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If one in five people think and work differently, shouldn’t our workplaces be built differently too? Umairah Nasir shares how HR can design more inclusive environments where neurodivergent talent can thrive.
Having friends who experience the world in different ways, I have seen how frustrating it can be when workplaces are not built with all kinds of minds in mind. It is not about ability but more of the space to thrive.
That is what sparked my interest in this topic and why I believe neuroinclusion needs to be part of every HR agenda.
What is neurodiversity, and why does it matter?
Neurodiversity refers to the natural differences in how people think, learn, and process information. This includes people with autism, ADHD, dyslexia, dyscalculia, OCD, and other cognitive differences.
These differences often come with strengths. Some may have excellent pattern recognition or creative problem-solving skills. Others might be strategic thinkers or detail oriented. But too often, workplaces are built around one “typical” way of working. And that does not work for everyone.
What the numbers are telling us
According to a report titled Neurodiversity and the Workplace by Boston Consulting Group and SG Enable, an estimated one in five people globally are neurodivergent. Yet only 49% of neurodivergent employees disclose their conditions to employers, often due to fear of stigma or career repercussions.
In Singapore, search terms such as 'Do I have autism?' and 'neurodiversity' are increasingly common, with the country ranking 8th globally for such queries (7th specifically for “Do I have autism?' and 'Do I have ADHD'). This is the highest in Southeast Asia. Even so, there is still a gap between curiosity and meaningful change.
Challenges neurodivergent employees face
Despite greater openness around mental health and differences, neurodivergent individuals continue to face barriers in the workplace especially when environments are designed around neurotypical norms.
In Singapore, nearly two-thirds (62%) of neurodivergent employees reported being misunderstood as having a poor attitude, and over half felt isolated or unsupported at work. These issues are compounded by a lack of accommodations and unclear disclosure pathways.
From open-plan offices to unclear instructions, even well-meaning setups can make people feel excluded.
Why inclusion is good for business too
Creating a neuroinclusive workplace is not just the right thing to do. It also makes business sense. BCG’s report highlights that unlocking the potential of neurodivergent talent can bring:
- Enhanced innovation and creativity: Individuals with autism often demonstrate strengths in pattern recognition and sustained focus, while those with ADHD commonly offer adaptability and bursts of intense concentration. Employees with dyslexia are frequently strategic thinkers who approach problem-solving with creativity.
- Access to untapped talent: With 83% of Singaporean employers facing hiring difficulties, neurodivergent individuals represent an underutilised pool of skilled talent.
- Higher retention: Inclusive workplaces see stronger team loyalty and lower turnover rates.
Four ways HR can make a difference
A new report by Autistica, an autism research charity in the UK, outlines a framework known as the Neurodiversity Employers Index (NDEI), developed with input from more than 6,000 employees across 118 organisations.
Alongside the findings from the previous report, here are key recommendations on how you can foster a neuroinclusive workplace:
- Train your teams to understand neurodiversity: Many employees want to support their neurodivergent colleagues but do not know how. Autistica’s NDEI recommends offering neurodiversity-specific training for all staff to improve awareness, reduce bias, and encourage everyday inclusion.
- Rethink recruitment processes: Standard hiring processes can unintentionally exclude neurodivergent talent. Autistica suggests simple changes such as offering interview questions in advance or allowing alternative formats for assessments that can make a big difference in making opportunities accessible
- Make disclosure safe and voluntary: According to BCG, fewer than half of neurodivergent employees disclose their condition at work mostly due to fear of stigma or career repercussions. HR can build trust by providing confidential, voluntary disclosure channels, and fostering a culture where it is safe to ask for support without judgment.
- Define and embed a neuroinclusion strategy: Only 30% of organisations surveyed had a clear neuroinclusion goal and strategy in place. The NDEI encourages companies to move beyond good intentions by setting specific goals, measuring progress, and embedding neuroinclusion into company-wide policies and leadership agendas
Looking ahead: A shared responsibility
As Dr James Cusack, CEO of Autistica, puts it: "One-size-fits-all approaches rarely work."
And it is true. Inclusion is not about expecting everyone to adjust to one way of working. It is about creating space for different ways of thinking, processing, and contributing.
From my own experience, I have seen how small changes such as being more flexible or taking the time to listen can make a big difference. Whether your company is just getting started or already building momentum, progress comes through ongoing effort.
Designing a workplace where all minds can thrive is not a short-term project. It is a long-term mindset shift. And it benefits everyone.
READ MORE: Supporting the middle: 6 tips for improving manager wellbeing
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