We thoroughly enjoyed hosting our breakfast forum last week, where our MD, Dr Curly Moloney, and Professor Dr Ian Iceton examined the emotional, economic and organisational impact of neurodiversity in employment. The focus was on understanding the practical steps employers can take to remove barriers, strengthen retention, and cultivate genuinely inclusive workplaces.
Referencing Sir Charlie Mayfield’s ‘Keep Britain Working’ report, Curly spoke about how much of the UK’s economic inactivity crisis is driven in large part by ill-health and by barriers to work faced by disabled people. Approximately 800,000 more people have been out of work since 2019 due to health-related issues, a trend that is having both practical and personal consequences for our economy.
This is holding back growth and damaging people’s life chances. It is a serious but fixable problem, and one that can be addressed through closer collaboration between employers and employees. A culture of fear affects everyone: disabled and neurodiverse employees as well as management. Health at work cannot be left largely to the individual; it needs to become a shared responsibility between employers, employees and health services, supported by environments that encourage openness, trust and early intervention.
Inclusion of neurodiverse candidates is central to an organisation’s talent and workforce strategy.
Introducing Professor Dr Ian Iceton
Ian is a senior HR leader and researcher with deep expertise in neurodiversity, inclusion, and workplace outcomes. His experience spans complex organisations and academic work, including a PhD and an Honorary Professorship, and extensive research activity focused on autism and employment.
Myth-busting: what “neurodiversity” means in practice
Several key misconceptions surrounding neurodiversity were explored during the forum, including the idea that everyone is on the spectrum in some way. Ian walked us through how neurodiverse brains do truly function differently, something increasingly recognised through advances in modern diagnostic understanding and improving brain imaging technologies.
Improved diagnosis over the past decade has led to more people, including mid-career professionals, being identified later in life and has highlighted historic under-diagnosis, particularly amongst women who often ‘mask’ neurodiversity.
Practical actions employers can take
The conversation moved into practical steps employers can implement to build more neurodivergent-friendly recruitment and workplaces. Key actions discussed included:
· Joining the Disability Confident Scheme, to strengthen inclusive recruitment and retention practices for disabled people, including neurodiverse individuals.
· Using the Neurodiversity Employment Index (run by Autistica) to benchmark organisational progress and engage staff in shaping improvements.
· Drawing on employer guidance such as CIPD resources, which include a recently produced neurodiversity at work guide, or from companies such as Microsoft, which have openly shared materials and case studies on recruiting and supporting neurodivergent talent.
· Ensuring “reasonable adjustments” are treated as a normal part of good people management, available during recruitment, onboarding, and ongoing employment, not just when issues escalate.
· Exploring practical assistive technologies, which (particularly for dyslexia and dyscalculia) may include speech-to-text software, screen readers, adjustable fonts and colour overlays, and tools that allow content to be consumed at different speeds. What works best will vary significantly between individuals, so offering flexibility and choice is key.
Curly and Ian also discussed the rising visibility of neurodiversity within employment law and grievance processes, and why organisations need to take adjustment duties and manager capability and training seriously.
A key message from Ian was that many employers continue to underestimate the prevalence of neurodiversity because disclosure rates remain low, with only around half of neurodivergent employees choosing to disclose their status at work, whether that be due to fear of the consequences or not wanting to be viewed as disabled.
This creates a significant risk: where organisations design support mechanisms solely around those who formally disclose, they may overlook a much larger group of individuals who are masking or managing without appropriate adjustments. This also affects recruitment processes, and some aspects of a traditional recruitment process can inadvertently be discriminatory to neurodivergent individuals, both disclosed and undisclosed.
Recruitment and interviews: removing avoidable barriers
The discussion placed a strong focus on recruitment design and the interview experience. Ian cautioned against overly long job descriptions, urging employers to keep requirements clear and genuinely role-critical.
There is a huge practical benefit to this, as most neurodiverse candidates are far less likely to apply for roles where they feel they do not fit every criterion, compared to non-neurodiverse candidates. Commonplace requirements such as ‘good interpersonal skills’, which are generic to most job descriptions but not necessarily key for every role, can end up putting off individuals who may have been well-suited to the position. A case study of this is notable where job descriptions required candidates to be “team players” with strong interpersonal skills. In reality, the role required intense focus and minimal distraction. By rewriting the job description to attract highly focused, potentially introverted candidates, including neurodivergent individuals, the organisation recruited more successfully and was able to support them better in a work environment that suited them.
Ian also emphasised the importance of proactively offering adjustments and reducing unnecessary stressors, for example, sharing practical information in advance about what to expect on arrival or how the interview will be structured.
· Sharing clear information in advance about the interview process, including format, timing, and structure.
· Providing details or images of the workplace to reduce uncertainty.
· Offering flexibility in interview settings (for example, quiet rooms instead of open-plan environments).
