Health horizons

Reaping the neurodiversity dividend

The ability to ‘think outside the box’ is often seen as a desirable attribute which brings creativity, innovation and valuable problem solving skills to a business.

Yet some organisations are failing to realise the potential of recruiting neurodiverse employees who - by definition - think differently.

It’s estimated that one in seven people is neurodiverse - an umbrella term which includes a range of conditions such as Attention Deficit Hyperactivity Disorder (ADHD), Autism, Variable Attention Stimulus Trait (VAST), Dyspraxia, Dyslexia, Dyscalculia and Tourette’s Syndrome.¹

However, the real figure is likely to be much higher as many neurodivergent people are well into adulthood by the time they are diagnosed, sometimes when a younger family member is identified as neurodivergent.

Leaps of logic

This was the case with impressionist and ADHD ambassador Rory Bremner who says, “I sometimes think of ADHD as being my worst enemy and my best friend – it’s not fun having this noticeable impairment, but it allows me to make leaps of logic and think outside of the box.”²

Josh Wellman, Consultant Psychologist, Partnerships from HelloSelf says, “It’s also important to remember that neurodiversity spans a huge range of traits and abilities from hyper-focused high achievers to those with disabling differences.”

“Neurodivergent people might have exceptional abilities in some areas, but also experience challenges during day-to-day activities or interactions that others might take for granted.”

Sir Simon Baron-Cohen, Director of the Autism Research Centre, University of Cambridge, points out, “Some of these differences result in disability, for example, in social skills and communication.”³

Attention to detail

“But others result in strengths or talents. For example, many autistic people have an excellent memory for facts and excellent attention to detail. And many are strongly attracted to patterns.”

Josh says, “This synthesis of benefits and challenges is typical of neurodiverse conditions, and it underlines the value of embedding a neuroinclusive approach to recruiting and retaining neurodiverse talent.”

"A neuroinclusive recruitment and retention strategy provides a psychologically safe environment that allows neurodivergent talent to feel at ease and showcase their abilities.”

“This means dedicating the time to understand individual needs and being open to taking onboard feedback about how to improve overall company culture.”

“The business case is clear. That’s why more and more organisations — including the Government Communications Headquarters (GCHQ), BAE Systems and Hewlett Packard Enterprise — are actively recruiting neurodiverse talent.”⁴

Hewlett Packard Enterprise CEO, Antonio Neri says, “Our neurodiverse software testers have provided valuable skills and insights to our business.”⁵

While one analysis of inclusivity programmes in the technology sector reported that neurodiverse employees are 90% to 140% more productive than neurotypical team members and their work is consistently error-free.⁶

Business benefits

Business consultants at Deloitte believe, “One big benefit of an inclusive work culture is that it fosters diversity of thought, different approaches to work, innovation, and creativity.”⁷

“Research suggests that teams with neurodivergent professionals in some roles can be 30% more productive than those without them. Inclusion and integration of neurodivergent professionals can also boost team morale.”

Apart from this diversity dividend, there are also HR risks around failing to consider neuroinclusivity across all employment practices, with the City & Guilds Neurodiversity Index Report 2025 noting that 13% of employers were involved in employment tribunals relating to neurodiversity.⁸

Moral dimension

Josh says, “There is also a wider moral question about the message neuroinclusivity sends about an organisation’s values and core principles and the important role that employers can take to help neurodivergent colleagues flourish and do their best work.”

As the Institute of Business Ethics explains, “Inclusion is a matter of having a complete and comprehensive approach to treating all humans with respect, valuing differences and providing equality of access to opportunities – not to do this mindfully and purposefully, is unethical.”⁹

Yet research confirms that job candidates who are neurodiverse still face discrimination, either overtly or unintended.

The Buckland Review of Autism and Employment found that despite a desire to work, only around 3 in 10 working age disabled people on the autism spectrum are in employment, compared with around 5 in 10 for all disabled people and 8 in 10 for non-disabled people.¹⁰

Barriers to employment

The barriers Sir Robert Buckland KC MP identified in his report are typical of the challenges faced by jobseekers with other forms of neurodiversity:

Generic job descriptions
Ambiguous interview questions
Challenging sensory settings for interviews
An emphasis on social skills rather than job skills
Neurodiverse job applicants feeling the need to mask their neurodiversity

Potential dividends

Josh says, “Greater recognition of the untapped potential of neurodivergent talent and a clear commitment from employers and HR leaders is needed to address these barriers.”

“And on the plus side, 44% of the organisations who took part in the City & Guilds Neurodiversity Index Report 2025, reported they have someone in their senior leadership team who is neurodiverse, or has family experience of dealing with neurodiversity.”¹¹

Actions for inclusive hiring

Recruitment is the first step of this journey and the City & Guilds Report sets out some simple steps for more inclusive hiring:¹²

Job applications should be simple and avoid jargon. Provide step-by-step video guides to completing applications and allow submissions in different formats, such as video or audio recordings. Online platforms should be compatible with screen readers and other assistive technology.

Face-to-face interviews should be held in a sensory-friendly space which is quiet and has flexible lighting and train interviewers on inclusive practices and being alert to neurodivergent biases.

Online interviews should use easily accessible platforms which have clear instructions and technical support. Be flexible about having cameras on or using captions during interviews.

Encourage structured networking with events that have clear expectations as well as one-to-one opportunities. Provide templates for self-disclosure of neurodivergence.

Psychometric assessments should be designed for neurodivergent accessibility and aligned with the skills being measured.

Josh says, “Building successful neuroinclusive teams will be an ongoing process, and Bupa has the resources to support your line managers and team managers so they can help neurodivergent team members thrive at work.”

Watch our latest Health Horizons event which explores neuroinclusion in the workplace and how businesses can develop their talent strategies to support neurodiverse colleagues from recruitment to retention. Watch event here: Health Horizons | Workplace Events | Bupa UK