Neurodiversity in the Modern Workplace: Understanding, Adaptation, and Inclusion

Introduction: The Rise of Neurodiversity in the Modern Workplace

In an era where workplace diversity and inclusion are increasingly recognised as fundamental pillars of organisational success, the conversation has expanded beyond traditional demographic categories to encompass the rich tapestry of human cognition. Neurodiversity, the concept that recognises and values the natural variations in how all people think and process information, has emerged as a critical dimension of this broader understanding of diversity. This paradigm shift acknowledges that individuals with neurological differences, often referred to as neurodivergent (e.g., those with ADHD, dyslexia, dyspraxia, autism), can bring unique strengths, perspectives, and talents to the workplace, contributing significantly to innovation and productivity. As businesses strive to build more dynamic, equitable, and high-performing teams, a deeper understanding of neurodiversity (the spectrum of all neurological makeups) and the adaptations necessary to support neurodivergent employees has become paramount. This article aims to provide a comprehensive overview of neurodiversity within the context of the modern workplace, exploring its definition, the crucial role of workplace adaptation in fostering inclusion, presenting current UK-specific data on the prevalence of neurodivergent conditions and their employment rates, detailing the characteristics of ten common types of neurodivergence, highlighting the growing role of neurodivergent individuals in the technology sector, and ultimately prompting a critical examination of whether current workplace practices are truly meeting the needs of this diverse workforce.

Defining Neurodiversity: Understanding Cognitive Differences in a Professional Setting

At its core, neurodiversity refers to the inherent variability in human brain function across the entire population. Within the context of the workplace, this concept extends to the recognition and inclusion of individuals with alternative thinking styles, encompassing conditions such as dyslexia, autism, Attention Deficit Hyperactivity Disorder (ADHD), and dyspraxia – these individuals are described as neurodivergent. Neurodiversity describes the natural differences in how individuals’ brains behave and process information, acknowledging that each person thinks, learns, and acts in their own unique way. The fundamental principle of neurodiversity is that there is no single “right” way for the human brain to function, and cognitive differences should be embraced as a natural and valuable aspect of human diversity, rather than being viewed as deficits. This perspective marks a significant shift away from historical approaches that often stigmatised neurological differences, instead promoting an understanding of these variations as a natural part of the human experience.

To navigate this topic effectively, it is important to understand several key terms. A neurodivergent individual is someone whose brain functions differently from what is considered typical by societal standards (e.g., having conditions like ADHD, dyslexia, autism). Conversely, a neurotypical individual has a brain that functions in a way that aligns with what is considered typical or mainstream in society. The term neurodiverse is used to describe a group of people among whom there is a variation in neurocognitive functioning, encompassing both neurodivergent and neurotypical individuals within a population. Thus, a workplace is inherently neurodiverse because it includes people with a variety of neurotypes.

The understanding of neurodiversity is a relatively recent development, with the term itself being coined within the last 15 years. This relatively new terminology reflects an ongoing evolution in how society perceives and discusses cognitive differences. The consistency in the core definition across various sources indicates a growing consensus around the fundamental idea of embracing cognitive variations as a natural part of human diversity. This evolution suggests an increasing societal awareness and acceptance of the wide spectrum of human neurological functioning.

Furthermore, the concept of neurodiversity is closely aligned with the social model of disability. The social model posits that disability is not an inherent characteristic of an individual but rather a result of societal barriers and a lack of appropriate accommodations for people with differences. This perspective contrasts sharply with the medical model, which traditionally views disability as a deficit or illness that needs to be cured or fixed. By aligning with the social model, the neurodiversity movement calls for society, including workplaces, to adjust and adapt to the needs of neurodivergent individuals, rather than expecting individuals to conform to neurotypical norms.

While neurodiversity describes the full spectrum of human neurological variation, it is important to distinguish specific neurodivergent conditions from the legal definition of "disability." In the UK, the Equality Act 2010 defines disability as a physical or mental impairment that has a substantial and long-term adverse effect on a person's ability to carry out normal day-to-day activities. While neurodiversity itself is not a medical or legal term for disability, many neurodivergent conditions, such as autism, ADHD, dyslexia, and dyspraxia, can indeed meet the criteria for disability under the Equality Act. This distinction is important because while neurodiversity provides a framework for understanding and valuing all cognitive differences, the legal definition of disability provides a basis for rights, protections, and the requirement for reasonable adjustments in the workplace for those with qualifying neurodivergent conditions.