· Most broadly applicable is asking all candidates if there are adjustments that would help them perform at their best.
· Transparency about the organisation's approach to neurodiversity and highlighting support options.
The wider message was clear: small, thoughtful changes to process can have a meaningful impact on all candidate experience and outcomes, without diluting standards and encouraging disclosure and open discussion.
Some organisations embed neurodiversity into their culture and go beyond individual adjustments, introducing targeted entry routes and employee or affinity groups that inform wider organisational decisions, including recruitment-related processes. Ian highlighted Harry Specters, a Cambridge-based chocolate business employing exclusively autistic staff. The organisation has designed its processes around autistic strengths, demonstrating that alternative working models can be both inclusive and commercially successful. This helps create an environment where neurodiversity is more visible, understood and openly discussed.
Technology and AI in hiring: test for inclusion
The forum also explored the use of technology and AI in recruitment. While these tools can bring consistency and reduce some forms of human bias, Ian highlighted the risk of poorly designed systems.
For example, a US case where automated video interviews were programmed to reward eye contact and smiling. Strong candidates were rejected because they did not conform to these neurotypical behavioural markers. The tool was eventually challenged and withdrawn, illustrating the risks of deploying technology not designed with neurodivergent users in mind and showcasing that tools designed around neurotypical behaviours can inadvertently exclude strong candidates.
AI is also increasingly used as a professional research and decision-support tool, but many systems are built on predominantly neurotypical assumptions about communication and professional requirements. Without scrutiny, this risks reinforcing majority norms at scale. If used correctly, it can extract the best from everyone.
The key takeaway was that organisations should carefully test any technology they use, ensuring it has been designed and validated with neurodivergent users in mind.
Culture: reducing burnout and masking
The session closed with a focus on workplace culture. When disclosure feels unsafe, masking can become the norm, with a real risk of daily burnout and reduced sustainable performance.
If we would not expect someone to “push through” a sprained arm without support, we should not expect individuals to ignore mental health or neurological differences; both require understanding, care and appropriate workplace adjustments.
Ian discussed the importance of building psychological safety, which is critical. This can be supported by:
· Visible leadership commitment
· Open conversations about neurodiversity
· Manager training and capability-building
· Staff networks or affinity groups that give employees a voice
Ian also noted that visible role models play a powerful part in shifting culture. When senior leaders and professionals speak openly about their own neurodivergence, it normalises difference, reduces stigma, and makes disclosure feel safer for others.
Practical, low-cost adjustments can also make a significant difference. For example, where some individuals may find time perception challenging, simple support mechanisms such as reminders, calendar prompts, or a colleague “buddy” system can dramatically improve performance. Another useful example is that of someone requesting to wear dark glasses or noise-cancelling headphones due to sensory sensitivities. Rigid policies prohibiting such adjustments, in the name of “treating everyone equally,” may prevent individuals from performing effectively and can unnecessarily exclude strong talent.
A practical example discussed was a young graduate with ASD who had a profound fear of making mistakes. When they believed they had erred, their instinct was to conceal it, driven by anxiety rather than misconduct. Once managers recognised this as a neurological response and adjusted their approach, creating psychological safety around mistakes, their performance and confidence improved significantly.
More broadly, organisations should encourage open dialogue about working preferences – for example, flexible hours, quieter working environments, or reduced social intensity during the working day.
Ian described a pivotal case from his time within HR, where an employee had been dismissed and subsequently appealed. On review, it became clear that the individual was neurodivergent and that the issue had arisen because their manager “didn’t know how to cope” and had not been properly trained. Ian reflected that the failure was not the employee’s fault, nor even the line manager’s, but the organisation’s, for not equipping managers with the capability to handle neurodivergent needs appropriately.
Ian stressed the importance of equipping line managers with the confidence and capability to navigate neurodiversity effectively. As the first point of contact for performance or behavioural concerns, managers who lack training may misinterpret neurological differences as misconduct or poor attitude. He emphasised that training is not about clinical expertise, but about building awareness, giving managers practical tools, and encouraging informed conversations about reasonable adjustments. Without this foundation, a culture of fear can persist on both sides; with it, organisations can respond earlier, more fairly and more effectively.
Inclusive cultures are not only about values, but they are a practical lever for retention, wellbeing, and productivity.
We were so honored to have Ian come and share his work and research, and hope that the increasing conversation about inclusive workplaces will have real, practical results.
Q&A
The discussion that followed was wide-ranging and nuanced, reflecting both the strategic implications and the lived realities of neurodiversity in the workplace. Participants shared personal experiences, practical challenges and emerging trends, prompting thoughtful reflections from Ian & Curly on disclosure, education, technology, and organisational culture. Below is a summary of the key themes and insights drawn from the Q&A.
Disclosure and Psychological Safety
A neurodivergent HR professional asked how organisations can signal that disclosure is genuinely safe. Ian emphasised visible role modelling by senior leaders, explicit messaging in recruitment materials and required criteria, and the creation of staff networks or affinity groups that allow confidential peer support.
