Why Neuroinclusion Is the Smartest Investment Your Business Has Yet to Make

Neurodivergent talent is already in your business. The question is - are you helping them succeed or holding them back?

With neurodivergent individuals making up an estimated 20% of the population, chances are many of your team members process information, communicate or work differently than the ‘standard’ model. Conditions like ADHD, autism, dyslexia, dyspraxia and others are part of this spectrum and understanding their impact on the workplace is crucial - not just for fairness, but for performance, retention and innovation. Yet too often, we overlook this talent due to systems and cultures that are unintentionally exclusionary.

Businesses are facing skills shortages across the UK; in Northern Ireland this is being felt even more with unemployment at 1.8% versus 4.6% in the rest of the UK and our economic inactivity remains consistently higher than the rest of the UK at 26.9%. 

You’ve already hired neurodivergent talent, now it’s time to support them

Neurodivergent refers to individuals whose thinking or processing differs from what is considered typical, this can include those mentioned above such as ADHD, autism, dyslexia and dyspraxia, and more (see below for extended list). Neurodiverse is often used to describe a group that includes both neurodivergent and neurotypical individuals.

Our businesses need to be innovative and apply smarter strategies, now is the time to look at how we can improve inclusion strategies to not only give us better outcomes but lead the way in competitive advantage and productivity. 

Where are we going wrong? 

Businesses often focus on the validity of adjustments, with difficult processes requiring individuals to disclose and justify their requirements. What difference would it make to your business if you decided to focus on making everyone as productive and successful as possible? 

Not all neurodivergent individuals will have a formal diagnosis, be aware of their differences or feel safe enough to disclose them at work. Fear of stigma, misunderstanding or negative career consequences often leads to silence. This is why true neuroinclusion must go beyond policy and reasonable adjustments - it needs to be embedded in culture, systems and leadership so employees don’t have to identify or explain themselves in order to thrive.

In my own work supporting staff here at Hays and organisations to develop neuroinclusive hiring practices, I’ve seen firsthand how small shifts, like normalising flexible interviews or rethinking communication norms, can radically change how neurodivergent candidates perform and thrive.

Many businesses across Northern Ireland are making strides towards impactful change but the biggest barrier we face is our workplace cultures; how will other staff react? What if it creates differences and leads to other cultural problems? 

For many employees, disclosure is a deeply personal and sometimes risky step, especially in environments where understanding and support are lacking. These processes can unintentionally create barriers, placing the burden on the individual to ‘prove’ their difference rather than enabling everyone to thrive by default.

And yet, all of our businesses have been through substantial change in the last few years, demonstrating that even in difficult circumstances and radical differences to our workplace behaviours, we can maintain our organisational identity. Some organisations have re-evaluated their identity and evolved to ensure they progress in the new world of work. 

Culture is the foundation for true inclusion

Yet only 55% of employers surveyed for CIPD’s 2024 Neuroinclusion At Work report said the culture of their organisation was neuroinclusive. 

Our workplace culture must be the foundation of our future inclusive workplaces, prioritising psychological safety, transparency and leadership development. 

Psychological safety means creating an environment where people feel safe to speak up, ask questions, admit mistakes or raise concerns without fear of embarrassment, punishment or negative consequences.

Where’s the proof that it works? Forward thinking organisations have been trialling various approaches through hiring and retention schemes; the data supports that neuroinclusive strategies work. 

In my role as Senior Business Director at Hays, I’ve worked with many employers over the years across industries who worried that inclusion would require major operational overhaul, only to discover that with the right advice and a shift in mindset, meaningful change is entirely achievable. When I consult with employers about this issue very often the main thrust of the work is assessing what’s possible and realistic within their resources, capacity, ability, skills and finances.

JPMorgan Chase found that autistic employees in its Autism at Work program were 90–140% more productive, with higher quality output than neurotypical peers. A single neurodivergent SAP employee delivered a technical breakthrough worth $40 million in cost savings. EY’s Neurodiverse Centres of Excellence generated over $1 billion in value from innovation, automation, and efficiency. 

It has been found that companies with inclusive hiring practices see 28% higher revenue and are twice as likely to be innovation leaders.

But won’t it be harder to manage? The data says no

Some employers ask, will neuroinclusive hires be harder to manage? CIPD’s 2024 Neuroinclusion At Work report found the most common form of support provided was flexible working; for example, flexibility in working hours and where you work, followed by role adjustments or adaptations to the working environment. 

In 2017 Austin & Pisano’s research found SAP, Microsoft, and JPMorgan Chase all reported retention rates above 90% for neurodivergent hires. According to Hok 2024, EY experienced 92% retention, and neurodiversity hiring platform Mentra reported a 97% retention rate among placements. Cognassist’s 2023 report found supporting neurodivergent talent can also reduce absenteeism by up to 50%. 

You already employ neurodivergent people, are you helping them thrive?

The fact is 20% of people are reported to be neurodivergent, you already have neurodiverse hires in your workplace but without inclusion at the heart off your business they may be struggling, and you might be missing an opportunity get the best from your workforce.

The wider economic and societal benefits would be substantial. In the UK, doubling employment among autistic adults by 2030 could yield £900 million–£1.5 billion annually A national neurodiversity employment strategy could generate up to £23 billion annually through higher tax contributions, reduced benefits, and productivity gains.

Gen Z expects more, and they’re not waiting

Currently 20% of the workforce are expected to be neurodivergent but Zen Business reported in 2023 more than half of Gen Z identify as neurodiverse: 22% definitely, and 31% somewhat. Gen Z doesn’t view DEI as corporate jargon but is essential to a company’s identity. 

A study by Ripple Match found 75% of Gen Z consider a company’s DEI commitment when deciding whether to apply for a job. As we become aware of neurodivergence and discuss it more openly, more people are recognising traits and identifying as neurodivergent, we are also seeing an increase of people seeking diagnosis later in life. 

It’s time to act: inclusion means better business

Organisations need to do the work now on workplace culture, challenging unconscious bias and promoting conscious inclusion, not just to support equality but for better business outcomes. In Northern Ireland if we embrace and adapt at speed these changes will greatly change our economic and societal outcomes for the better. 

If your organisation is serious about talent retention, innovation and futureproofing, now is the time to act. The first place to start would be to review your policies, challenge assumptions and seek support where you need it. If you’re not sure where to begin, I’m here to help.