The Imperative of Workplace Adaptation for Neuroinclusion

For a neurodiverse workplace – one that naturally includes both neurotypical and neurodivergent individuals – to be truly inclusive and effective, workplace adaptation is imperative. This refers to the proactive and thoughtful adjustments that organisations make to their environments, policies, practices, and communication methods to better support and include neurodivergent employees. This goes beyond simply providing accommodations; it involves fundamentally rethinking how work is structured and executed to be more inclusive of diverse cognitive styles. This might involve "tweaking communication and adapting to an individual's style of working" , ensuring that information is presented in accessible formats and that different communication preferences are respected. It also includes making "accommodations, such as providing flexible work arrangements or creating a quieter workspace, to help neurodiverse employees perform their best", recognising that individuals may have different needs regarding their physical and temporal work environment. A neurodiverse workplace, therefore, requires these adaptations to ensure neurodivergent individuals can thrive and the organisation can fully benefit from the diverse talents present.

A key principle of workplace adaptation for neuroinclusion is the idea that the workplace should "adjust to neurodivergence rather than the other way around". This reflects the social model of disability, emphasising the responsibility of the organisation to create an inclusive environment rather than placing the burden solely on the individual to fit into pre-existing structures. Ultimately, workplace adaptation is about reshaping workplaces to "support and empower all ways of thinking," fostering a culture where cognitive diversity is valued and seen as a strength. As workplaces become more aware of the benefits of diversity, it is essential to embrace the unique strengths and challenges that come with different ways of thinking and functioning, particularly for neurodivergent individuals. This understanding and support contribute to a more inclusive and supportive work environment for all employees.

In the UK, the Equality Act 2010 plays a crucial role in driving workplace adaptation for neurodivergent individuals. The Act places a duty on employers to make reasonable adjustments for disabled employees, which often includes those with neurodivergent conditions. These reasonable adjustments are changes that employers must make to stop or prevent neurodivergent individuals from being put at a substantial disadvantage compared to non-disabled people. It is important to note that an employee does not necessarily need a formal diagnosis of a specific neurodivergent condition to be considered disabled under the Equality Act 2010, and employers should offer support and consider reasonable adjustments even if an employee has not received a diagnosis.

Workplace adaptation is not merely a matter of fulfilling legal obligations. It is also fundamentally about valuing diversity and inclusion within the workplace. By proactively adapting to the needs of neurodivergent employees, organisations can leverage the unique benefits that cognitive diversity brings, such as enhanced innovation, creativity, and problem-solving abilities. True adaptability in the workplace requires a shift in mindset, a "loosening on what is considered the right way of doing things," and an acceptance of different approaches to work and varying levels of risk-taking. This fosters a culture where diverse thinking is genuinely valued and where employees feel comfortable bringing their whole selves to work.

Creating a truly conducive work environment for neurodivergent individuals often involves a combination of physical and policy adaptations. Physical adjustments might include providing quiet workspaces or sensory rooms for individuals with sensory sensitivities, adjusting lighting to reduce overstimulation, and ensuring ergonomic setups that cater to individual needs. Policy adaptations can encompass offering flexible working arrangements, allowing for different communication methods based on individual preferences, and tailoring performance management processes to focus on outcomes rather than adherence to neurotypical norms. By embracing a holistic approach to workplace adaptation, organisations can create environments where neurodivergent employees can thrive, contributing their unique talents and perspectives to the fullest.

Understanding Masking in Neurodiversity

Masking, also known as camouflaging, is a conscious or subconscious strategy where neurodivergent individuals suppress or conceal their neurodivergent traits (such as those associated with autism, ADHD, etc.) to fit in with neurotypical social norms and expectations. This can involve mimicking social cues, forcing eye contact, suppressing stimming behaviours, or preparing scripts for conversations. While masking can help individuals navigate social situations and potentially avoid stigma or discrimination, it comes at a significant cost. The constant effort required to maintain a neurotypical facade can lead to exhaustion, burnout, anxiety, depression, and a loss of a sense of self. Many neurodivergent individuals report feeling disconnected from their authentic selves and experience increased mental health challenges due to the pressure of masking.

