Employers are being urged to review how they recruit, communicate with and support neurodivergent colleagues, as new guidance sets out steps to create more inclusive and healthier workplaces.
The recommendations come from a joint paper by The Society of Pension Professionals and The Donaldson Trust, which outlines the barriers neurodivergent people may face at work, and what organisations can do to remove them. Although focused on the pensions sector, the advice is widely applicable to office-based employers and wellbeing teams more generally.
The authors note that around 15–20 per cent of the UK population is estimated to be neurodivergent, but the true number may be higher due to underdiagnosis or non-disclosure. The report argues that for sectors involving complexity, jargon and rigid processes, accessibility must be improved.
Communication and Culture
Standard workplace materials and practices can exclude people with conditions such as autism, ADHD, dyslexia and dyspraxia, says the report. It recommends using plain language, breaking information into manageable steps and offering materials in a variety of formats including written guides, infographics and video.
It also calls for employers to recognise that people process information differently, and to allow flexibility in how instructions are given and understood. “We know that adjustments that are beneficial for neurodivergent people are often just as beneficial for the population overall,” it says.
Neuro-inclusion, the authors write, is about “recognising and valuing difference, not as a challenge to overcome, but as a strength to harness”.
Barriers in Recruitment
Conventional hiring processes can present obstacles to neurodivergent applicants, the paper says, especially when job descriptions are vague or social norms are assumed. Group interviews, timed assessments and ambiguous language often filter out capable candidates unnecessarily.
The report recommends simplifying job descriptions by focusing on essential skills and clearly defining any requirements such as communication abilities. It also advises employers to offer adjustments by default to all applicants, including the option to submit written or video responses and to receive questions in advance.
These changes, it says, “signal to candidates that inclusion is a priority, not an afterthought”.
Designing Supportive Workplaces
The report calls for “open, supportive” workplace cultures where people can be themselves and feel understood. Examples include creating neurodiversity networks, providing quiet spaces for concentration and allowing staff to choose between collaborative or low-stimulation work environments.
Flexible and remote working are also described as important tools, when “designed and implemented thoughtfully,” giving workers more control over their surroundings and schedule.
Neurodivergent employees, the paper says, may benefit from regular check-ins about how their role or environment is working for them. As needs can evolve, line managers are encouraged to have open conversations about wellbeing and make timely adjustments.
A First-Hand Account
The paper includes a contribution from Niraj Shah, an investment analyst who is autistic and a member of The Society of Pension Professionals. He describes how receiving written summaries after meetings has helped him deliver better work by allowing time to process and review information.
“With the way I process information, being able to receive information in a written format enables me to refer back to it and ask questions as I go along,” he writes. “This ultimately leads to better quality work.”
He also explains the value of clarity around social events. “Before every social event, clear information is shared about the timings and what the event will involve… This helps reduce anxiety,” he writes.
Another key factor has been regular conversations with his manager. “In my experience, workplace accommodations often need to evolve,” he writes. “These discussions have helped ensure that the support I receive continues to meet my needs as they evolve.”
Shah says that creating an inclusive culture is not about “ticking boxes,” but about enabling people to do their best work. “When we feel included and supported, we all benefit.”
The report frames inclusion not just as a legal or moral responsibility, but as a contributor to stronger teams and better business outcomes. “Embracing neurodiversity is more than a moral imperative – it’s a driver of innovation, creativity and resilience,” it says.