the voluntary and public sectors are significantly more likely
than those in the private sector to say their culture is neuroinclusive (70% and 63%
versus 51% respectively).
And only just over half (52%) of employers say there is a general awareness across theworkforce about what neurodiversity is and why it’s important. However, once again,
voluntary and public sector employers were significantly more likely than those in theprivate sector to say this is the case (76% and 68% versus 48% respectively).
Figure 1: To what extent do you agree or disagree with the following statements?
(% organisations agreeing)
Our organisation genuinely values
neurodiversity and will support
neurodivergent individuals to perform attheir best

1

61

2

57
73
80

3

55
51

The culture of our organisation isneuroinclusive

70
46
68

6

76
0

10

20

Private sector

30

40

50

Public sector

Base: all employers (total: n=1,003; private: n=738; public: n=191; third/voluntary: n=74).

6

5

52

There is a general awareness across theworkforce about what neurodiversity is
and why it’s important

All

4

63

Organisation strategy and culture

60

70

80

Voluntary/third sector

90

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Neuroinclusion at work report 2024

Is neurodiversity formally talked about in your organisation?
In just under a third (31%) of organisations, neurodiversity isn’t formally talked aboutby HR, senior leaders, line managers or an employee resource group (Figure 2). In
less than half of organisations (45%), it’s talked about by HR and the same percentage
by senior leaders. In just under a third (31%) of organisations, neurodiversity is talked
about by line managers.
Figure 2: To the best of your knowledge, is neurodiversity formally talked about in yourorganisation by any of the following groups? (Please select all that apply) (%)
45
41

By HR

59
48
45
39

By senior leaders

64
52
31
25

By line managers

49
45
20
17

By an employee resource group

31
28
31
36

No, this is not formally talked
about in our organisation

13
25
8
9

Don’t know

6
8
0

All

10

20

Private sector

30

40

50

Public sector

60

70Voluntary/third sector

Base: all employers (total: n=1,003; private: n=738; public: n=191; third/voluntary: n=74).

The employee perspective
The majority of employees surveyed said they understand what neurodiversity is(Figure 3), although neurodivergent employees are significantly more likely to say
they do than neurotypical employees, suggesting a need for broad education andawareness within organisations.
Just over half of people surveyed feel their organisation (53%) or their team (54%)
has an open and supportive climate where employees are able to talk about
neurodiversity.
Just 38% say their organisation provides meaningful support to neurodivergent
individuals. And only just over half say they would feel comfortable asking for support
or adjustments at work.

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Figure 3: To what extent do you agree or disagree with the following statements? (%)
81
I understand what neurodiversity is

85
66

My organisation has an open andsupportive climate where employees areable to talk about neurodiversity

53
52
56

My team has an open and supportive
climate where employees are able to talkabout neurodiversity, for example different
ways of thinking/working preferences

54
54
54
51

People in my team think about tasks andhow work is shared out based on
individuals’ strengths and interests

48
59
67
67
69

I feel able to work in a way which suits me

38
37

My organisation provides meaningfulsupport to neurodivergent individuals

42
56
55

On the whole, I would feel comfortableasking for support or adjustments at work

60
0

All

10

20

30

40

Neurodivergent employees

50

60

70

80

90

Neurotypical employees

Base: all employees (total: n=1,047; neurodivergent employees: n=790; neurotypical employees: n=248).

Have you told your manager or HR about your neurodivergence?
Around three in 10 neurodivergent employees haven’t told their line manager or HR
about their neurodivergence (31%) (Table 3). We asked why this was (Table 4), and
44% said it’s a private matter that they don’t want to share, while 37% said they areconcerned about people making assumptions based on stereotypes. Around a third(34%) said they feel there’s too much stigma and 29% said they are concerned about
the possible impact on their career.
Men were significantly more likely than women to say it’s a private matter they don’t
want to share (56% versus 28%).

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Table 3: Have you told your manager or HR about your neurodivergence? (%)

3

Just line manager

27

Just HR

5

4

Both line manager and HR

38

5Neither HR nor line manager

31

Base: all neurodivergent employees (total: n=790).

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Neuroinclusion at work report 2024

Table 4: Which, if any, of the following are reasons why you haven’t told your manager or HR
about your neurodivergence? (Please select all that apply) (%)

It’s a private matter that I don’t want to share

44

I am concerned about people making assumptions based on stereotypes

37

I don’t feel a need to tell my manager or HR

36

I feel there’s too much stigma

34

I am concerned about the possible impact on my career29

I don’t think my organisation would be understanding or offer support

18

I don’t think my manager would be understanding or offer support

16

I am concerned about prying questions

14

I don’t feel I’ve had the right opportunity yet

13

No specific reason

5

Other

15

Don’t know

0

Base: neurodivergent employees who haven’t told their manager or HR about their neurodivergence (total: n=242).

4 The working experience of
employees

We presented employees with a number of statements concerning how people may
feel about their job. For each statement, we asked how often, if at all, they feel thisway. Response options were: always, often, at least sometimes, rarely, never. Figure 4
shows the percentage of people who said they always or often feel this way in relation
to the statements.
Employees identifying as neurodivergent were less likely than those identifying as
neurotypical to say time flies when they are working (44% versus 51%) and that atwork they feel full of energy (25% versus 32%).
Employees identifying as neurodivergent were more likely than those identifying as
neurotypical to say that at work they feel exhausted (45% versus 30%). And more
likely to say at work they feel lonely (23% versus 17% of employees identifying as
neurotypical).

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Neuroinclusion at work report 2024

Figure 4: The following statements concern how you feel about your job. For each statement
please indicate how often you feel this way (% answering ‘always’ or ‘often’)45
44Time flies when I am working

51
48
46

I am enthusiastic about my job

53
49
49
51

I am immersed in my job

2725

At work I feel full of energy

32
41
At work I feel exhausted

45
30
34
35

At work I feel under excessive pressure
29
27
27
25

At work I feel bored

22
23

At work I feel lonely
17

23
24

At work I feel miserable
19
0
All

10

20

30

40

Neurodivergent employees

50

60

Neurotypical employees

Base: all employees (total: n=1,047; neurodivergent employees: n=790; neurotypical employees: n=248).
Response options were: always, often, sometimes, rarely, never.

Career progression
Just over half of employees surveyed agreed or strongly agreed that their job offers
good opportunities to develop their skills (57%) and their job offers good prospects
for career advancement (56%). There were no significant differences in net agree
responses between those holding a neurodivergent identity and neurotypicalemployees.
However, as can be seen in Figure 5, significantly more neurodivergent employees
disagreed with both the statements than those identifying as neurotypical.

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Figure 5: To what extent do you agree or disagree with the following statements about your job? (%)
57
57
58

Net agree
My job offers good
opportunities todevelop my skills

22
24

Net disagree
17

56
54

Net agree

My job offers goodprospects for careeradvancement

60
25
28

Net disagree
15
0
All

10

20

30

40

Neurodivergent employees

50

60

70

Neurotypical employees

Base: all employees (total: n=1,047; neurodivergent employees: n=790; neurotypical employees: n=248).

Harassment or discrimination at work
A fifth of neurodivergent employees we surveyed told us they have experienced
harassment or discrimination at work because of their neurodivergence (Figure 6).
Employees who have experienced harassment and bullying because of theirneurodivergence were also more likely to report a negative impact (comparedwith the percentage of those reporting a positive impact or no impact) from theirexperiences at work in relation to neurodivergence on:• mental wellbeing (29%)• their ability to perform well in their job (32%)• their intention to stay with their employer (36%)• likelihood they’d recommend their employer to a friend (34%).
Table 5 shows that those who have experienced harassment and bullying because of
their neurodivergence were also significantly more likely to say they felt unsupported
at work by:• their employer (38%)• their line manager (37%)• their colleagues (38%).

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Figure 6: Have you experienced harassment or discrimination
at work because of your neurodivergence? (%)
77

2

3

3

4
20
Neurodivergent
employees

Yes
No
Prefer not to say
Base: all neurodivergent employees (total: n=790).

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Neuroinclusion at work report 2024

Table 5: Feelings of support at work (%)
Have you experienced
To what extent do you feel supported or unsupported at work toharassment or
perform at your best by the following?
discrimination at
EmployerManagerColleagues
work because of yourneurodivergence?
Supported Unsupported Supported Unsupported Supported Unsupported(n=790)(n=386)(n=136)(n=447)(n=106)(n=450)(n=76)

Yes

17

38

18

37

18

38

No

82

54

81

56

80

53

Q: Have you experienced harassment or discrimination at work because of your neurodivergence?
To what extent do you feel supported or unsupported at work to perform at your best by the following?
Base all neurodivergent employees (total: n=790).

