The neurodivergent experience at work: what HR leaders need to know (and where to start)
The neurodivergent experience at work: what HR leaders need to know (and where to start)
Neurodivergence is firmly on the HR agenda. More employees are disclosing diagnoses, more managers are asking for guidance, and more organisations are recognising that their existing wellbeing and inclusion strategies weren't built with neurodivergent employees in mind.
The intention is there. But for many HR teams, the challenge is knowing where to begin.
From what we see in our work with clients, support for neurodivergent employees tends to fall into a few categories: formal assessment and reasonable adjustments, specialist coaching, and in-the-moment support for the daily challenges that don't wait for a scheduled session. Understanding which kind of support your employees need, and when, is part of what makes this feel complex.
But here's what the evidence shows: getting this right is simpler than most organisations expect, and the return on investment for those who do is significant in terms of improved retention, reduced absence, and measurable gains in productivity.
So where do you start? With understanding.
What the neurodivergent experience at work looks like
Brain in Hand's research into the neurodivergent experience in the workplace reveals that only 22% of neurodivergent employees say HR or their broader management team knows about their condition. Most neurodivergent employees are managing the gap between how they naturally think and work, and what the workplace expects of them; and doing so silently. The toll is significant with 50% of neurodivergent employees reporting feeling burnt out and 43% intend to leave their role within a year due to difficulties at work.
The challenges manifest differently depending on the individual. Social anxiety, difficulty maintaining concentration, and the mental load of looking after their own wellbeing at work are amongst the most commonly reported challenges. For those with a dual diagnosis of autism and ADHD, the experience is often more intense, with higher rates of exhaustion, overwhelm, and feelings of being passed over for development opportunities.
These employees aren’t outliers - more than one in seven people are neurodivergent so the likelihood is that this experience is already present in your organisation, whether or not it's visible.
Steps HR leaders can initiate
The good news is that the most effective support is often practical and easier to implement than most organisations anticipate. At Brain in Hand, where we offer self-serve digital tools with expert human coaching for neurodivergent employees, our recommendations centre around providing everyday, in-the-moment, support. Here are a few ideas from our team:
- Invite new starters to share their needs at the outset of the onboarding process, making it clear that its important in your organisation that individual needs are met and provide the support they might need or adapt ways of working from the outset of the employment relationship.
- Create a checklist of useful questions for managers to use to get to know their teams (For example, what do you need to perform at your best? If you don’t know what you need let me help you explore that. How could I improve the way I share project briefs with you so you’re clear about the expectations of you?).
- When speaking to neurodivergent employees, move away from questions like "what support do you need?" (a question that puts the burden on the employee to know and articulate their needs) towards "what do you need to do your job at your best?"
- Take a looking at a coaching platform like Brain in Hand that can provide the personalised, in-the-moment support that goes beyond what a reasonable adjustments policy alone can deliver.
The positive returns on getting this right
When organisations invest in the right support, the results are clear. Brain in Hand's research found that 45% of supported employees reported at least one significant positive outcome across absence, performance, or retention. 97% of those who reported fewer sick days also noted improved mental health. The average saving to employers is £6,804 per employee annually, with £4 returned for every £1 invested.
Interested in learning more?
Brain in Hand's research report, The Neurodivergent Experience in the Workplace, brings together original research on how neurodivergent employees experience work, what the barriers to support look like, and what the evidence says about what actually helps.
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Get the full data, insights, and practical guidance from Brain in Hand's research into the neurodivergent experience at work.
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