How To Harness the Power of Neurodiversity in the Workplace  

Neurodiversity is a term coined by an Australian sociologist Judy Singer in 1998, which refers to the natural variations that exist between all human brains. Every workplace contains this rich variety—some brains process information in common ways (neurotypical), while others have less common approaches (neurodivergent). 

Neurodiversity encompasses conditions including autism, attention deficit hyperactivity disorder (ADHD), dyslexia, dyspraxia, dyscalculia, dysgraphia, and tic disorders such as Tourette’s syndrome. These are not mental health conditions but neurological differences in how individuals think and process information.  

‘Neuro’ = of the brain
‘Diversity’ = different

While estimates vary, around one in eight individuals globally are likely to experience some form of neurodivergence, with the ABS’s own 2024 workforce data noting that 12% of their staff identify as being neurodivergent.  

Opportunity cost  

Despite the prevalence of neurodivergent individuals in the workplace, they face significant employment barriers. Research shows that autistic people’s unemployment rate is six times higher than neurotypical adults. Moreover, Allianz Australia found that 42 percent of neurodivergent employees admitted to withholding information about their personal situation “due to fear of being perceived poorly by their manager or organisation.” 

Globally, millions of neurodivergent adults are struggling to find meaningful employment that allows them to live fulfilling lives. Despite the growing emphasis on diversity, equity, and inclusion initiatives across organisations, neurodivergent individuals frequently remain sidelined in these conversations and recruitment strategies. This oversight has real consequences, resulting in disproportionately high unemployment and underemployment rates within neurodivergent communities. For perspective, while the general unemployment rate stands at approximately 4.2%, an estimated 85% of people on the autism spectrum are without employment (Deloitte). 

This represents not only a human cost but also a missed opportunity for employers. When an environment is welcoming for everyone, there is less need for people to ‘mask’ or hide one’s true self. 

The business case for neurodiversity 

The reality is that organisations need to assume neurodivergent individuals are already part of their teams, meaning when you improve your workplace systems to be more neuro-inclusive, you’re actually creating a better environment for everyone—whether they’ve disclosed their neurodivergence or not. 

The business case for neuro-inclusion is compelling. We know that neurodiverse teams lead to higher productivity, better overall management practices (accommodations that benefit neurodivergent employees benefit neurotypical employees too) and increased innovation and creativity. 

“When an environment is welcoming for everyone, there is less need for people to ‘mask’ or hide one’s true self.” 

For organisations beginning their neuro-inclusion journey, research by Deloitte recommends starting small with targeted functions, building and communicating wins, working towards making accommodations universally available without requiring disclosure, and collaborating with other organisations to share leading practices. Research shows that effective neurodiversity initiatives should include reimagining work systems based on skills rather than rigid job descriptions, establishing mentoring programs and employee resource groups, and educating managers and teams about effective collaboration with neurodivergent colleagues. 

Creating a neuro-inclusive workplace  

Creating a neuro-inclusive environment isn’t complicated. It simply means recognising and valuing the diverse thinking styles that naturally exist among all employees. When we embrace these differences, everyone benefits from the unique perspectives and talents each person brings.  

Every individual in the team has preferences, strengths and aspects of a role they find more challenging. Ask, don’t assume, because when it comes to neurodivergence, assumptions are often based on outdated stereotypes.  

By providing neurodivergent coaching and education to your organisation, you’re demonstrating your commitment to a workplace where all types of brains are welcome and valued. 

Specialised support in your workplace 

Transitioning Well’s neurodiversity at work coaching and workshop series helps guide your leaders and teams towards best practice to unlock the power of neurodiversity in your organisation.  

Neurodivergent Affirming Coaching 

Three one-to-one sessions with our highly skilled neurodivergent affirming coaching psychologists for neurodivergent employees, neurodivergent leaders, and those managing neurodivergent team members. Sessions focus on personal strengths, self-care, and tailored workplace strategies. 

Workshops and Webinars: 

• Harnessing Neurodivergence (1-hour, all staff): Explores leveraging diverse thinking for innovation 

• Leading Neurodiverse Teams (2-3 hours, leaders): Practical strategies for effective management 

• Building a Neuro-inclusive Workplace (2-3 hours, HR/Executives): Comprehensive approach to organisational neurodiversity. 

Our evidence-based training helps organisations build inclusive environments where everyone feels welcome and neurodivergent talent can thrive. Contact us at info@transitioningwell.com.au to learn more.