5 Senior leaders’ andmanagers’ roles increating a neuroinclusive
organisation
Senior leaders
Just over half (56%) of the senior managers with decision-making influence whocompleted the survey told us that, in their organisation, senior leaders appreciate
the value of neurodiversity and the importance of having a neuroinclusive
organisation. Once again, the picture is more positive in voluntary organisations
than in the private sector (Table 6).
Table 6: Senior leaders’ role in creating a neuroinclusive organisation (% agree)

Senior leaders appreciate the value of
neurodiversity and the importance of
having a neuroinclusive organisation
Leaders show commitment toneurodiversity inclusion through theiractions and behaviour

All

PrivatesectorPublicsectorVoluntary/
third sector

56

52

67

71

53

49

63

68

2

Q: To what extent do you agree or disagree with the following statements about senior leaders and managers at yourorganisation? Please base your responses on your own involvement or wider observations (% agree).
Base: all employers (total: n=1,003; private: n=738; public: n=191; third/voluntary: n=74).

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HR
Just 56% of employers agreed or strongly agreed that employees with HR
responsibilities feel capable and confident to support neurodivergent individuals at work.

5

Interestingly, those who agreed with this statement were more likely to reporta positive impact (as opposed to a negative impact or no impact) of theirneuroinclusion activities on various organisation outcomes.

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Senior leaders’ and managers’ roles in creating a neuroinclusive organisation

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Of the 56% who agreed or strongly agreed, the following high percentage of
respondents reported a positive impact of the organisation’s neuroinclusion work oneach of these outcomes:• understanding across your workforce of neurodiversity and its importance (87%)• employees’ level of comfort in talking about neurodiversity (85%)• appreciation of different thinking styles within the organisation (82%)• the culture of the organisation (84%)• recruitment of neurodivergent employees (88%)• employee engagement (86%)• employee wellbeing (83%)• employee retention (89%)• fostering creativity and innovation (85%)• quality of people management (86%)• employee performance (90%)• customer service (88%).
These findings strongly suggest that HR upskilling in neuroinclusion can have positive
benefits for the organisation.
Managers
Similarly, employers told us that only around half (51%) of managers appreciate thevalue of neurodiversity and the importance of having a neuroinclusive organisation.
Less than half (46%) said managers feel capable and confident to support
neurodivergent individuals at work.
More positively, 73% said that managers are encouraged to get to know people in theteam as individuals, what they’re good at, what they enjoy doing and what they findchallenging. However, whether they have the capacity to do this well is a question toask, given that line manager roles are designed to give adequate emphasis to goodpeople management in just 28% of organisations (26% private sector employers; 32%
public sector employers; 40% voluntary sector) (Table 8).
Table 7: Managers’ role in creating a neuroinclusive organisation (% agree)All

PrivatesectorPublicsectorVoluntary/
third sector

1Managers appreciate the value of
neurodiversity and the importance of
having a neuroinclusive organisation

51

47

58

73

Managers feel capable andconfident to support neurodivergent
individuals at work

46

44

48

66

Managers are encouraged to get
to know people in the team as
individuals, what they’re good at,what they enjoy doing and what
they find challenging

3
4

5
73

71

78

88

Q: To what extent do you agree or disagree with the following statements about senior leaders and managers at yourorganisation? Please base your responses on your involvement or wider observations (% agree).
Base: all employers (total: n=1,003; private: n=738; public: n=191; third/voluntary: n=74).

