The CIPD Neuroinclusion at work report

These statistics from CIPD’s report highlight the significant gaps and opportunities in promoting neuroinclusion within workplaces.

Neuroinclusion remains a relatively underdeveloped area in many organisations. Although 60% of employers surveyed acknowledge neuroinclusion as a focus, this figure varies significantly across sectors.
The public and voluntary sectors are leading the way, with 76% and 72% respectively considering neuroinclusion, compared to 55% in the private sector. Interestingly, smaller businesses (2–249 employees) are less likely to prioritise neuroinclusion (45%) compared to larger organisations (65% for those with 250–999 employees and 75% for those with 1,000+ employees).

While 61% of employers claim their organisation values neurodiversity and supports neurodivergent individuals, only 55% say their workplace culture is neuroinclusive. Awareness of neurodiversity's importance is also lacking, with just 52% of employers stating that their workforce understands what neurodiversity is and why it's important.
Voluntary and public sector employers are again more proactive, with 80% and 73% respectively valuing neurodiversity compared to 57% in the private sector.

In just under a third (31%) of organisations, neurodiversity isn’t formally talked about by HR, senior leaders, line managers, or employee resource groups.
Less than half of organisations (45%) discuss neurodiversity formally, either through HR or senior leaders, and just under a third (31%) involve line managers in these discussions.

The majority of employees (85%) understand what neurodiversity is, though neurodivergent employees are more likely to say so compared to their neurotypical peers.
Only 53% of employees feel their organisation has an open and supportive climate for discussing neurodiversity, and just 38% believe their organisation provides meaningful support to neurodivergent individuals.
Additionally, 31% of neurodivergent employees haven't disclosed their condition to HR or their manager, often due to concerns about privacy, stigma, or the potential impact on their career.

Neurodivergent employees report lower levels of engagement and higher levels of exhaustion and loneliness at work compared to neurotypical employees.
For instance, 45% of neurodivergent employees feel exhausted often or always, compared to 30% of neurotypical employees. Furthermore, 33% of neurodivergent employees say their experience at work negatively impacts their mental wellbeing.

A fifth (20%) of neurodivergent employees report experiencing harassment or discrimination at work due to their neurodivergence. This has significant negative impacts on their mental wellbeing, job performance, and likelihood of staying with their employer.
Employees who experience harassment are more likely to feel unsupported by their employer, manager, and colleagues.

Only 56% of senior managers with decision-making influence believe that senior leaders appreciate the value of neurodiversity. In voluntary organisations, this figure is higher at 71%, compared to 52% in the private sector.
Just over half (53%) of employers say leaders show commitment to neurodiversity through their actions and behaviour.

Do you feel your workplace provides adequate training and support surrounding neurodiversity?

While 70% of employers provide at least one method of support for neurodivergent employees, almost a quarter (23%) do nothing to create a neuroinclusive workplace.
The most common forms of support are flexible working (45%) and clear access to reasonable adjustments (39%). However, only 30% have conducted education and awareness-raising about neurodiversity for all staff in the past two years, and just 19% have reviewed their people management policies to be neuroinclusive.

Employers who have taken action to create a neuroinclusive workplace report positive impacts on various outcomes, including employee wellbeing (63%), comfort in talking about neurodiversity (60%), and appreciation of different thinking styles (59%).
Flexible working and access to reasonable adjustments are the practices most positively impacting organisational and people management outcomes.