Majority of employers recognise the value of neurodivergent talent, but insufficient policies and manager training risk holding them back
Neurodivergent employees’ career opportunities are limited by inconsistent support and manager training, new research reveals.
The research by Commercial Services Group found employers increasingly associate neurodiversity with organisational performance and innovation, with 70% of respondents finding it can enhance both. However, two in five employers (40%) believe line managers do not have the skills and confidence to support neurodivergent employees effectively, highlighting a gap between good intentions at an organisational level and consistent day-to-day support.
Although employers are under growing pressure to recruit, retain and support a diverse workforce, the research finds that the practical training for managers to help unlock neurodivergent talent in the workplace is lacking, despite research by the Donaldson Trust highlighting that one in seven people, approximately 15% of the UK population, are neurodivergent. Almost half of respondents (45%) say supporting neurodiversity is challenging to put into practice, raising questions about whether workplaces are equipped to help more neurodivergent people enter work, remain and return after time away.
Programmes such as Connect to Work, commissioned by Kent County Council and Medway Council as part of the UK Government’s Get Britain Working initiative and delivered across Kent and Medway by The Education People, The Forward Trust and Shaw Trust, are helping neurodivergent individuals and others facing barriers to employment access tailored support to find, stay in and return to work.
Reassuringly, the survey found four in five employers (80%) would be willing to recruit a neurodivergent individual, with 79% agreeing that neuroinclusive employment helps widen access to talent.
Kelly Southey, Assistant Director Commercial and Advisory at The Education People said: “Most employers now recognise the value and talent neurodivergent people bring, but too many individuals still struggle to get the support they need at work.
“With most employers expecting neurodiversity and inclusion to become more important over the next few years, the next step is making sure managers have the training, confidence and guidance to turn good intentions into fair and meaningful day-to-day support. For employers looking to build a skilled and diverse workforce, inclusive recruitment practices and readiness to support is essential, and we’re here as partners to help them get there through tailored, one-to-one flexible assistance. The employers that get this right will be better placed to support neurodivergent talent, open the door to people entering and returning to employment, and build a more inclusive and engaged workforce.”
More than four in five employers (81%) say their organisation is willing to make reasonable workplace adjustments, the most common steps include flexible working hours or patterns (60%) and additional training or mentoring (59%). Together, these findings suggest many measures linked to neuroinclusion are also aligned with broader workplace trends towards flexibility, and more personalised management.
Louise Storie, Head of Connect: Neurodiversity Training, Consultancy and Advisory Service at The Donaldson Trust said: “As the national body for neurodiversity, it is hugely encouraging to see awareness at work is so high, and we see this reflected in the growing demand for training. It is also reassuring to see from the research that four in five employers say they would be willing to recruit a neurodivergent individual. But recruitment is only the first step, it is crucial that, once in the workplace, the right support is put in place, and managers have the confidence and knowledge to deliver it.
“Managers need the skills to ask the right questions and provide tailored support, rather than guessing what individuals need. When people trust they will receive thoughtful, practical support, they are more likely to be open, leading to more consistent inclusion. This, coupled with creating a culture that promotes self-awareness and reflection, encourages colleagues to be empathetic and seek to understand the human experience.”
Government figures highlight the employment gap facing neurodivergent people. In 2024/25, under a third (31.4%) of people whose main health condition was autism were in employment, compared with over half (52.8%) of disabled people overall and more than four in five (82.5%) of non-disabled people.
Robert Halfron, Executive Director for Policy Membership and External Affairs at Make UK added: “This research comes at a timely moment for manufacturers, as the Government moves forward with its plan to ‘Get Britain Working’ and the Vanguard Phase of the ‘Keep Britian Working’ review. It demonstrates how employers are moving from awareness to implementation. However, the report also suggests one of the key challenges for businesses in creating a neuroinclusive workplace is a lack of confidence across line managers.
“While 3 in 5 businesses agree that line managers currently have the skills and confidence needed to support neurodivergent employees effectively, developing greater capability across industry will help to bridge the gap between individual examples of success to wider workplace inclusion. As employers identify throughout this report, this can only be achieved through effective training for managers.
“This report highlights the importance of maintaining access to such upskilling opportunities, enabling industry to build the inclusive workplaces required for inspiring innovation and growth across the UK.”
Laura Davis, CEO BASE and Inclusive Trading CIC: “At a time when the disability employment gap continues to widen, and people with a learning disability and autistic people remain among the most excluded from the labour market, employers are more important partners than ever.
“As this gap grows, we cannot afford for inclusion to depend on a manager lottery.
“This research shows that employers want to do the right thing, but too many managers are still being set up to fail without the skills, confidence and support needed to turn good intent into everyday inclusive practice.
“Ending the manager lottery is a choice. Partnering with Supported Employment providers is how employers move from Disability Confident statements to real, consistent action that changes lives.”
To find out more, visit Neurodiversity at Work – Commercial Services Group
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