Working With Masking in the Workplace

Creating a supportive and inclusive workplace is crucial to reduce the need for neurodivergent employees to mask their traits. Employers can foster an environment where individuals feel safe to be themselves by:

1. Raising Awareness and Understanding: Provide training for all staff to educate them about different neurodivergent conditions (like ADHD, dyslexia, autism) and the impact of masking. This can help reduce stigma and promote empathy.
2. Normalising Accommodations: Ensure that accommodations are readily available and easy to access for all employees, regardless of whether they have disclosed a neurodivergent condition. This can include providing quiet workspaces, noise-cancelling headphones, and flexible working arrangements.
3. Focusing on Strengths: Recognise and value the unique strengths and talents that neurodivergent individuals bring to the workplace. Create roles and tasks that align with their strengths, allowing them to thrive without feeling the need to conform to neurotypical norms.
4. Promoting Open Communication: Encourage open and honest conversations about individual needs and preferences. Create a culture where employees feel comfortable disclosing their neurodivergence and asking for support without fear of judgement or negative consequences.

Leading by Example: Encourage leaders and managers to openly discuss neurodiversity (the full spectrum of neurological makeups) and share their own experiences, if comfortable, to foster a culture of acceptance and understanding.

By implementing these strategies, organisations can create a workplace where neurodivergent employees feel valued, supported, and empowered to be their authentic selves, reducing the need for masking and promoting overall well-being and productivity.

Neurodiversity by the Numbers: Prevalence of Neurodivergent Conditions and Employment Rates in the UK Workforce

Understanding the prevalence of neurodivergent conditions within the UK population and workforce is crucial for appreciating the scale and importance of creating neuroinclusive workplaces. While obtaining precise figures can be challenging due to evolving definitions, diagnostic boundaries, and the fact that not all neurodivergent individuals have a formal diagnosis, various studies provide valuable estimates. It is widely estimated that around 1 in 7 people in the UK are neurodivergent, representing more than 15% of the population. Some sources suggest this figure could be as high as 20%.

To provide a more granular view, prevalence rates for specific neurodivergent conditions offer further insight:

• Autism Spectrum Disorder (ASD): More than 1 in 100 people in the UK are on the autism spectrum. The ratio of males to females diagnosed with autism has been a subject of ongoing research. While historical estimates suggested a ratio as high as 16:1, the most up-to-date estimates indicate a ratio of around 3:1. Some recent studies even suggest this ratio might be closer to 2.5:1, indicating a growing recognition of autism in females.
• Attention Deficit Hyperactivity Disorder (ADHD): It is estimated that 3-4% of adults in the UK, approximately 1.9 million people, have ADHD.35 The gender split in adults with ADHD is around 3 males for every female diagnosed.38 In childhood, this ratio is roughly 4:1 boys to girls.
• Dyslexia: Approximately 10% of the UK population are believed to be dyslexic.
• Dyspraxia (Developmental Coordination Disorder - DCD): This condition is thought to affect up to 10% of the UK population, with around 2% experiencing severe dyspraxia.
• Dyscalculia: It is estimated that about 6% of the population in the UK have dyscalculia.
• Tourette's Syndrome: This neurological condition affects around one school child in every hundred, with over 300,000 children and adults living with Tourette's in the UK. It is more prevalent in boys.

To estimate the number of neurodivergent individuals within the UK workforce, we can consider the current employment statistics. In November 2024 to January 2025, the UK employment rate for people aged 16 to 64 years was 75.0%, with a total of 33.92 million people aged 16 and over in employment.

Using the prevalence estimates, we can project the potential number of neurodivergent workers:

• Based on a 15% overall prevalence: 0.15 * 33,920,000 = 5,088,000 neurodivergent workers. This suggests that approximately 15% of the UK workforce may be neurodivergent.
• Based on a 20% overall prevalence: 0.20 * 33,920,000 = 6,784,000 neurodivergent workers. This indicates that up to 20% of the UK workforce could be neurodivergent.

The following table provides an overview of the estimated prevalence of some common neurodivergent conditions in the UK population:

The Neurodivergent Employment Gap and Its Implications

Despite the significant portion of the population being neurodivergent, these individuals face substantial barriers to employment, leading to high unemployment rates which affect the overall figures of neurodivergent people in work. Statistics reveal a stark employment gap. For instance, the employment rate for autistic adults in the UK is notably low, with estimates varying: some sources indicate around 30-31% are employed, while the National Autistic Society suggests only 16% are in full-time employment. Other data points to 22% employment for autistic individuals aged 16-64, and one source from 2014 indicated 71% of autistic adults in the UK were unemployed. This contrasts sharply with the employment rate for all disabled people (around 54.7%) and the overall UK employment rate of approximately 75%. Autistic graduates are also twice as likely to be unemployed 15 months after graduation compared to non-disabled graduates.