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We asked about any specific training employers provide for line managers relating
to neurodiversity (Table 8). A low 28% said line manager roles are designed to giveadequate emphasis to good people management. We know from other research thatto be able to manage their team effectively, create an inclusive culture and develop
trusting relationships, managers need to be given the time to do this.
Only just over a quarter (27%) say there is training for line managers in what
neurodiversity is and its value to the business. Less than a quarter (24%) say there’s
training on how to support neurodivergent team members and even fewer (18%)
say there’s training for line managers in how to respond when a job applicant or
employee tells them they are neurodivergent.
Furthermore, in just 15% of organisations, managers receive interviewer training
relating to neurodiversity/neuroinclusion. Neurodiversity training and awareness for
those conducting interviews can help improve equality of opportunity in getting a
job and ensure people aren’t unfairly disadvantaged in an interview.
Overall, 39% of survey respondents said their organisation hasn’t taken any action
specific to line managers to create a neuroinclusive organisation.
Table 8: Thinking specifically about managers, which of the following actions, if any, has yourorganisation taken to create a neuroinclusive organisation. Please select all that apply (%)
All

PrivatesectorPublicsectorVoluntary/
third sector

Line manager roles are designed to giveadequate emphasis to good people
management

28

26

32

40

Training for line managers in what
neurodiversity is and its value to the business

27

24

38

34

Training or guidance for line managers on how
to manage a neurodiverse team

23

22

28

26

Training or guidance for line managers on how
to support neurodivergent team members

24

23

29

27

Training for line managers in how to respondwhen a job applicant or employee tells them
they are neurodivergent

18

17

22

14

Interviewer training for line managers relating
to neurodiversity/neuroinclusion

15

14

18

16

Other

0

0

1

1

Not applicable – my organisation hasn’t taken
any action specific to line managers

39

43

26

29

Don’t know

9

9

13

4

Base: all employers (total: n=1,003; private: n=738; public: n=191; third/voluntary: n=74).

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The employee perspective
The survey findings in Table 9 suggest that many managers are not managing
people in a neuroinclusive way. Just over half (54%) of employees said their
manager welcomes different styles of thinking, processing information, learning andcommunication. And 46% said their manager supports neurodivergent individuals
at work effectively and that their manager designs and allocates work based on
individuals’ strengths and interests.
Table 9: To what extent do you agree or disagree with the following statements about yourmanager (% agree)All

Neurodivergent
employees

Neurotypicalemployees

My manager supports neurodivergent
individuals at work effectively

46

46

42

My manager welcomes different styles ofthinking, processing information, learningand communication

54

54

53

My manager designs and allocates work
based on individuals’ strengths and interests

46

44

50

Base: all employees (total: n=1,047; neurodivergent employees: n=790; neurotypical employees: n=248).

6 Support employers provide
for employees

Seventy per cent of employers we surveyed provide at least one method of support
we asked about (Table 10). But almost a quarter (23%) told us their organisation
doesn’t do anything to create a neuroinclusive organisation.
The most common form of support provided is flexible working (for example,
flexibility in working hours and where you work), provided by 45% of employers,
followed by ensuring clear access to reasonable adjustments, for example, roleadjustments or adaptations to the working environment (39%). However, despite
being the most common actions employers have taken, the percentage doing
them is low.
Three in 10 (30%) employers have carried out education and awareness-raising about
neurodiversity and common neurodivergent identities for all staff within the past two
years. Just 19% of employers say they have reviewed formal people management
policies to make them neuroinclusive.

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Support employers provide for employees

Neuroinclusion at work report 2024

Table 10: What action, if any, has your organisation taken to create a neuroinclusive
organisation? (Please select all that apply) (%)
All

PrivatesectorPublicsectorVoluntary/
third sector

Flexible working (for example,
flexibility in working hours andwhere you work)

45

42

52

64

Ensuring clear access to reasonableadjustments (for example, roleadjustments, adaptations to theworking environment)

39

32

59

53

Education and awareness-raising
about neurodiversity and common
neurodivergent identities for all staff
within the past two years

30

24

48

46

Occupational health support
available for neurodivergent
employees

30

23

57

33

Publishing an EDI statement on
our organisation’s website which
mentions neurodiversity

26

22

43

27

Employee resource group that works
with the organisation to improve EDI
with respect to neurodiversity

23

20

36

21

Signposting to expert externalorganisations on neurodiversity

21

17

34

28

Reviewed formal people management
policies to make them neuroinclusive

19

17

22

25

External support workers andcoaches for neurodivergent
employees

12

12

13

17

Other

1

1

1

–

Not applicable – my organisation
doesn’t do anything in this respect

23

28

8

9

Don’t know

7

7

5

4

Base: all employers (total: n=1,003; private: n=738; public: n=191; third/voluntary: n=74).

The employee perspective
Figure 7 shows there’s a significant difference between the percentage ofneurodivergent employees and the percentage of neurotypical employees who feel
supported at work to perform at their best.

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Neuroinclusion at work report 2024

Figure 7: Employees who feel supported at work by the following (%)
Neurodivergent
employees

Neurotypicalemployees

Your employer

49

63Your line manager

57

69

Your colleagues

57

72

Q: To what extent do you feel supported or unsupported at work to perform at your best by the following?
Base: all employees (total: n=1,047; neurodivergent employees: n=790; neurotypical employees: n=248).

7 Impact of the organisation’s
neuroinclusion activity

Of all employers taking some action to create a neuroinclusive organisation, 63%
say they’ve seen a positive impact of doing so on employee wellbeing (Figure 8).
Similarly, 60% say they’ve seen a positive impact on employees’ level of comfort intalking about neurodiversity, and 59% a positive impact on the level of appreciation ofdifferent thinking styles within the organisation.
Although we don’t know what each organisation is doing, and they’re likely to be
operating in different contexts, with different cultures and at different stages of thejourney towards neuroinclusion at work, it’s interesting that just over half have seen
a positive impact on the culture of the organisation (55%) and a similar percentage
have seen a positive impact on the quality of people management (53%).

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Impact of the organisation’s neuroinclusion activity

Neuroinclusion at work report 2024

Figure 8: In your view, has your organisation’s work on neuroinclusion had a positive or negative
impact on any of the following? (%)
63
23

Employee wellbeing

2
12
60

Employees’ level of comfort in talking
about neurodiversity

24
2
14
59

Appreciation of different thinking styles
within the organisation

27
3
11
56

Understanding across your workforceof neurodiversity and its importance

56

26
3
15
55
30

The culture of the organisation

2
13
53
32

Quality of people management

2
13
52
32

Employee engagement

2
14
45
37

Fostering creativity and innovation

2
16
43
36

Employee performance

3
17
42
38

Recruitment of neurodivergent employees

1
19
40
38

Employee retention

3

1

19
35

2

41

Customer service

3210

Positive impact

10
No impact

20

30

40

50

Negative impact

60

70

Don’t know

Base: all employers taking some action to create a neuroinclusive organisation (total: n=723).

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Impact of the organisation’s neuroinclusion activity

Neuroinclusion at work report 2024

In addition to asking for general views on the impact of the organisation’s work on
neuroinclusion, we also asked about the impact of specific practices on organisationlevel outcomes (Table 11) and people management-related outcomes (Table 12). The
practices reported to have the most positive impact on those outcomes are:• flexible working (for example, flexibility in working hours and where you work)• ensuring clear access to reasonable adjustments (for example, role adjustments,
adaptations to the working environment)• education and awareness-raising about neurodiversity and common
neurodivergent identities for all staff within the past two years.
Table 11: Employers reporting a positive impact of organisation-level neuroinclusion activities
by outcomes (%)
Understanding
across yourworkforce ofneurodiversity
and its
importance(n=406)

Employees’ levelof comfort intalking about
neurodiversity(n=433)

Appreciation ofdifferent thinking
styles within theorganisation(n=426)The cultureof theorganisation(n=395)

Customer
service(n=250)

Education and awarenessraising about neurodiversity
and common neurodivergent
identities for all staff within
the past two years

58

55

54

53

56

Publishing an EDI statementon our organisation’s
website which mentions
neurodiversity

46

44

44

42

44

Ensuring clear access toreasonable adjustments (forexample, role adjustments,
adaptations to the working
environment)

61

59

58

60

58

Flexible working (forexample, flexibility inworking hours and where
you work)

65

64

64

64

62

Employee resource groupthat works with theorganisation to improve
EDI with respect toneurodiversity

38

38

36

35

39

Signposting to expert
external organisations onneurodiversity

37

Reviewed formal people
management policies tomake them neuroinclusive

35

1

2
37

35

36

36

3
4

32

32

32

36

Q: What action, if any, has your organisation taken to create a neuroinclusive organisation? Please selectall that apply.
Base: all employees reporting positive outcome (bases shown in table).

