Quick summary: A major workplace survey has revealed that 70% of neurodivergent employees choose not to disclose their condition at work due to widespread fears of career damage or unfair treatment by colleagues. This hidden reliance on masking causes significant unnecessary stress and highlights the profound failure of reactive corporate frameworks that condition support solely upon formal disclosure. Transforming workplace management from individual accommodations towards universal design principles is a critical step for corporate healthcare practice and public policy to protect mental health, improve professional retention, and enhance employee well-being.
New research has revealed significant gaps in workplace support for neurodivergent employees, with 70% choosing not to disclose their neurodiversity at work. The findings raise concerns about whether employer support programmes are reaching those who need them most.
The survey by Everway found that among employees who keep their neurodiversity private, 44% fear disclosure could harm their career prospects, while 42% worry colleagues or managers would treat them differently.
The findings suggest many organisations continue to rely on disclosure-led support systems, despite most neurodivergent employees choosing not to disclose.
Support should not depend on disclosure
Cathy Donnelly, Chief People Officer at Everway, said: “Many organisations still approach neurodiversity support reactively. An employee discloses a condition. HR responds. Adjustments are discussed. Support follows. But this approach depends on something many employees are not comfortable doing in the first place.”
“Employees who need support often remain invisible within environments designed around disclosure. As a result, people spend time masking difficulties, managing unnecessary stress, and adapting themselves to rigid ways of working instead of focusing fully on their role.”
“For HR and L&D teams, this highlights an important shift. Neuroinclusion should not begin after disclosure. It should be built into every stage of the employee lifecycle.”
Everway recommends embedding neuroinclusion throughout employment, from recruitment to career development.
Recruitment and hiring
Traditional hiring processes can unintentionally disadvantage neurodivergent candidates. Interviews often reward quick verbal responses, eye contact, and confidence under pressure, while job adverts may contain vague language or unnecessary requirements.
Recommended improvements include
- Using clear, plain English in job descriptions
- Separating essential skills from desirable ones
- Sharing interview questions in advance
- Offering task-based assessments alongside interviews
- Explaining the recruitment process clearly beforehand
Onboarding
The first weeks in a role can be overwhelming when information is inconsistent, expectations are unclear, or workplace culture relies on unwritten rules.
Organisations can reduce these challenges by providing
- Structured onboarding schedules
- Written follow-ups after training sessions
- Clear explanations of workplace processes
- Multiple ways to access learning materials
- Flexible arrangements during the first weeks where appropriate
Communication and everyday work
The research found that 56% of neurodivergent employees have experienced communication barriers at work.
According to Everway, these barriers often arise from standardised communication practices such as lengthy meetings without agendas, pre-reading materials, or written summaries, as well as unclear instructions and information overload.
Simple adjustments, including providing written summaries after meetings and allowing flexibility in communication methods, can improve performance and accessibility.
Manager capability and career progression
Managers play a major role in shaping whether employees feel supported, yet many remain unsure how to approach neurodiversity conversations effectively.
Everway says training should focus on practical workplace skills rather than clinical definitions alone. Managers should learn how to
- Reduce ambiguity
- Provide constructive feedback clearly
- Recognise different communication styles
- Understand spiky cognitive profiles
- Focus on outcomes rather than rigid working styles
Career progression can also present challenges. Many neurodivergent employees report difficulties advancing because traditional leadership expectations often prioritise presentation style, networking confidence, or visibility over performance. HR teams are encouraged to review progression frameworks to ensure contributions are assessed fairly.
Moving towards universal design
Neurodiversity, which includes conditions such as autism, ADHD, dyslexia, and dyspraxia, affects an estimated 15%–20% of the UK population. Despite this, many workplaces continue to create unintended barriers.
Everway argues that the long-term goal should be universal design, where flexibility, accessibility, and choice are built into workplace systems from the outset rather than added later through individual accommodations.
The organisation says this approach benefits all employees by improving communication, engagement, productivity, retention, and workplace inclusion. “Neuroinclusion is often discussed as a culture issue. In reality, it is also a performance strategy.”
“When organisations reduce barriers and create environments where different thinkers can succeed, employees contribute more consistently, teams collaborate more effectively, and businesses retain valuable talent for longer.”
Everway has published a white paper exploring workplace culture and inclusion in greater detail.
Experts say proactive and inclusive workplace practices can help organisations access broader talent pools while addressing employee well-being and retention. As awareness of neurodiversity grows, employers are facing increasing pressure to move beyond reactive measures and build inclusion into everyday workplace systems.