Other neurodivergent conditions also show high rates of unemployment or underemployment. For example, studies indicate that up to 40% of unemployed individuals using Jobcentre Plus may be dyslexic. Overall, it's estimated that 30-40% of neurodivergent people in the UK are unemployed. This significant unemployment rate means that the calculated figures of 5 to 6.7 million neurodivergent workers likely underestimate the potential number of neurodivergent individuals who could contribute to the workforce if appropriate support and inclusive environments were in place. The high unemployment figures underscore the urgent need for workplaces to adapt and implement inclusive practices to tap into this underutilised talent pool.

There is a significant population of neurodivergent individuals in the UK, and while a substantial portion are part of the workforce, many more face unemployment. This highlights the critical importance of addressing the needs of neurodivergent individuals in the workplace. Furthermore, the observed gender disparity in diagnoses for conditions like autism and ADHD, with males often being diagnosed more frequently than females, suggests a potential underdiagnosis in females. This underdiagnosis could have implications for how neurodivergent women are identified and supported in the workplace, potentially leading to unmet needs and underrepresentation.

Exploring the Spectrum: Ten Common Types of Neurodivergence and Their Characteristics

The term neurodivergence encompasses a wide range of neurological and developmental conditions. Among the most commonly recognised types are the following ten, each with its own unique set of characteristics:

1. Autism Spectrum Disorder (ASD): This neurodevelopmental condition is characterised by differences in social interaction and communication, as well as restricted, repetitive patterns of behaviour, interests, or activities. Individuals with ASD may experience sensory sensitivities, have difficulty understanding social cues, and prefer routine and predictability.
2. Attention Deficit Hyperactivity Disorder (ADHD): ADHD is marked by a persistent pattern of inattention and/or hyperactivity-impulsivity that interferes with functioning or development. Individuals may struggle with focus, organisation, and impulse control, but can also exhibit creativity, high energy, and the ability to hyperfocus.
3. Dyslexia: This learning difficulty primarily affects reading, writing, and spelling abilities. Individuals with dyslexia may have trouble with phonological awareness, decoding words, and reading fluency. They might also experience challenges with spelling and written expression.
4. Dyspraxia (Developmental Coordination Disorder - DCD): Dyspraxia is a neurodevelopmental disorder affecting motor coordination and planning. Individuals may have difficulties with fine and gross motor skills, balance, and coordination, which can impact everyday tasks.
5. Dyscalculia: This learning difficulty affects the ability to acquire, understand, and use mathematical skills. Individuals with dyscalculia may struggle with number sense, basic arithmetic, and mathematical reasoning.
6. Tourette Syndrome: This neurological condition is characterised by tics, which are sudden, repetitive, involuntary movements or sounds. Individuals with Tourette's experience a range of tics that can vary in type, frequency, and severity.
7. Sensory Processing Sensitivity (SPS): Also sometimes referred to as Sensory Processing Disorder (SPD), this involves a heightened sensitivity of the central nervous system to physical, social, and emotional stimuli. Individuals with SPS may experience over- or under-responsiveness to sensory input.
8. Anxiety Disorders: These conditions involve excessive worry, fear, or anxiety that is difficult to control and often interferes with daily life. Various types exist, including generalised anxiety disorder, panic disorder, and social anxiety disorder.
9. Depression: A mood disorder characterised by persistent sadness, loss of interest or pleasure, and feelings of hopelessness. It can also involve physical symptoms such as fatigue and changes in appetite or sleep.
10. Obsessive-Compulsive Disorder (OCD): This disorder involves a pattern of unwanted, intrusive thoughts (obsessions) and repetitive behaviours or mental acts (compulsions) that an individual feels driven to perform.

The following table provides a brief overview of these common neurodivergent types and their basic characteristics:

It is important to recognise that many of these neurodivergent conditions can co-occur, and individuals may experience a unique combination of these conditions, leading to a diverse range of strengths and challenges. Furthermore, the presentation of neurodivergence can vary significantly between individuals, even within the same diagnostic category, and may also differ based on factors like gender, highlighting the need to avoid stereotypes and adopt a person-centred approach to understanding and support.

Neurodivergence and the Technology Sector

The technology sector is increasingly recognising the unique talents and perspectives that neurodivergent individuals can bring. There is growing evidence suggesting a significant and rising presence of neurodivergent individuals within this industry, driven by both recruitment efforts and the inherent suitability of certain neurodivergent strengths to tech-related roles.