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Impact of the organisation’s neuroinclusion activity

Neuroinclusion at work report 2024

Table 12: Employers reporting a positive impact of organisation-level neuroinclusion activities
by people management outcomes (%)
Recruitment ofneurodivergent Employee
employees
engagement(n=297)(n=375)

Employeewellbeing(n=451)

Employeeretention(n=289)Fosteringcreativity
Qualityandof people
Employeeinnovation management performance(n=323)(n=379)(n=311)

Education andawareness-raising
about neurodiversity
and common
neurodivergent
identities for all
staff within the past
two years

53

54

50

54

51

54

52

Publishing an EDI
statement on ourorganisation’s website
which mentions
neurodiversity

48

41

40

41

45

44

42

Ensuring clear
access to reasonableadjustments (forexample, roleadjustments,
adaptations to theworking environment)

61

59

60

60

60

58

57

Flexible working (forexample, flexibility inworking hours andwhere you work)

63

62

67

65

66

62

65

Employee resourcegroup that works
with the organisation
to improve EDI
with respect toneurodiversity

37

34

36

35

39

36

37

Signposting to expert
external organisations
on neurodiversity

38

37

35

34

37

34

34

Reviewed formal
people management
policies to makethem neuroinclusive

37

32

33

33

35

34

33

Q: What action, if any, has your organisation taken to create a neuroinclusive organisation? Please selectall that apply.
Base: all employees reporting positive outcome (bases shown in table).

The employee perspective
We asked all neurodivergent employees to tell us about any impact their experienceat work in relation to their neurodivergence has had on them, their work and theirview of their employer (Table 13).
A third (33%) say their experience at work in relation to their neurodivergence has
had a negative impact on their mental wellbeing. And around a fifth say it has had anegative impact on their ability to perform well in their job (21%), their intention tostay with their employer (19%) and the likelihood they’d recommend their employer
to a friend (19%).
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Impact of the organisation’s neuroinclusion activity

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Table 13: To what extent, if at all, has your experience at work in relation to yourneurodivergence had a positive or negative impact on the following? (%)
Positive
impactNegative
impactYour mental wellbeing

41

33

Your ability to perform well in your job

52

21Your intention to stay with your employer

52

19

The likelihood you’d recommend your employer to a friend

49

19

Base: all employees who identify as neurodivergent (n=790).

8 Conclusion: Seven guiding
principles for creating aneuroinclusive workplace

We hope our report has given you ideas of what you could do in your organisation.
For more information, please see our accompanying guide to help you act on it.
Like other aspects of EDI, neuroinclusion can seem complicated and overwhelming,with some preferring not to do anything rather than ‘getting it wrong’. However,
our survey findings show the need to take urgent action to make organisations
neuroinclusive and tackle inequalities faced by neurodivergent people.
A third (33%) say their experience at work in relation to their neurodivergence has
had a negative impact on their mental wellbeing. Around a fifth say it has had anegative impact on their ability to perform well in their job (21%), their intention tostay with their employer (19%) and the likelihood they’d recommend their employer
to a friend (19%).
However, just over three-fifths (63%) of employers who’ve taken some action tocreate a neuroinclusive organisation say they’ve seen a positive impact of doing so
on employee wellbeing. Furthermore, just over half (55%) have seen a positive impact
on the culture of the organisation and a similar percentage have seen a positive
impact on the quality of people management.
Our findings also show the importance of workplace support for neurodivergent
people. Neurodivergent employees who feel supported at work by their employer are
more likely to report their experiences at work (in relation to their neurodivergence)
positively impact their mental wellbeing, compared to those who feel unsupported(63% vs 9%). Those who feel supported at work were also more likely to say theirexperience at work in relation to their neurodivergence has had a positive impact on
their ability to perform well in their job, their intention to stay with their employer
and the likelihood they’d recommend their employer to a friend.

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Conclusion: Seven guiding principles for creating a neuroinclusive workplace

