It’s not enough to just hire neurodiverse employees—the real work is making sure they have what they need to thrive.
That means going beyond awareness and building environments that are actually productive, supportive, and flexible. Many workplaces are still designed around one narrow idea of what a “good” employee looks like, and it’s leaving too much talent behind. Here’s what needs to change if we want neurodiverse people to not just survive at work, but succeed.
1. Open-plan offices can be overwhelming.
For some neurodiverse employees, constant noise, bright lights, and visual clutter make it nearly impossible to focus. Open spaces might be great for collaboration, but they often come at the cost of concentration and comfort. Having quiet areas, low-sensory zones, or even just noise-cancelling options can make a huge difference. The goal isn’t to isolate people; it’s to give them the kind of space where they can actually do their best work.
2. Flexibility helps people manage energy, not just time.
Flexible work schedules aren’t just about convenience—for neurodiverse employees, they’re often about survival. Some people work better early, others need mid-day breaks, and energy levels can fluctuate in ways that don’t line up with a standard 9 to 5. When workplaces allow for that flexibility, people stop wasting energy pretending to be “on” all day. That space to manage energy leads to better focus, higher output, and less burnout.
3. Sensory needs aren’t a quirk—they’re necessary.
Temperature, lighting, textures, noise—all of these can have a huge impact on how comfortable someone feels in a workspace. For neurodiverse employees, getting these things wrong can lead to stress, fatigue, or even physical discomfort. Offering control over things like lighting or seating setups isn’t just a nice gesture. It’s a way of saying, “We want you to feel comfortable enough to show up fully.”
4. Clear communication avoids confusion and reduces stress.
Vague instructions, last-minute changes, and unclear expectations can throw anyone off, but for neurodiverse employees, it can be especially destabilising. Clarity isn’t about micromanaging; it’s about giving people a solid foundation to work from. Using direct language, written follow-ups, and consistent structure makes collaboration smoother for everyone. When expectations are clear, people feel safer, and they perform better, too.
5. Not everyone thrives in group brainstorming sessions.
Fast-paced meetings that rely on quick thinking and loud voices don’t work for every brain. Some people process ideas more slowly or need quiet time to come up with meaningful input. Giving options to submit ideas in writing or reflect before speaking levels the playing field. You’ll often get deeper, more thoughtful contributions when people are allowed to work in the way that suits them best.
6. Job descriptions should reflect actual strengths needed.
Many roles are filled with vague traits like “excellent interpersonal skills” or “multitasker,” which can be intimidating or misleading for neurodiverse candidates. The focus should be on what the job actually requires, not vague expectations that exclude qualified people. When job listings are written with intention, they attract people who can truly excel in the role, including those who might otherwise doubt if they belong in the running.
7. Standard performance reviews don’t work for everyone.
Traditional reviews often reward the people who are good at talking about their work, not necessarily the ones doing the most impactful work. For neurodiverse employees, the stress of formal evaluations can overshadow their actual performance. Moving toward regular check-ins, clear goals, and feedback tailored to each person’s communication style creates a more accurate, useful process. It lets everyone grow — not just the people who fit the system best.
8. Fidgeting or stimming isn’t a distraction.
Movement helps some people focus, whether it’s tapping, stretching, doodling, or using a fidget toy. These behaviours are often misunderstood as signs of boredom or inattention, but they’re actually tools for regulation. When workplaces accept that not everyone works quietly or still, people feel less pressure to mask. That freedom to move means less anxiety, and often, better focus in the long run.
9. One-size-fits-all onboarding doesn’t set people up for success.
Most onboarding processes move quickly, with a flood of new information and social introductions all at once. For someone who processes information differently or needs more time to adapt, this can be overwhelming. Offering paced learning, clear written guides, and flexibility with timelines helps new hires build confidence without pressure. A good start makes everything else smoother.
10. Feedback should be specific, not vague or implied.
“You’re doing great” sounds nice, but it doesn’t give someone enough to build on. For neurodiverse employees especially, unclear feedback can lead to second-guessing or unnecessary anxiety. Giving direct, specific input, both positive and constructive, builds trust. It helps people understand what’s working and what can be improved, without confusion or overthinking.
11. Social pressure at work shouldn’t be part of the job.
Office small talk, after-hours drinks, team-building games—for some, these things are energising. For others, they’re exhausting or anxiety-inducing, especially when participation feels mandatory. Letting people opt in or out without judgement creates a healthier dynamic. You get genuine connection instead of forced interaction, which benefits everyone in the long run.
12. Praise shouldn’t only go to the loudest people.
It’s easy to notice the ones who speak up the most or take the spotlight, but that doesn’t mean they’re the only ones doing great work. Quiet consistency often gets overlooked in favour of bold visibility. Leaders who pay attention to all kinds of contribution, not just the most obvious, create workplaces where neurodiverse employees feel seen and appreciated. Recognition should reflect value, not volume.
13. Accommodations should be easy, not awkward.
Neurodiverse employees shouldn’t have to fight or overshare to get basic support. If the process for asking for adjustments is complicated, invasive, or inconsistent, people are less likely to ask at all. Normalising accommodations and making them part of workplace culture helps everyone. Support shouldn’t feel like a favour; it should feel like standard practice.
14. Inclusion should mean thriving, not just being tolerated.
It’s not enough to say you’re open to neurodiverse hires if the environment still forces them to mask or struggle in silence. True inclusion means creating conditions where people can be themselves and still be successful. When we rethink what a productive employee looks like, we open the door to different kinds of brilliance. That’s not just better for neurodiverse workers, either—it makes the whole workplace smarter, kinder, and more human.
