New research reveals 70% of neurodivergent employees do not disclose their neurodiversity at work, raising questions about whether employer support programmes are reaching the people who need them most.
The survey by neuroinclusion experts, Everway, also found that among those who keep their neurodiversity private, 44% fear disclosure could harm their career prospects, while 42% worry colleagues or managers will treat them differently.
The findings suggest many organisations may be relying on disclosure-led support systems, despite most neurodivergent employees choosing not to disclose.
Cathy Donnelly, Chief People Officer at Everway, explains why employers should build neuroinclusion into every stage of the employee lifecycle.“Many organisations still approach neurodiversity support reactively. An employee discloses a condition. HR responds. Adjustments are discussed. Support follows. But this approach depends on something many employees are not comfortable doing in the first place.
“Employees who need support often remain invisible within environments designed around disclosure. As a result, people spend time masking difficulties, managing unnecessary stress, and adapting themselves to rigid ways of working instead of focusing fully on their role.
“For HR and L&D teams, this highlights an important shift. Neuroinclusion should not begin after disclosure. It should be built into every stage of the employee lifecycle.
Recruitment & Hiring
“Many traditional hiring processes unintentionally disadvantage neurodivergent candidates. Interviews often reward quick verbal responses, eye contact, and confidence under pressure. Job adverts may include vague language or unnecessary requirements that discourage qualified candidates from applying. Small changes can make recruitment more accessible and more effective. This includes:
- using clear, plain English in job descriptions
- separating essential skills from desirable ones
- sharing interview questions in advance
- offering task-based assessments alongside interviews
- explaining the recruitment process clearly beforehand.
Onboarding
“The first weeks in a role shape whether employees feel safe, supported, and able to succeed. For neurodivergent employees, onboarding can become overwhelming when information is inconsistent, expectations are unclear, or workplace culture relies heavily on “unwritten rules.” HR and L&D teams can reduce this pressure by providing:
- structured onboarding schedules
- written follow-ups after training sessions
- clear explanations of workplace processes
- multiple ways to access learning materials
- considering opportunities for flexibility during the first weeks.
Communication & Everyday Work
“Our research found that 56% of neurodivergent employees have experienced communication barriers at work. Often, these barriers come from one-size-fits-all communication practices. Long meetings without written summaries or pre-reads, missing agendas or unclear instructions, and information overload can all reduce performance. Simple adjustments can make a major difference, for example, by providing written summaries after meetings and allowing flexibility in communication formats.
Manager Capability & Progression
“Managers have a major influence on whether employees feel supported at work. Yet many still feel unsure about how to approach neurodiversity conversations confidently and appropriately. Effective internal training should focus on practical workplace skills rather than clinical definitions alone. Managers should learn how to reduce ambiguity, provide constructive feedback clearly, recognise different communication styles, understand “spiky” cognitive profiles and focus on outcomes rather than rigid working styles
“Career progression also matters. Many neurodivergent employees report challenges progressing internally because traditional leadership expectations often favour presentation style, networking confidence, or visibility over actual performance. HR teams should review progression frameworks carefully to make sure they measure contribution fairly.
Building Support Into The System
“The long-term goal should be universal design. Universal design means creating workplaces where flexibility, accessibility, and choice are built into systems from the beginning, instead of added later through individual accommodations. This benefits far more than one group of employees. Clear communication improves productivity. Flexible learning improves engagement. Neuroinclusive management improves retention.
“Neuroinclusion is often discussed as a culture issue. In reality, it is also a performance strategy.
“When organisations reduce barriers and create environments where different thinkers can succeed, employees contribute more consistently, teams collaborate more effectively, and businesses retain valuable talent for longer”.
For more insights into the state of neuroinclusion in workplaces, see Everway’s white paper on workplace culture and inclusion.
Photo by Yan Krukau: https://www.pexels.com/photo/a-group-of-people-having-a-meeting-in-the-office-7792859/
See more on neuroinclusion here.
