Creating space: Supporting neurodivergent employees in workplace

Of all the aspects of diversity, neurodiversity—acknowledging and embracing the distinct neurological differences between people—has become an area of special importance. By embracing neurodiversity, not only is a more inclusive workplace created, but also immense amounts of hidden potential within the workforce are opened up.

Neurodiversity describes the natural differences in the human brain that affect how people think, learn, and process information. It encompasses but is not limited to autism spectrum disorder, ADHD, dyslexia, dyspraxia, OCD, and Tourette’s syndrome. Instead of considering these to be deficits or disorders to be “cured”, the neurodiversity model embraces them as within the normal range of human cognition (Dryden, 2025). Many neurodivergent individuals encounter work environments that are neither designed for their requirements nor accepting of their ideas. Consequently, many are compelled to hide their characteristics, work in silence, or ultimately exit organisations that do not offer inclusive frameworks. The business community, in its pursuit of efficiency and homogeneity, frequently ignores the remarkable creative, analytical, and empathetic abilities neurodivergent workers contribute.

Traditional workplace structures are often built with a one-size-fits-all approach. From office layouts to performance evaluation systems, most aspects of professional environments are designed for neurotypical employees. This results in environments that unintentionally exclude individuals who may process information differently or prefer alternative communication styles. The price of this neglect is steep. Talent is wasted, innovation is suffocated, and diversity of thought is diminished. In contrast, organisations that build workplaces inclusive of neurodivergent individuals reap not only fresh insight but also increased employee retention and more effective team dynamics. As Dryden (2025) states, “Neurodivergent-friendly policies and environments are not just about compassion—they’re about creating equitable opportunities and building better, more resilient organisations.”

Strategies for supporting neurodivergent employees:

1] Developing Psychological Safety

Psychological safety, being able to speak up, ask questions, or be yourself without fear of embarrassment or retribution, is crucial for every employee, particularly those who are neurodivergent. Fitzell (2021) describes Amanda’s story as a worker with OCD who was only able to thrive after her manager heard her, adjusted expectations, and created an environment of empathy and conversation. This level of responsiveness permits people to flourish, not just survive. Neurodivergent employees frequently experience increased anxiety regarding “fitting in”, and without areas of safety, many will repress their needs or opt out. Small but impactful actions such as enquiring, “What would help you do your best work?” can have a significant impact.

2] Creating Sensory-Friendly Work Environments

For most neurodivergent workers, sensory sensitivities may render standard office settings overwhelming. Fluorescent lighting, background noise, or crowded areas may lead to physical discomfort or mental overload. Providing quiet rooms, the use of noise-cancelling headphones, adjustable lighting, and flexible seating arrangements enables employees to select what best suits them (Nasland & Dudhekar, 2023). This needn’t mean overhauling whole buildings. Moderate adjustments, for example, getting along without stifling colour palettes, capitalising on available natural light, and building multizone zones of multiple sensing, can ease and improve focus.

3] Flexible Work Schedules

Dogmatic 9-to-5 routines don’t tend to help the mannerisms of neurodivergent contributors. Flexibility, either via working remotely, flexible workday times, or outcomes instead of strict processes, can make an enormous difference. For example, an individual with ADHD might find it helpful to work in brief, concentrated bursts instead of extended, uninterrupted hours. Working from home can minimise overstimulation and provide more control over the environment. Dryden (2025) points out that when companies provide flexibility, they show trust and respect for the way people work, which ultimately leads to improved performance.

4] Clear and Consistent Communication

Disambiguation of communication may unfairly impact neurodivergent workers. Expectations that are well-articulated, provided through organised feedback, and communicated uniformly assist in building a transparent and predictable work environment. Verbal and written instructions, simplifying complex tasks into tangible steps, and asking for understanding are habits that serve all. Fitzell (2021) emphasises how providing employees with accessible materials and sufficient processing time can be the difference between setting a person up to fail or setting them up to succeed.

5] Training and Awareness Initiatives

Most organisations provide diversity training, but very few provide education in neurodiversity. Providing sessions that define what neurodiversity is, dispel myths, and offer real tools for working together fosters an environment of empathy and understanding. It is also critical to tackle unconscious bias; neurodivergent people are frequently unfairly stereotyped as “difficult”, “antisocial”, or “uncooperative”. A change in mindset serves to shatter such stigmas and usher in supportive, level relationships between coworkers.

Hiring neurodivergent people is not sufficient. True inclusion is more than quotas and buzzwords. It involves listening, learning, and reorganising to make sure that people are not merely there but actively flourishing. It’s about having ongoing conversations—checking in, reviewing policies, and being open to changing them. Firms tend to boast of being “neurodiversity friendly”, but unless neurodivergent voices are included in the policy-making process, the assertion is hollow. Engaging neurodivergent people in solution-finding guarantees that policies are based on experience, not assumptions.

The advantages of neurodiverse teams are not anecdotes but evidence-based. Research indicates that businesses with diverse practices realise increased innovation, better employee morale, and greater problem-solving skills. Neurodivergents typically approach things differently, disrupt the norm, and share fresh perspectives that enhance the team.

Dryden (2025) makes the point clearly: “It’s not about charity; it’s about opportunity. When organisations support neurodivergent talent, everyone wins.” Building inclusive workplaces also sets a precedent for broader inclusion, compassion, and ethical leadership. As we redefine what it means to lead, we must redefine what it means to listen—to hear the voices that are often silenced or misinterpreted.

Supporting neurodivergent staff takes intention, empathy, and a desire to disrupt conventional workplace norms. By creating spaces that honour neurological diversity and by weaving inclusivity into the very fabric of organisational culture, we not only uphold the dignity of everyone—we tap into a rich reservoir of creativity, resilience, and innovation.

Let us go beyond performative inclusion. Let us build workplaces that welcome complexity, diversity, and difference. Let us make space at the table not merely for compliance or image, but for humanity.