Many workplaces – both physically and structurally – are set up in ways that can make it difficult for neurodivergent individuals to thrive. This isn’t due to bad intentions or a lack of willingness to be inclusive. More often, it comes down to a lack of knowledge about how different brains function – and a lack of tools to accommodate different needs. A recent study shows that 45% of neurodivergent employees see a lack of understanding in the workplace as a major barrier to inclusion.*
The consequences can be significant. When neurodivergent employees don’t feel comfortable or supported at work, it can lead to stress and burnout. Over time, many end up leaving the workplace altogether. This is costly, not only for the individual but also for the company.
*Study conducted by Hans Knudsen Institute in collaboration with Norstat on neurodivergent individuals in employment, 2024
What is neurodiversity?
The term neurodivergent is an umbrella concept used to describe the many ways in which brain profiles can differ. This includes autism, ADHD, dyslexia, Tourette’s syndrome but a person doesn’t need a formal diagnosis to have a different cognitive profile.
Why it should matter to everyone
There are many compelling reasons why workplaces should prioritize neurodiversity – not just for the benefit of neurodivergent individuals, but for the organization as a whole:
- A significant part of the workforce: Around 15–20% of the workforce is estimated to have a different cognitive profile. Some have a diagnosis, while others may not yet be aware of their neurodivergent traits.
- Workforce shortages: Many companies expect increasing labor shortages by 2030. Broadening inclusion and improving retention of people with diverse profiles can be part of the solution.
- Preventing stress and burnout: Anyone can experience stress, but neurodivergent individuals are often at greater risk of burnout. Many have highly sensitive sensory systems, meaning their brains work harder to process stimuli. This results in a higher baseline of mental strain. In fact, burnout is one of the most common reasons adults later receive a neurodivergent diagnosis.
- Tapping into unique talents: Many companies are realizing the value of diversity. Research shows that diverse teams perform better both in terms of creativity and business outcomes. Neurodivergent employees often approach tasks in unique ways, which can be a tremendous asset to the organization.
- From diagnosis to strength-based approaches: Historically, neurodivergent individuals have often been viewed through the lens of diagnosis and limitations. Today, inclusion is about creating structures and environments that promote well-being and fully leverage the talents of employees with different cognitive profiles.
We need to acknowledge that neurodiversity is not a trend. People with different cognitive profiles have always existed but the increasing levels of distress and lack of well-being many experience today are largely a response to how our work life, private life, and society are structured. If we fail to address this, we risk losing employees and facing more sick leave.
Søren Dige
Project Manager at Brains at Work
Often only minor adjustments are needed
Søren Dige, project manager at Brains at Work, explains: “I’ve witnessed major improvements simply from a leader becoming aware that an employee has a different cognitive profile. Once the idea of neurodiversity is accepted and there’s openness to understanding what the employee needs, things start to change. Awareness alone can lead to different behavior”.
Some useful strategies include:
- An open and non-judgmental culture around diversity. A curious approach that includes asking questions about individual needs and preferences.
- Adaptations to the physical work environment, such as:
- Screened-off workstations
Noise reduction measures
Furniture that helps with physical restlessness
- Klart definerede roller, forudsigelighed og konkrete arbejdsbeskrivelser.
- Support with structure and clarity. Some employees thrive best with clearly defined frameworks and structure.
- Increased attention to stress and pressure.
- Increased attention to feedback and recognition.
Identify scope and need with GAIS survey
Do you have employees with different cognitive strengths – whose brains may work a bit differently? GAIS, together with several field experts, has developed a set of anonymous questions you can add to a GAIS or workplace assessment. These questions help you better understand the extent of neurodiversity and the needs in your organization, providing insight into how to support well-being among employees with diverse cognitive profiles.
Learn more about how to add neurodivergence-related questions to your well-being survey in this guide.
Ethics and purpose matter
As with any type of survey, it’s crucial to clearly communicate the purpose of asking about neurodiversity. Why are these questions being asked? How will the information be used? It’s essential to create a safe space where the intent is clearly to support – not to single out – individuals with different cognitive profiles.
Who is Brains at Work?
Brains at Work is part of the non-profit Autism Center North-Bo Foundation. With over 27 years of experience, the organization is a heavyweight in knowledge and development in the autism and ADHD fields. Brains at Work aims to inform and advise companies, leaders, and employees on neurodiversity.
