Harnessing neurodiversity as a competitive advantage

Jenny Turner, Founder and Director of Human Fabric, looks at why organisations that embrace different ways of thinking and communicating will attract talent, improve engagement and optimise performance.

In January, the World Economic Forum released The Future of Jobs Report 2025, outlining the skills employers need today and predicting what will be essential by 2030. The top six skills that employers are prioritising are:

1. analytical thinking

2. resilience, flexibility and agility

3. leadership and social influence

4. creative thinking

5. motivation and self-awareness

6. technological literacy.

But there’s a side to this story that might be less obvious. The most in-demand skills align remarkably well with the strengths of many neurodivergent individuals, a significant proportion of the workforce that is often overlooked and stigmatised in talent attraction, recruitment, promotion and retention efforts.

For employers today, strategies to create more neuroinclusive workplaces are not just an ethical imperative for the wellbeing of neurodivergent people, they also offer significant benefits for organisations, teams and all staff.

NEURODIVERGENCE IS MORE COMMON THAN YOU THINK

Neurodiversity is the concept that all human brains are wired differently, and that is a natural part of the diversity of humanity. Experts generally agree that

15 per cent to 20 per cent of people are neurodivergent, in that they think, process and experience the world differently. This includes those with ADHD, autism, dyslexia, dyspraxia and other neurodevelopmental differences.

EXCEPTIONAL TALENTS

In addition to traits that stigmatise these conditions, neurodivergent people commonly have unique cognitive strengths, such as outstanding abilities in analytical thinking, pattern recognition and lateral problemsolving, talents that are in demand for employers today.

The most in-demand skills align remarkably well with the strengths of many neurodivergent individuals, a significant proportion of the workforce that is often overlooked and stigmatised.

According to a 2023 study on neurodiversity at work in the United Kingdom, 80 per cent of neurodivergent employees report hyperfocus as a strength, 78 per cent report high levels of creativity, 75 per cent demonstrate innovative thinking and 71 per cent the ability for detailed process work. Of course, strengths will vary by neurotype and by individual.

Such neurodivergent strengths can be a competitive advantage for both the individual and organisations, but the catch is: only in the right conditions.

PERFORMANCE REDUCERS AND INCLUSION BARRIERS

Traditional workplaces inadvertently present obstacles for neurodivergent employees, limiting their ability to get in, fit in, be promoted and perform at their best. Common barriers include the following.

• Organisational and team culture: The largest impediment is the understanding and acceptance of different ways of thinking, communicating and being. A 2024 United Kingdom study found around 70 per cent of neurodivergent employees did not feel safe to disclose their diagnosis at work.

• People processes: Many hiring, performance evaluation and other people processes remain geared towards neurotypical employees with particular communication styles.

• Leadership, roles and tasks: The alignment of the job to the individual, coupled with the leadership style of the manager, significantly influences success.

• Ways of working: Team working practices can influence the effectiveness of neurodivergent employees, and the level of inclusion experienced.

• Individualised support: A lack of support tools or accommodations can influence individual productivity.

• Physical environment: Workspaces, such as busy open-plan offices, can be overwhelming due to excessive sensory stimuli.

GLOBAL CORPORATES ARE FOSTERING NEUROINCLUSION AND SEEING THE BENEFITS

Companies, such as Microsoft, SAP, Deloitte, Google, Amazon, DXC Technology, EY, BBC, JPMorgan Chase, Ford, PwC, McKinsey, Salesforce, ANZ and IBM, have led the way with neurodiversity initiatives in the past five to ten years. Their investment has yielded measurable benefits.

1. Better leadership and management skills: Managers working with neurodivergent employees have reported becoming better at communicating and tailoring their approach to the needs of each individual. Developing managers in human-centred and strengths-based leadership approaches, with a focus on adapting leadership styles, helps create more engaged and highperforming teams overall.

2. More innovative and productive teams: According to research from Hewlett Packard, neurodiverse teams demonstrated a 30 per cent increase in productivity compared with teams composed solely of neurotypical individuals. Similarly, EY reported a 20 per cent to 40 per cent increase in productivity, quality and timeliness of output.

3. Improved team psychological safety, engagement and retention: Companies investing in neuroinclusion see a significant boost in employee engagement and long-term retention. Microsoft and Deloitte found that their neurodiversity programmes led to higher employee satisfaction, lower turnover and improved team collaboration.

4. Access to unique capabilities and a broader talent pool: With global talent shortages, neurodiversityfocused hiring programmes provide a competitive edge. JPMorgan Chase’s programme has demonstrated that autistic employees can outperform their neurotypical colleagues by up to 48 per cent in certain roles.

Neurodiversity In New Zealand Workplaces

As AI and automation continue to transform industries, the ability to think differently will become even more valuable. In Aotearoa, a Diversity Works 2024 report showed that, of the 378 diversity, equity and inclusion leaders surveyed, 40 per cent identified neurodiversity as one of the most important diversity dimensions to their organisation.

Many larger New Zealand organisations have established neurodiversity employee resource groups and are investing in awareness webinars. Some are starting to equip managers specifically with the skills to lead neurodiverse teams. But this is just the start. Neuroinclusion goes beyond just raising awareness of differences, it includes crafting policies, practices, culture and workspaces to work for all types of minds. Many of these changes are low or even no cost, but they do require conscious effort.

People and culture leaders have a significant role in guiding their organisations to understand, embrace and ultimately harness neurodiversity. As the trend of fostering neuroinclusive workplaces is starting to take hold in Aotearoa, the time for organisational leaders to get across this is now.

Jenny Turner is the founder of Human Fabric, a consultancy dedicated to helping organisations and individuals to harness neurodiversity at work. With a background in leadership, business transformation, and lived experience with ADHD, she specialises in neurodiversity coaching, education and strategic advisory services. Jenny works with HR leaders and executives to create neuroinclusive workplaces that improve wellbeing, engagement, innovation and overall performance. Learn more at www.humanfabric.co.nz.