Neuroinclusion at work report 2024

Although the detail of the approach you take to making your organisationneuroinclusive will be dependent on your context and culture, we have drawn on our
survey findings and key points in the guide to offer seven guiding principles to help you.
Principle 1: Understand where you are now and commit to a long-term plan of action
Recognise that regardless of your organisation’s commitment to equality, diversity
and inclusion, there may be some way to go to be truly neuroinclusive. Although
70% of employers say EDI is a critical priority for their organisation, just 55% say theculture of their organisation is neuroinclusive.
Remember, your organisation is by definition neurodiverse – everybody has a uniquebrain – so this is not just about hiring new talent; it’s also about being inclusive of all
the different thinkers you already have, regardless of how many have felt comfortableenough to disclose as neurodivergent.
An essential first step is to understand where your organisation is now in termsof neuroinclusion, create and commit to a plan of action, and then act on it. The
important thing is to demonstrate your lasting commitment to progress.
Interestingly, our survey found that in those organisations where HR is seen to feel
capable and confident to support neurodivergent individuals at work, employers
reported positive impacts of their neuroinclusion activities on various organisation
outcomes (see page 17). Therefore, HR upskilling in this area is important to deliveron neuroinclusion and improve outcomes.
Principle 2: Focus on creating an open and supportive culture where people feel
comfortable talking about neurodiversity
Progress on any aspect of EDI requires people to feel comfortable talking about
it. Raising awareness among all staff of neurodiversity and the importance of aneuroinclusive workplace can help to build understanding and consideration ofothers’ working styles and preferences.
Our surveys suggest that awareness is lacking in many organisations – andaddressing this must be the starting point from which to build a neuroinclusive
culture. We also found that neurodiversity is talked about by managers in only 31%
of organisations, and in less than half of organisations (45%) it’s talked about by
HR. Furthermore, just three in 10 (30%) employers have provided education andawareness-raising about neurodiversity and common neurodivergent identities for all
staff within the past two years.

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We need to start talking about neurodiversity, based on an understanding of what itmeans and its benefits for teams and organisations.

3

People will more readily ask for support or adjustments at work, to be able to perform
at their best, if they feel psychologically safe to do so and that people won’t judge
or make inaccurate assumptions. However, the survey found that around three in 10(31%) neurodivergent employees haven’t told their line manager or HR about theirneurodivergence. We asked why this was and, while 44% said it’s a private matterthat they didn’t want to share, almost two-fifths (37%) said they are concerned about
people making assumptions based on stereotypes, around a third (34%) said they feelthere’s too much stigma, and 29% said they are concerned about the possible impact
on their career.
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Conclusion: Seven guiding principles for creating a neuroinclusive workplace

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Principle 3: Proactively consider neurodiversity in all people management
interactions
The majority of workplaces have not been designed with neurodiversity in mind.
That includes people management approaches, including policies, and it’s now time
to change that.
Everyone’s brains work differently – attention to neurodiversity benefits everybody.
Don’t wait for people to disclose – many may not want to.
People managers need to consider neurodiversity in the way they manage theirteam on a daily basis. Everyday interactions shape our working experience.
People should feel included, that they’re treated with dignity and respect, and that
their contribution is valued. However, of those managers surveyed, only aroundhalf (51%) agreed that managers in their organisation appreciate the value of
neurodiversity and the importance of having a neuroinclusive organisation. Less
than half (46%) said managers feel capable and confident to support neurodivergent
individuals at work.
Neuroinclusive management also involves a willingness to be highly person-centricin management style and manager assistance offered. An increased understandingof neurodiversity leads to something of a perspective shift in management. It has
become clear that managing in a way that considers neurodiversity is likely tobenefit the whole team.
Yet there appears to be a mismatch here, as, although 73% of employers reportthat their organisation encourages managers to get to know people in their teamas individuals, what they enjoy doing and what they find challenging, only 46%
of employees say their manager designs and allocates work based on individuals’
strengths and interests.
Perhaps it could be in part due to a lack of manager training on neuroinclusion.
Only just over a quarter (27%) of employers say their organisation offers training forline managers in what neurodiversity is and its value to the business. Less than aquarter (24%) say there’s training on how to support neurodivergent team members
and even fewer (18%) say there’s training for line managers in how to respond whena job applicant or employee tells them they are neurodivergent.
It’s essential that great attention is paid to ensuring a high level of psychologicalsafety where ideas are welcomed from everybody, and people feel able to speakup (for example to ask for adjustments or call out where something isn’t inclusive)
without fear of negative consequences.
It’s also important to critically review all people management policies and processes
to make them neuroinclusive, from hiring to training and development and theway people progress in the organisation. Ensuring equality of opportunity andoutcomes is vital. Formal policies and processes shape and help set the tone of theinformal interactions. However, in reality, there is a long way to go in this respect
as only 19% of employers say that their organisation has reviewed formal people
management policies to make them neuroinclusive.