Increasing Presence and Recruitment:

Data from QA, a prominent UK tech training company, indicates a notable trend: the proportion of learners self-identifying as neurodivergent rose from 16% in 2023 to 24% in 2024, and 31% in early 2025. Anecdotally, many of these individuals are pursuing courses in high-demand tech fields like Software Development, Cyber Security, IT Project Management, and Data Analysis. Furthermore, UK job postings mentioning neurodiversity-related keywords nearly quadrupled between January 2018 and December 2024, with notable growth in engineering roles.

A striking discrepancy exists between employer perception and employee self-identification. While employers report that around 3% of tech employees are neurodivergent, a direct survey of UK tech workers by the Tech Talent Charter found that 53% identify as neurodivergent. This suggests a significant level of underreporting or lack of disclosure to employers, but also points to a potentially much larger neurodivergent talent pool within the tech industry than officially acknowledged.

Strengths Suited to Tech Roles:

Many neurodivergent individuals possess strengths that are highly valuable in the technology sector. Research highlights abilities such as high levels of concentration, exceptional pattern recognition, and strong problem-solving skills. Specific strengths often include hyper-focus, creativity, innovative thinking, logical reasoning, and an aptitude for acquiring technical knowledge.

• ADHD: Individuals with ADHD often exhibit creativity, passion, high energy levels, and adaptability, which are assets in innovative and problem-solving fields like tech and engineering. Their capacity for lateral thinking and rapid prototyping can be particularly beneficial.
• Dyslexia: Dyslexia may be associated with advantages in mechanical, visual-spatial, and creative endeavours, offering unique insights and approaches to problem-solving.

Company Initiatives and Successes:

Several leading technology companies have implemented specific hiring programmes to attract neurodivergent talent, including Microsoft's Autism Hiring Programme and IBM's Ignite Autism Spectrum Disorder programme. Companies like Auticon, an IT consultancy, exclusively employ autistic adults as IT and Data Consultants, providing a supportive, autism-friendly work environment. These initiatives often report significant successes. For example, JPMorgan Chase's 'Autism at Work' programme found that neurodivergent hires in certain roles were 90% to 140% more productive than their neurotypical colleagues. Similarly, studies have shown that neurodiverse software testing teams can be 30% more productive. QA's internal data also shows a 15% higher success rate among neurodivergent learners on their Digital and Technology Solutions Degree Apprenticeship.

The trend indicates a growing understanding within the tech industry that embracing neurodiversity is not just an ethical imperative but a strategic advantage, leading to enhanced innovation, productivity, and a richer talent pool.

The Business Case: Benefits of Embracing Neurodiversity in the Workplace

Embracing neurodiversity – meaning the inclusion of all neurological makeups, including neurodivergent individuals – in the workplace offers a multitude of compelling advantages for organisations, extending beyond ethical considerations to deliver tangible business benefits. The diverse thinking styles inherent in a neurodiverse workforce can significantly enhance creativity and innovation, leading to novel solutions and fresh perspectives that might otherwise be missed. Neurodivergent individuals often possess unique problem-solving abilities, approaching challenges from unconventional angles and developing innovative solutions. Many neurodivergent individuals also exhibit meticulous attention to detail and exceptional pattern recognition skills, often surpassing their neurotypical peers in tasks requiring precision and accuracy, ultimately leading to higher quality work. In roles that align with their specific strengths, such as software development, data analysis, and quality assurance, neurodivergent employees can demonstrate increased productivity and efficiency.

Organisations that actively support neurodivergent employees often experience enhanced employee engagement, morale, and retention. When neurodivergent individuals feel valued, understood, and supported, they are more likely to be engaged in their work and remain with the company for longer tenures. Embracing neurodiversity also allows companies to tap into a broader talent pool and gain access to a wider range of diverse skills and perspectives, which can be crucial for staying competitive in today's rapidly evolving business landscape. Furthermore, organisations that are recognised for their commitment to neurodiversity often enjoy an improved company reputation and brand image, attracting both top talent and consumers who value inclusivity and social responsibility. Ultimately, investing in initiatives that support neurodivergent employees can lead to a significant return on investment (ROI) through the combined effects of increased productivity, reduced errors, higher retention rates, and enhanced innovation.

