Today’s organizations struggle with talent shortages, high employee turnover and constant pressure to innovate. One solution addresses all three: neuroinclusive design.

The sensory overload many experience in a typical office is more than just an annoyance for neurodivergent employees—it can be debilitating. It’s estimated that about one in five people today are neurodivergent, but based on our latest research and surveys, we believe that’s a conservative estimate. In fact, in a recent ZenBusiness study, over half of Gen Z identified as neurodivergent. Organizations that ignore this shift in workforce makeup do so at their own risk.

Companies are beginning to recognize the benefits of hiring neurodivergent individuals. HiringLab data shows that between 2018 and 2024, mentions of neurodiversity-related terms in U.S. job postings nearly tripled, particularly in engineering and technical fields. Still, significant gaps remain. Auticon, a technology consultancy employing autistic professionals, reports that 62% of its neurodivergent employees were unemployed . At the same time, 75% of companies struggle to find talent. This disconnect represents a clear business opportunity.

Neurodivergent individuals bring exceptional strengths to their organizations. A Birkbeck Neurodiversity at Work survey found high percentages of these professionals excel in:

• Hyperfocus: 80%
• Creativity: 78.1%
• Innovative thinking: 75%
• Data processing: 71%
• Authenticity: 64.4%
• Visual reasoning: 58.3%
• Long-term memory: 55.3%
• Entrepreneurialism: 46%

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These strengths can deliver real business advantages.

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The business case for neurodivergent employees is strong. JPMorgan Chase’s Autism at Work program discovered that neurodivergent employees exceeded the productivity of their neurotypical peers by 90-140% while making fewer errors. Ernst & Young’s Neurodiverse Centers of Excellence reported teams with neurodivergent members were 1.2 to 1.4 times more productive and accurate. Deloitte’s research suggests teams with neurodiverse members can do 30% more work than homogeneous teams. Neuroinclusive Recruiting, an Australian employment initiative, found that organizations embracing neurodiversity experienced at least a 20% increase in overall innovation.

These findings translate into real financial outcomes. A single neurodivergent SAP employee developed a technical solution generating $40 million in cost savings. Ernst & Young’s neurodiversity initiatives have produced more than $1 billion in direct business value, according to its 2024 Value Realized Report—clear evidence of the ROI organizations can achieve through strategic neuroinclusion.

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A subtle threat to organizational success is groupthink, the concept that when like-minded teams become too comfortable it inhibits creativity and fresh ideas.

Neurodivergent thinkers tend to disrupt groupthink. Many approach problems differently, think more independently and aren’t afraid to question the status quo. While these traits are sometimes misconstrued as difficult, their willingness to engage in open examination of facts can reduce groupthink and create new opportunities for breakthroughs. Sir Richard Branson sees his dyslexia as a massive advantage: “It has helped me to think creatively and laterally, and to simplify things, which has been a huge asset when building our Virgin businesses.”

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With hiring costs reaching three to four times a position’s annual salary, retention is critical. When enabled with neuroinclusive workplaces, neurodivergent individuals have proven to be a dedicated, loyal group. SAP, Microsoft and JPMorgan all report retention rates exceeding 90% among employees in their neurodiversity initiatives—far above industry averages. Ernst & Young achieved 92% retention among neurodivergent hires. Mentra, a neuroinclusive hiring platform, documented a 97% retention rate among placed candidates.

These results come at a relatively modest cost. According to the U.S. Job Accommodation Network (JAN), more than half of workplace adjustments cost nothing to implement. Another 37% involved only a one-time cost, with a median one-time expenditure of $300. Compared to the hefty costs of recruiting, onboarding and training new employees, these investments deliver extraordinary returns. And while many question the cost of making adjustments, the real question they should be asking is “What is it costing you not to make them, and to create spaces where all can thrive?”

The evidence is clear: organizations that embrace neuroinclusion see measurable benefits in talent acquisition, breakthrough innovations and increased employee loyalty. Yet, for many employees, work remains a struggle. “We’re freshwater fish in salt water,” an autistic individual once said, expressing feelings we’ve heard from employees who feel unable to handle the sensory assault found in traditional work environments. The solution? Designing workplaces with neuroinclusion at their core empowers everyone and elevates the entire organization’s performance.

Ready to boost innovation, productivity and retention through neuroinclusive design? Contact Kay Sargent at kay.sargent@hok.com to start the conversation.