Why Neurodivergent Job Seekers May Not Disclose Their Neurodiversity
For many neurodivergent individuals, disclosing their neurodiversity when applying for a job is daunting. Disclosure can feel risky, as candidates worry they might be misunderstood or judged based on stereotypes. Some worry hiring managers will assume they’ll be “difficult to manage” or “too different to fit in”. This fear of judgment isn’t unfounded; discrimination against neurodivergent individuals remains a widespread issue, even in progressive workplaces.
And this isn’t just a hypothetical concern. Half (49 per cent) of neurodivergent adults have been discriminated against by a hiring manager or recruiter because of their neurodiversity, research by Zurich has revealed.
Stigma around neurodiversity plays a significant role. Many neurodivergent people have faced negative responses or prejudice for simply being “different”, which can lead them to hide parts of themselves rather than face potential bias. In addition, a large number of neurodivergent adults in the UK remain undiagnosed, meaning they may hesitate to disclose without a formal diagnosis. Without the validation of an official diagnosis, they may worry they’ll not be “taken seriously” or that their request for accommodations could be dismissed.
The Link Between Neurodiversity and Mental Health
Another challenge is that neurodivergent individuals often face overlapping mental health challenges. Studies have shown that neurodivergent adults are more likely to experience conditions such as anxiety and depression, often exacerbated by societal stigma and the stress of navigating a world not designed for them. The pressure to “fit in” or mask their neurodivergent traits can feel overwhelming, making the idea of disclosing neurodiversity at work even more intimidating.
Forms of Discrimination and Common Biases
Discrimination against neurodivergent candidates can be subtle but damaging. For instance, hiring managers might unconsciously assume that a neurodivergent applicant will struggle with “soft skills” like team collaboration or adaptability. This can lead to discriminatory decisions, whether it’s through subtle exclusions from consideration or outright rejections based on preconceptions.
In the UK, the Equality Act 2010 offers legal protection against disability discrimination, which includes neurodivergent conditions such as autism, ADHD, and dyslexia. Despite this, neurodivergent candidates frequently face discrimination, highlighting the need for proactive measures in recruitment and workplace culture to ensure fair treatment.
Creating a Truly Inclusive Hiring Process and Workplace
The benefits of inclusive hiring and workplace practices extend beyond neurodivergent individuals—they help to create a culture where everyone can thrive. Here’s what organisations can do to be more inclusive and welcoming for all:
1. Normalise and value neurodiversity in recruitment materials and job descriptions
Employers should signal in their job postings that they value diverse perspectives and encourage all applicants to apply. Mentioning neurodiversity specifically shows that neurodivergent candidates are welcome and that their differences will be respected. This reassurance can encourage disclosure, if the candidate feels comfortable, without fear of judgment.
2. Proactively offer adjustments
Practical adjustments, like sharing interview questions in advance, offering remote or quiet interview spaces, or providing flexibility in scheduling, can make a huge difference. When these options are offered as standard, neurodivergent candidates feel supported without needing to ask for “special treatment”. For candidates who are undiagnosed but need accommodations, these adjustments can ease the pressure of the interview process and allow them to perform at their best.
3. Educate hiring teams about neurodiversity
Bias in hiring often comes from lack of knowledge. Providing training to hiring managers that helps them understand the strengths neurodivergent people bring to the workplace—from creativity to deep focus and analytical skills—can reduce the impact of unconscious bias. Such training can foster an empathetic approach that improves the experience for all candidates.
4. Embed inclusivity into the workplace culture
An inclusive workplace is about more than policies; it’s about culture. When an organisation builds a welcoming culture that genuinely values differences, employees feel safer bringing their full selves to work. This is especially meaningful for neurodivergent people, who might otherwise feel compelled to mask their traits. A welcoming culture makes it more likely they’ll disclose their needs, enabling them to work at their full potential.
The Value of Neurodiversity Strategy Coaching
For neurodivergent employees, neurodiversity strategy coaching can be incredibly beneficial in helping them adapt to a new role. Coaching can support individuals in navigating the workplace culture, identifying their strengths, and developing personalised strategies for success. Managers also benefit, as coaching can help them create a work environment that brings out the best in neurodivergent team members. Neurodiversity coaching not only enhances individual and team performance but also helps build a workplace culture that values unique strengths and reduces stigma.
Supporting Neurodivergent Employees Benefits All
Creating a truly inclusive workplace goes beyond compliance; it’s about building a culture that values all forms of diversity. Inclusive hiring and workplace practices can make a profound difference, not only for neurodivergent employees but for everyone within the organisation. When employees feel valued for who they are, they’re more engaged, productive, and resilient. Inclusivity attracts a wide range of talent, fosters innovation, and ultimately creates a workplace where everyone can thrive.
