What Does Neurodiversity Actually Mean in the Workplace?

You’ve probably heard the term neurodiversity - but what does it actually mean, especially in the context of work? As HR professionals, it’s a concept we can’t afford to ignore. In this article, we’re breaking down what neurodiversity means, why it matters, and what HR teams really need to know.

What Is Neurodiversity?

At its core, neurodiversity refers to the natural range of human brain function. The term is widely credited to sociologist Judy Singer, who introduced it in the late 1990s as a way to reframe how we view neurodevelopmental conditions. Rather than focusing on deficits or disorders, Singer’s work encouraged us to recognise neurological differences as part of normal human variation - just like gender, ethnicity or culture.

Originally centred around autism, the neurodiversity movement now often includes a wide range of conditions such as:

• Autism

• ADHD

• Dyslexia

• Dyspraxia

• Tourette’s syndrome

• (and many others)

There isn’t universal agreement on what exactly falls under the neurodiversity umbrella, some include mental health conditions like anxiety and depression, brain injuries, and Alzheimer’s. From an HR perspective, the specific label often matters less than the core principles of inclusion and support that apply broadly.

The Medical vs Social Model

To understand neurodiversity in the workplace, it’s helpful to look at the models behind it.

Traditional HR practices often align with the medical model of disability, which focuses on an individual’s condition as the problem that needs “fixing” and encourages adjustments only when someone discloses a diagnosis.

In contrast, neurodiversity is rooted in the social model of disability. This view suggests it’s not the condition itself that disables someone, but the environment, including rigid employment processes, inaccessible systems, and a lack of understanding or flexibility.

By adopting this perspective, businesses can start to design systems that are more inclusive from the start, a concept known as universal design. And it’s in these environments that we unlock the true value of diverse teams.

Neurodiversity and the Law

Neurodivergent conditions generally fall under the Equality Act 2010 definition of a disability. Employers have a duty to make reasonable adjustments to avoid placing individuals at a disadvantage.

However, this legal framework often leans into the medical model, requiring individuals to prove they need “extra” help. This can feel like it creates a tension for HR because while we need to comply with the law, we also need to shift our mindset away from seeing neurodivergence as a deficit. However, in reality reasonable adjustments are situation specific, if an environment in inclusive by design less adjustments will be required. Therefore the social model focus will help to ensure compliance with the duty to make reasonable adjustments.

Who Is Neurodivergent?

Terms like neurotypical and neurodivergent are often used to describe different groups of people with some studies suggesting around 80% of the population are neurotypical, and 20% are neurodivergent.

But it’s not as simple as two distinct groups.

• Neurotypical people don’t have a neurodevelopmental condition, but there’s still a wide range of variation among individuals.

• Neurodivergent individuals are those who are diagnosed with, or self-identify as having, one or more neurodevelopmental conditions. There tends to be much greater variation within this group compared to neurotypical individuals, how each condition presents can differ significantly, and co-occurring conditions are common. What many neurodivergent people share is a spiky profile characterised by areas of exceptional ability alongside significant challenges. It’s often this spiky profile that makes traditional work environments a poor fit.

Why Neurodiversity Matters at Work

The Legal Perspective

Awareness is growing - and so are employment tribunal cases. Between 2018 and 2022, there were just 18 tribunal claims related to neurodiversity. But in 2023 alone, that number jumped to 102.

This sharp rise reflects increased awareness of employee rights and legal obligations as well as the need for HR teams to keep up.

The concept of what’s “reasonable” under the Equality Act is being shaped by case law, and it’s proving to be broader than many employers realise.

The Business Case

According to research carried out by the CIPD, neurodiversity inclusion brings clear business benefits:

• Access to a wider talent pool

• Improved productivity

• Lower staff turnover and absenteeism

• Enhanced employer brand

In short: when people feel supported, they thrive and so does your organisation.

What Should HR Be Doing?

If we want to attract and retain diverse talent, we need to create work environments where people can succeed.

Here’s where to start:

1. Train Your Managers

Managers play a key role in day-to-day support. When they’re equipped to understand and work with neurodivergence, outcomes improve for the employee and the business.

2. Design Inclusive Spaces

Think beyond physical access. Consider sensory needs, flexible working, quiet spaces, and alternative ways of engaging in work.

3. Make Onboarding and Training Inclusive

Small changes can make a big difference from how information is presented to how expectations are communicated.

Final Thoughts

Understanding neurodiversity isn’t about being politically correct it’s about building better workplaces for everyone. Enabling people to thrive is good for business.

Article last updated: 3 May 2025