The EY Global Neuroinclusion at Work Study 2025 has found many neurodivergent people have high skill proficiency in areas such as leadership, social influence, resilience, flexibility and agility.
Expertise: Associate Professor of Management Anna Krzeminska worked on a global review launched by EY which looked at neuroinclusion in the workplace. Photo: Behrad Montazeri
Macquarie Business School Associate Professor Anna Krzeminska, who was one of four global academic experts called upon by EY’s UK office to review and edit the research, says the findings are “both ground-breaking and myth-busting”.
She says the study challenges stereotypes about the skills of neurodivergent people “which need to be broken”.
While the contributions which neurodivergent people make in areas such as cybersecurity and AI have long been recognised, the study found they are also highly proficient in areas that are in growing demand such as creative thinking, talent management, technological literacy and analytical thinking.
The findings are based on a survey of over 2000 professionals world-wide, over three-quarters of whom were neurodivergent — including people with ADHD, autism spectrum disorders, dyslexia, dyscalculia, dyspraxia and other conditions. Nearly half had more than one neurodivergent trait.
Some (line managers) are fantastic enablers of neuroinclusion, while others may be blockers. Ending the line manager lottery through neuroinclusive management training is a priority.
Interestingly, the survey finds many areas in which the skills of neurodivergent and neurotypical people complement each other, thus potentially bringing higher value to a workplace when they work as teams.
Neurodivergent professionals were found to be stronger in cybersecurity, AI, cloud computing, project management and talent management, while neurotypical professionals were stronger in risk management, systems thinking, writing and editing, critical thinking and relationship management.
The study uses the findings to urge employers to “move beyond labels” and look for ways to use the “untapped potential” of neurodivergent people.
“Expanding neuroinclusion in the workplace holds the potential to unlock transformational skills and drive business value,” the study says.
More work to be done
However the study also delivers a warning to employers. The survey found only 25 per cent of neurodivergent professionals felt “truly included” in the workplace, raising the concern that are subject to a “line manager lottery”.
“Some (line managers) are fantastic enablers of neuroinclusion, while others may be blockers. Ending the line manager lottery through neuroinclusive management training is a priority,” the study says.
It reports that neurodivergent people face problems in career progression with 91 per cent saying they face at least one barrier to moving to a new position. They also report a significantly higher level of negative experiences in the workplace — such as exclusion from social events, being interrupted when speaking, or being made fun of because of the way they speak — than neurotypical people.
Thirty-nine per cent of neurodivergent professionals told researchers they intended to leave their current job in the next 12 months.
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They survey also found neurodivergent people often need employers to adapt to their working style, such as ensuring the workplace is free of sensory distractions or offering support in prioritising tasks.
Associate Professor Krzeminska says neurodivergent professionals who spend all their work time in the office are up to 12 times more likely to experience sensory distractions than those working remotely.
While adapting to the needs to neurodivergent employees might come with a cost to the employer, Associate Professor Krzeminska says employers routinely make similar adjustments for neurotypical employees — such as offering flexibility for those caring for others — because it brings productivity benefits.
Anna Krzeminska is an Associate Professor in the Department of Management, Macquarie Business School.