Masking and Burnout
The question focused on the exhaustion caused by long-term masking. Ian confirmed this as a common research finding and stressed the importance of psychological safety, open dialogue, flexible working arrangements and accessible wellbeing support to reduce burnout risk.
Positive Disclosure Example
A participant shared the example of a candidate with ADHD who openly described their neurodivergence as a “superpower,” articulating how it strengthened their suitability for a detail-focused role. The example reflects a wider shift in employer thinking: moving from deficit-based perceptions of neurodivergence to recognising differentiated cognitive strengths as a strategic talent advantage, supported by open discussion. Ian reinforced the importance of strength-based thinking and the growing visibility of positive neurodivergent representation.
Values, Belonging and AI
Two questions were raised: how to align organisational values with inclusion, and how AI can be used responsibly. Ian cautioned that values and behavioural criteria often reflect majority norms unless consciously broadened. On AI, he described it as a double-edged sword: powerful but potentially embedding neurotypical assumptions unless tested with neurodivergent users.
AI Coaching Preferences
A question was raised about whether neurodivergent individuals may prefer AI coaching. Ian noted the diversity of preferences and observed that some may find AI less socially ambiguous or less judgmental than neurotypical interactions, adding an interesting nuance of how AI can shape the workplace and be used as a supportive tool in creating a work environment.
Skills-Based Hiring
The discussion turned to whether skills-based approaches enhance inclusion. Ian agreed that focusing on outputs and required strengths, rather than traditional “all-rounder” models, often leads to better outcomes for neurodivergent talent. Ian highlighted the concept of the “spiky profile,” where individuals have exceptional strengths in certain areas alongside relative challenges in others. Rather than prioritising all-rounders, organisations can also unlock competitive advantage by designing roles around critical strengths and balancing complementary skills across teams.
Education System and Policy
The discussion also touched on the education pipeline, where many neurodivergent children struggle within systems built around standardised criteria and narrow definitions of success. Traditional academic benchmarks and behavioral expectations do not always capture cognitive potential. Socioeconomic circumstances further compound this challenge: children without access to advocacy, specialist assessment, or supportive networks are less likely to be successful. In particular, Ian had worked with Young Black and Asian men from various London Boroughs who had experienced fewer neurodivergent role models in their childhood, so were more likely to have gone through education undiagnosed. Relying on academic achievements as a proxy for capability also risks overlooking substantial talent long before individuals reach the workplace.
Supporting Undiagnosed Individuals
The question focused on how to support individuals who may be neurodivergent but do not disclose or recognise it. Ian & Curly advised against direct confrontation and instead recommended building a culture where differences are openly discussed and supported and team sessions touch generically on some of the issues, allowing individuals to reach recognition safely.
Diagnostics and Workplace Support
A question addressed whether employers should support diagnostic pathways. Ian emphasised starting with mindset and practical adjustments rather than relying solely on formal diagnosis, noting that many low-cost environmental changes can significantly improve experience. For example, in open-plan offices with hot-desking arrangements, simply allocating a permanent desk to an individual who finds unpredictability highly stressful can remove a major barrier to performance. Small, practical adjustments such as this can have disproportionate impact without requiring medicalisation or complex processes.
Resources
The Disability Confident Scheme
UK government initiative designed to help employers recruit, retain, and develop disabled people and those with health conditions. It provides a three-level framework—Committed, Employer, and Leader—to improve workplace inclusivity, with resources available for free to help businesses attract, support, and retain talent.
https://www.gov.uk/government/collections/disability-confident-campaign
Autistica Neurodiversity Employers Index
A gold standard measure of Neuroinclusion for organisations. The NDEI (Neurodiversity Employers Index) will enable organisations to measure themselves against best practice, with recommendations for improvement, and an annual awards programme.
https://www.autistica.org.uk/our-research/research-projects/employers-index
CIPD Neurodiversity at Work Guidance
This guide is for people professionals and leaders across functions who want to learn more about neurodiversity, the benefits of having a neuroinclusive and fair organisation, and how they can support neurodivergent people to be comfortable, confident and successful at work
British Dyslexia Association
https://www.bdadyslexia.org.uk/
Ambitious About Autism
https://www.ambitiousaboutautism.org.uk/
Autism Forward
https://www.autismforward.org.uk/
Diversity Project
https://diversityproject.com/wp-content/uploads/2022/10/Neurodiversity-Oct-2022-2.0.pdf
Health and wellbeing conference
https://healthwellbeingwork.co.uk/2026-conference-programme/neurodiversity
Employment Autism
https://employmentautism.org.uk/
ADHD
https://adhduk.co.uk/adhd-and-work/
Neuroinclusive business awards
https://neuroinclusivebusiness.com/2026-finalists/
Autisminwork.com