Several leading companies have already recognised the profound benefits of embracing neurodiversity and have implemented successful programmes. These include technology giants like Microsoft, SAP, and Dell, financial institutions such as EY and JPMorgan Chase, and innovative companies like Google. For instance, research suggests that teams with neurodivergent professionals can be significantly more productive, with some reports indicating an increase of up to 30% compared to neurotypical teams. Furthermore, these teams often demonstrate a lower error rate in their work. Companies that actively support neurodivergent employees also tend to experience higher retention rates, with some reporting rates exceeding 90%, leading to substantial cost savings in the long run. By recognising and leveraging the unique talents of neurodivergent individuals, organisations can unlock a wealth of untapped potential, fostering innovation, enhancing productivity, and building a more inclusive and successful future.

Case Study: JPMorgan Chase's Autism at Work Initiative

JPMorgan Chase launched its Autism at Work initiative in 2015 with a pilot programme involving just four people. The programme has since expanded significantly, employing over 150 neurodivergent individuals (specifically, autistic individuals in this programme) across various roles in eight countries. Within six months of the pilot, the results were remarkable, with autistic employees being 48% faster and almost 92% more productive compared to their neurotypical colleagues. The initiative provides a tailored interview process, mentoring programmes, and workplace accommodations to support neurodivergent employees. This case study demonstrates the significant productivity gains and positive impact on the workplace culture that can result from intentionally building and supporting neurodivergent teams.

Addressing the Challenges: Creating Supportive Environments for Neurodivergent Employees

While the benefits of neurodiversity in the workplace are significant, it is crucial to acknowledge and address the challenges that neurodivergent individuals may face in traditional work environments. Many neurodivergentindividuals experience sensory sensitivities, which can lead to overstimulation and discomfort in typical office settings with bright lights and background noise. Difficulties with social interactions and communication, including interpreting nonverbal cues and understanding unspoken workplace norms, can also present barriers. Furthermore, challenges with executive functioning skills such as organisation, time management, and task prioritisation can impact performance and productivity. Traditional recruitment processes, often favouring neurotypical communication styles, can also create significant hurdles for neurodivergent candidates. The constant effort required to navigate neurotypical environments and often mask their differences can lead to burnout and mental health challenges for neurodivergent employees. Perhaps one of the most significant challenges is the prevailing stigma, misconceptions, and lack of awareness surrounding specific neurodivergent conditions among colleagues and employers, which can result in bias, discrimination, and a lack of understanding regarding necessary accommodations.

To address these challenges and create truly supportive environments, organisations must prioritise building a culture of openness and trust. This involves fostering an atmosphere where employees feel safe to disclose their needs and experiences without fear of judgement or negative consequences. Implementing best practices for supporting neurodivergent employees is also essential. These practices include asking for clear and logical expectations and rules, requesting a static workstation, reducing sensory stimulus in the workplace, offering flexible work arrangements, establishing clear communication and predictable feedback mechanisms, incorporating structure and routine into work processes, providing access to assistive technology and tools, ensuring regular breaks, offering mentorship and support systems, and implementing comprehensive training on neurodiversity (covering both the broad concept and specific neurodivergent conditions) for all staff. It is also important to highlight the benefits of these adjustments for all employees, as many inclusive practices can create a more comfortable and productive environment for everyone.

Conclusion: Are We Truly Making the Right Adjustments?

Neurodivergent individuals represent a significant and valuable segment of the UK population, a considerable portion of whom are in the workforce, though many more face unemployment. They bring a wealth of unique talents and perspectives that can drive innovation, enhance productivity, and foster a more dynamic and resilient organisational culture. Embracing neurodiversity – the full spectrum of human neurological variation – is not merely a matter of social responsibility; it is a strategic imperative for businesses seeking a competitive edge in today's rapidly evolving world. While awareness of neurodiversity in the workplace is growing, and many organisations are taking initial steps towards inclusion of neurodivergent individuals, the question remains: Are we truly making the right adjustments to fully support and empower our neurodivergent employees?

The journey towards a truly neuroinclusive workplace requires a deep understanding of the diverse ways in which neurodivergence manifests, a genuine commitment to creating environments where all neurotypes can thrive through necessary adaptations, and a willingness to move beyond superficial accommodations to implement meaningful and individualised support. It demands a continuous process of learning, adaptation, and critical self-reflection. As we consider the potential of neurodivergent individuals and the significant benefits they can bring, we must ask ourselves, with sincerity and a commitment to action: Are we really making the right adjustments to unlock their full potential and build workplaces where everyone can belong and succeed?