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Conclusion: Seven guiding principles for creating a neuroinclusive workplace

Neuroinclusion at work report 2024

Principle 4: Allow individual employees to be masters of their own journey
The survey results showed a significant difference between the percentage ofneurodivergent employees and the percentage of neurotypical employees who feel
supported at work to perform at their best. Furthermore, just 38% of employees
surveyed feel their organisation provides meaningful support to neurodivergent
individuals.
Be guided by an individual in terms of what they need to perform at their best atwork. Even people with the same ‘type’ of neurodivergence will be very different in
the way they experience it, the way they prefer to work and their needs.
Don’t make assumptions about what someone needs or what would benefit themat work. Allow people to advocate for what they know they need to be successful atwork. Be guided by what they tell you and don’t question it or compare them withothers.
Invite requests for workplace adjustments from everyone to ‘normalise’ theconversation. Some people won’t know they may be neurodivergent or may notwant to share aspects of their identity at work. In addition, people can benefit fromworkplace adjustments for many reasons.
This appears to be an area requiring significant improvement in many organisations,as just under two-fifths (39%) of employees say their organisation ensures clear
access to reasonable adjustments (for example, role adjustments or adaptations to
the working environment). However, those who do this rated the practice highlyin terms of its positive impact on the organisation-level and people managementrelated outcomes that we asked about in the survey (see pages 19–20).
Principle 5: Embrace flexible working to enable everybody to thrive
Flexible working benefits the organisation as well as individuals. Even minorchanges can make a big difference, and some degree of flexibility is possible, evenin front-line roles.
Flexible working (for example, flexibility in working hours and where you work)
was the practice found to have the most positive impact on the organisation-leveland people management-related outcomes that we asked about in the survey(see pages 19–20). However, although providing flexible working was the mostcommon form of action taken to create a neuroinclusive organisation, just 45% of
employers say their organisation provides it.

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However, it’s important to recognise that everybody works differently. Be sensitive tothe fact that what works for you or others in the team may not work for everyone.

3

Wherever possible, focus on outcomes more than how and where people work.

4

Principle 6: Practise ongoing attention to wellbeing

5

Sadly, a third of neurodivergent employees surveyed said their experience at work in
relation to their neurodivergence has had a negative impact on their mental wellbeing.
Over two-fifths (45%) say they feel exhausted at work always or often (compared with
30% of neurotypical employees).

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Neuroinclusion at work report 2024

The most neuroinclusive organisations are constantly thinking about wellbeing,treating it as a neverending journey towards excellence. In fact, the majority (63%) of
employers taking action to create a neuroinclusive organisation say this action has
had a positive impact on employee wellbeing.
The people management aspect of a manager’s role should be given due time andpriority. Managers should regularly check in with their team and with individuals,
giving people the opportunity to raise any issues and ask for support at work if theywant to. This is a missing link in many organisations, with just 28% of employers
saying line manager roles are designed to give adequate emphasis to good people
management.
Uncover and take action on the main causes of ill health (physical and mental) in
your organisation, as well as respond to individual needs and circumstances. HR
should carefully monitor wellbeing sentiment and take swift action to support people
and address issues based on this.
Principle 7: Empower neurodivergent voices
Your own neurodivergent staff are often well placed to inform you of how theorganisation can be more neuroinclusive. Invite participation, but don’t expect it. In
addition, don’t assume existing channels of two-way communication are, or feel,
accessible to everyone.
For example, just over half of employees feel their organisation has an open andsupportive climate where employees are able to talk about neurodiversity. And a fifthof neurodivergent employees we surveyed told us they have experienced harassment
or discrimination at work because of their neurodivergence.
If you have a disability or neurodiversity-focused internal employee network, consult
them on your strategy and approach, and invite members to take a leadership rolein your neuroinclusion efforts. Be sure to recognise their contribution. However,remember not to over-rely on or over-burden colleagues, for example, witheducating the organisation. They have a day job, and organisations need to takethe lead on improving EDI. Also, don’t assume someone wants to be involved justbecause they identify as neurodivergent or have family or friends who do.
We hope this survey report and our practical guide will help you to drive positivechange towards equality for all kinds of thinkers in your organisation. You may alsofind our thought leadership article on this topic useful in engaging others across yourorganisation to understand why neuroinclusion is so important for the future of workand the potential business benefits of action.

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