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Why is it important for employers to understand and support neurodiversity?


Neurodiversity refers to the different ways the brain can work and interpret information. It highlights that people naturally think about things differently. It is thought that up to 15% of the population are neurodiverse.

Neurodiversity refers to the natural range of difference in human brain function. In a workplace context, it's an area of diversity and inclusion that refers to alternative thinking styles, such as dyslexia, autism, ADHD and dyspraxia.


Neurodiverse conditions are protected under the Equality Act 2010

“Organisations are realising that a diverse set of skills, experiences, perspectives and backgrounds fosters innovation. In turn, this can increase productivity, customers’ needs are better catered for, along with shaping products and services offered.”

Senedd Cymru/Welsh Parliament

“Neurodiversity is moving up the organisational agenda for two reasons. With the business case for diversity as a whole now accepted, organisations aiming to be truly inclusive employers cannot exclude such a significant demographic as the neurodivergent.

“To continue doing so risks missing out on talent and compromising on productivity and customer trust. More pertinently, the business case for diversity has highlighted the importance of ‘diversity of thought’ – get people with different perspectives, backgrounds and experiences in a room, and your team will be more innovative and creative.”

Chartered Institute of Personnel and Development

The neurodiversity movement is rooted in the social model of disability, which asserts that disability arises from the interaction between an individual and an unaccommodating environment, rather than from a defect in the individual.

Let's Raise the Roof - A Social Model of Disability (3 minutes 30 seconds)

The banner below, highlights individual aspects of each neurodiverse condition and the potential attributes these conditions can have in the workplace:


How Can Employers Take Action?

The following actions are based on research about what works best in the workplace: