Neuroinclusion is receiving growing attention, but what does it really mean for today’s organisations?
Recent research in the UK offers important evidence: neuroinclusion is not simply about individuals disclosing conditions, but about recognising cognitive diversity as part of human diversity and building systems where all employees can thrive.
At Send It To Alex, we’ve reviewed four of the most significant 2024–25 reports on this topic. Together they paint a complex but clear picture: while awareness has grown, too many workplaces still operate in ways that exclude neurodivergent employees.
This article summarises key findings and reflects on why this matters and what leaders can do next.
1. CIPD: Neurodiversity at Work
This national survey shows a striking mismatch between employee experience and organisational readiness:
- Of 1,047 employees surveyed, 790 self-identified as neurodivergent — far higher than the often-cited 20% population figure, reflecting rising self-identification even without formal diagnosis.
- Only 60% of employers say neuroinclusion is a focus, and just 33% embed it in formal DEI strategies.
- Manager confidence to support neurominority employees remains low (46%), with only 27% of organisations offering relevant training.
“I didn’t tell my manager because I feared assumptions about what I can’t do, rather than what I can.” — Employee respondent, CIPD report
Reflection
This suggests that workplaces still rely too heavily on disclosure, despite evidence that many neurodivergent employees choose not to disclose due to stigma, fear of career impact or previous poor experiences.
Recommendation: Leaders should focus on building universal inclusive systems rather than waiting for employees to come forward individually.
2. Neurodiversity in Business / Birkbeck: Neurodiversity at Work
This study deepens our understanding of exclusion’s root causes:
- Wellbeing has declined among neurodivergent workers, due to mental health strain, sensory distractions and work cultures that undervalue different communication styles.
- 86% of neurodivergent respondents reported feeling excluded at work at some point — much higher than their neurotypical peers.
- 31% of organisations now have a neurodiversity policy, up from 22% in 2023, yet 70% of managers still cite “lack of disclosure” as a barrier to supporting staff.
“Neurodivergence intersects with gender and race — I feel I’m judged twice: for how I communicate and how I look.” — Neurodivergent woman of colour, Birkbeck study
Reflection
The report shows that psychological safety is key: where it is lacking, neurodivergent employees report lower innovation, creativity and career satisfaction. Intersectionality compounds exclusion highlighting that neuroinclusion efforts must also address race, gender and class dynamics.
Recommendation: Neuroinclusion must be designed with neurodivergent employees themselves — respecting lived experience, intersectionality and organisational context.
3. Autistica: Neurodiversity Employers Index (NDEI®) Market Report
Benchmarking study covering 118 employers, showing wide variation:
- Only 30% of organisations have a clear neuroinclusion strategy.
- Almost 1 in 3 neurodivergent employees reported discrimination related to neurodivergence.
- Neurodivergent employees are less comfortable requesting adjustments than neurotypical peers.
- Average NDEI® score: 60/100.
“We want to feel included from day one, not wait for permission to ask for help.” — Neurodivergent employee, NDEI interviews
Reflection
Sectors like technology lead in inclusive practices, but others (e.g. construction, finance, education) lag behind — often due to rigid systems, inflexible working practices and lack of leadership ownership.
Recommendation: Benchmarking is a starting point, but leaders should avoid “copy and paste” solutions. Co-design with neurodivergent colleagues is essential to build strategies that fit culture, sector and workforce.
4. City & Guilds: Neurodiversity Index Report
This report emphasises on moving beyond awareness building and one-size-fits-all policies to systematic and holistic commitment to neuroinclusion within organisations.
- 44% of organisations now report senior leaders with a personal connection to neurodiversity.
- 36% have a standalone neurodiversity policy, but 59% haven’t integrated it into health and safety policies.
- Training still focuses narrowly on dyslexia, ADHD and autism, with less attention to dyspraxia, DLD and other neurotypes.
- Only 17% have progression pathways designed for neurodivergent employees.
Reflection
This report highlights that awareness is improving but consistency is lacking — particularly across employment lifecycles. Many workplaces treat neurodiversity as an isolated HR topic rather than embedding it in design, leadership and career development.
Recommendation: Ensure policies go beyond awareness and are backed by action throughout recruitment, onboarding, management, and progression pathways.
Where organisations might start
1. Audit key systems and processes: Uncover hidden barriers to access and inclusion in hiring, meetings, communications and performance frameworks.
2. Proactively design for cognitive diversity: Move beyond accommodations; embed clarity, predictability and flexibility into daily practices.
3. Embed lived experience and intersectionality: Ensure solutions are co-created with neurodivergent employees and reflect the compounded impact of race, gender, disability, sexuality and class.
At Send It To Alex, we see every day that small, systemic design changes have a profound impact not just on individuals but on team performance and organisational culture.
Organisations should not just “explore” neuroinclusion but build a strategy informed by data, co-design and sustained leadership accountability.
If you’re ready to lead on neuroinclusion, we’d love to have a conversation.
