How to help neurodivergent employees thrive in the workplace

Supporting neurodiversity in the workplace isn’t just a matter of inclusion—it’s about enabling people to do their best work. Around 15 to 20% of the global population is neurodivergent, meaning they experience and interact with the world in different ways. Yet many workplace environments still follow a one-size-fits-all model, which can make it harder for neurodivergent employees to thrive. 

By making small, thoughtful changes, organisations can better support a wider range of thinking styles—and benefit from the unique perspectives neurodivergent employees bring. 

Neurodiversity is a term that recognises the natural variation in how people think, learn, and process information. It includes a range of neurotypes such as autism, ADHD, dyslexia, dyspraxia, and others. 

Neurodivergent people may experience the world differently from what’s considered “typical,” but these differences are not deficits. They come with strengths, challenges, and needs that vary from person to person. That’s why support in the workplace should be flexible, not standardised. 

We spoke to two experts with deep experience in the field of neurodiversity and inclusion: Els Van Beneden, Executive Director of VZW LAVA (an advocacy organisation for and by autistic people), and Professor Ilse Noens from KU Leuven (Belgium’s largest university), who specialises in autism research and inclusion. 

Els Van Beneden, who also serves as Communications Officer at EUCAP (the European Council of Autistic People), highlighted how outdated stereotypes continue to shape how autism is perceived: 

“Many people were first exposed to autism through stereotypes from 90s movies. But the conversation has moved on a long way since then. The autism spectrum is much broader and more diverse. Autistic individuals do not necessarily have an exceptional memory or mathematical talent, but they may possess other skills and qualities that can be valuable in the workplace." 

Professor Ilse Noens emphasised the importance of involving neurodivergent people directly in shaping inclusion policies: 

“Organisations like LAVA here in Belgium work to amplify the voices of neurodivergent individuals and actively involve them in research, practice, and policy. This is essential to reducing barriers and making inclusion a reality.” 

Workplaces are often designed with an “average” employee in mind. But for neurodivergent people, that can create barriers—especially when expectations around communication, concentration, or sensory tolerance don’t take different needs into account. 

Some neurodivergent employees may find open-plan offices overwhelming, struggle with unclear instructions, or feel excluded from informal social dynamics. Others may mask their challenges, putting extra energy into appearing “typical,” which can lead to stress or burnout over time. 

The biggest risk? Making assumptions. When organisations decide what support is needed without consulting the people they’re trying to include, well-meaning efforts often miss the mark—and valuable talent remains underused. In some countries, there are also compliance issues to consider. If an employee has disclosed a condition in the workplace, they may be entitled to legally enforceable accommodations, so it’s essential to stay informed on employee rights and employer responsibilities in your region. 

There’s no single way to “do” neurodiversity inclusion. What works best will depend on your people, your culture, and your willingness to listen. But the following principles can help you build a more supportive, flexible workplace—for everyone. 

1. Start by asking, not assuming 
   Every neurodivergent person is different. Open up conversations, offer options, and take the time to understand individual needs—without making anyone feel singled out. 
2. Normalise adjustments 
   Noise-cancelling headphones, flexible hours, written instructions, quiet spaces—these aren't special favours. They’re simple ways to reduce stress and support better performance. 
3. Be clear and consistent 
   Many neurodivergent employees benefit from predictable routines, clear expectations, and low-ambiguity communication. Where possible, reduce last-minute changes and make priorities explicit. 
4. Offer flexibility 
   Hybrid working, control over one’s schedule, or autonomy in task management can go a long way toward reducing overwhelm and enabling people to work in ways that suit them best. 
5. Invest in awareness, not assumptions 
   Provide neurodiversity-informed training for managers and teams. Help people understand the range of experiences that exist—and avoid relying on stereotypes or surface-level knowledge. 
6. Involve neurodivergent employees in policy and design 
   Nothing about us without us. The most effective inclusion efforts are shaped with the input of people who know what it’s like to navigate the workplace with a different perspective. 

Neurodivergent employees don’t need to be “fixed” or “managed”—they need to be understood and supported. When organisations make space for different ways of thinking and working, they unlock potential that might otherwise go unseen. Inclusion isn’t just a policy. It’s a mindset—and a commitment to seeing people as they are, not as we expect them to be.