Around one in five working-age adults in the UK is neurodivergent. Most employers believe they are supporting them well. Many neurodivergent employees do not agree.
That’s the main finding of the 2026 Neurodiversity Index, published in March 2026 by the City & Guilds Foundation. Employers report confidence levels of 70–80 per cent in their ability to support neurodivergent staff. Only 32–38 per cent of neurodivergent employees say they feel psychologically safe at work, trust that adjustments will be made or believe their organisation understands their needs.
Neurodivergence covers a wide range of conditions, including ADHD, autism, dyslexia and dyspraxia, and affects roughly a quarter of employees in corporate settings, according to research from Birkbeck University. Yet 76 per cent of neurodivergent employees in the UK have not disclosed their condition at work, most often because they fear being misunderstood or judged. Many are undiagnosed, which means they’re unlikely to ask for support even when support exists.
One reason is masking. Neurodivergent employees may suppress traits to fit workplace norms – forcing eye contact, processing conversations in real time when that takes extra effort or appearing calm in environments they find overwhelming. Over time, that effort can become exhausting. When burnout follows, it is often treated as a general wellbeing or performance issue rather than a sign that the workplace itself may not be working for that person.
Managers are not ready
The 2026 Index draws on responses from more than 2,200 people across ten industries. One of its most worrying findings is that neurodivergent employees are twice as likely to wait more than three months for workplace adjustments – and that delays are getting longer, not shorter.
The problem is rarely outright resistance. More often, it is a lack of confidence and capability. According to Birkbeck University research, only 15 per cent of UK organisations say their managers feel confident recognising neurodivergent traits. Managers may want to help, but many do not know what to look for, what to ask or what action they can take. In practice, that often means delay.
The weakest-performing sectors – construction, retail, manufacturing and hospitality – are also among those with the biggest skills shortages. Employers are losing capable people not because they lack ability, but because the workplace is not set up to support them. As Professor Amanda Kirby, academic lead on the Index, puts it: “Awareness is no longer the issue. What matters now is how work is designed, managed, and experienced day to day. This is not just an inclusion agenda – it’s a productivity strategy and a health imperative.”
Policy is not enough
There is also a legal risk that employers can’t afford to ignore. Under the Equality Act 2010, employers have a duty to make reasonable adjustments for employees whose neurodivergent conditions meet the threshold of a disability. ACAS updated its neurodiversity guidance in 2023 to help employers navigate this area, yet many organisations still rely too heavily on formal disclosure before acting while tribunal claims in cases involving neurodiversity continue to grow.
That approach is increasingly hard to defend. If 76 per cent of neurodivergent employees are undiagnosed or self-identified only, systems built around diagnosis will miss many of the people they are supposed to support. The legal duty does not depend on a formal diagnosis. If an employer knows, or could reasonably be expected to know, that someone may need support, it is expected to consider adjustments.
What better looks like
The first priority is manager capability. Neuroinclusive practice needs to be built into how managers are trained and assessed, not treated as a specialist issue or an optional extra. Onboarding matters too. The first weeks in a role are often when neurodivergent employees are most likely to struggle and least likely to ask for help. A better approach is to make conversations about working preferences routine from the start, rather than placing the burden on individuals to disclose and explain.
There is also a clear business case. Birkbeck’s research found that more than 80 per cent of neurodivergent employees demonstrated hyperfocus, 78 per cent showed heightened creativity and 75 per cent brought innovative thinking to their roles. These are qualities employers routinely say they want.
The gap will not close through awareness campaigns alone. It will narrow only when organisations treat neuroinclusion as part of the everyday design of work – from line management to adjustments to onboarding. Employers that get this right will not simply build a more inclusive culture. They will make better use of the talent they already have.