Neurodivergent workers report significantly poorer wellbeing, psychological safety and work-life balance than the wider workforce, according to a major new study.
The findings are published in the Neurodiversity in Business Research Report 2026, co-written by Birkbeck, University of London and Neurodiversity in Business (NiB).
The research surveyed 428 neurodivergent employees, 122 entrepreneurs and 55 employers. Nearly three-quarters, 72%, of participants reported more than one neurotype, with ADHD and autism the most commonly reported – 73% and 62% respectively.
Hybrid working remains the dominant way of working for neurodivergent employees, with 75% relying on it.
However, almost one in two had received a return-to-office mandate from their employer, and more than half of those said it made them reconsider their future with their organisation.
Neurodivergent talent is central to the UK’s capacity to tackle its economic inactivity crisis
The report found that while neurodivergent people bring valued strengths to organisations, including critical, sharp and disruptive thinking, they are at high risk of burn-out because of cognitive load, inconsistent organisational support and inflexible working practices.
Psychological safety remains the strongest driver of wellbeing, career satisfaction and employee retention, but has shown little improvement since earlier studies.
Furthermore, return-to-office mandates reduce employee engagement, diminish career satisfaction and increase burnout.
Among those who had received a mandate, more than half told researchers that it had made them reconsider staying with their employer.
Entrepreneurship
Neurodivergent entrepreneurs said they valued autonomy, purpose and flexibility, with nearly half identifying their neurodivergence before leaving corporate role, and more than six in ten saying they would not return to corporate employment.
While many entrepreneurs thrived by creating neuroaffirming working environments, they also reported challenges including unpredictable workloads, administrative burdens, financial pressures and managing capacity without organisational support.
Employers said they were committed to improving neuroinclusion but faced barriers including limited disclosure, budget constraints, unclear processes and persistent misconceptions about workplace adjustments.
The report also found that line managers played a central role in creating sustainable inclusion and require specialist training, clearer processes and greater confidence to respond effectively to individual needs.
Neurodiversity gain
The report also introduces the concept of ‘neurodiversity gain’ – the idea that when organisations redesign systems, processes and cultures to better support neurodivergent people, everyone benefits.
Rather than viewing neuroinclusion as an act of benevolence, the authors argue it should be recognised as a strategic advantage that strengthens organisational performance, workforce sustainability and long-term competitiveness.
Employers are at risk of losing exceptional talent
The report recommends that organisations:
- Embed neuroinclusion within corporate strategy.
- Reconsider blanket return-to-office mandates.
- Provide line managers with specialist training and support.
- Centralise and simplify workplace adjustment processes.
- Learn from the autonomy, flexibility and neuroaffirming practices developed by neurodivergent entrepreneurs.
Almuth McDowall, Professor of Organisational Psychology, Head of Centre for Neurodiversity Research at Work at Birkbeck, and lead researcher for the report, said: “Neurodivergent talent is central to the UK’s capacity to tackle its economic inactivity crisis. If we can get work right for this diverse group, everyone benefits. We call this neurodiversity gain.
“Flexible and adaptive approaches are key to harness specialist talent.”
Dan Harris, Chair of Neurodiversity in Business, added: “Employers are at risk of losing exceptional talent.
“Year on year, neurodivergent employees have consistently worse work experience. It need not be that way. Let’s celebrate our shared humanity and the power of different human minds.”
The report is the third annual study produced through the academic-practice partnership between Birkbeck and Neurodiversity in Business. Sponsored by Sage, it was co-created with neurodivergent employees, entrepreneurs, employer representatives and academic specialists.
