Neurodivergent workers experience poorer wellbeing
Neurodivergent workers continue to report significantly poorer wellbeing, psychological safety and work-life balance than their colleagues, according to new research.
A survey of neurodivergent employees, entrepreneurs and employer representatives by Neurodiversity in Business (NiB) found that 75% relied on hybrid working to support their health, yet 38% had been given a return to office mandate by their employer.
More than half of those who had been given such a mandate said it had made them reconsider whether to stay with their organisation. Having to come back to the office, they said, reduced employee engagement, diminished their career satisfaction and increased their risk of burnout.
Among more than 600 survey respondents, 72% reported more than one neurotype, with ADHD and autism the most common.
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Compared to NiB’s survey in 2023, psychological safety among neurodivergent workers had not improved, it found. Many respondents reported high cognitive loads, inconsistent support and inflexible working structures.
Neurodivergent entrepreneurs placed particular value on autonomy, purpose and flexibility, with many thriving when able to design their own neuroaffirming working environment.
Nearly half had identified their neurodivergence before leaving corporate roles, and 61% said they would not return to corporate employment.
However, they also reported challenges including unpredictable workloads, administrative pressure, financial strain and the difficulty of managing capacity without organisational support.
Employers expressed a willingness to improve inclusion for neurodivergent employees but felt there were practical barriers, such as limited disclosure of conditions by employees and unclear processes.
NiB argues that when organisations redesign systems, processes and cultures to work better for neurodivergent people, this also benefits the wider workforce.
Almuth McDowall, professor of organisational psychology at Birkbeck, and lead researcher for the report, said: “Neurodivergent talent is central to the UK’s capacity to tackle its economic inactivity crisis.
“If we can get work right for this diverse group, everyone benefits. We call this neurodiversity gain. Flexible and adaptive approaches are key to harnessing specialist talent.”
Dan Harris, chair of Neurodiversity in Business, added: “Year on year, neurodivergent employees have consistently worse work experience. It need not be that way. Let’s celebrate our shared humanity and the power of different human minds.”
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Source: www.personneltoday.com