The state of play in Diversity, Equity, and Inclusion (DEI)

How neuroinclusion drives a thriving team environment

Neurodiversity is gaining increasing attention in workplace discussions. A non-medical umbrella term that includes the conditions autism, dyslexia, dyspraxia, dyscalculia and ADHD, neurodivergence is evident in around 10-20% of the population. 

As the workforce becomes more diverse, many employees will be working alongside a neurodivergent colleague in the coming years. And so, in this age of the collective workforce – the central theme of our newly launched World of Work Trends 2025 report – the ability to design workplaces that are intentionally neuroinclusive has become essential. 

Our latest research paper, Neuroinclusive by Design, builds on this theme and explores how leading HR teams are embracing a systems-thinking approach to inclusion, building team environments that are collaborative, adaptive, and resilient by design. 

The research offers a blueprint for organisations ready to move beyond isolated DEI efforts toward truly integrated talent strategies that ultimately tap into collective strength through individual empowerment. 

What the research tells us 

Neuroinclusion is good news for organisational productivity. It supports diverse thinking styles and can improve collaboration, creativity and productivity. For example, those with autism have been shown to be up to 140% more productive than neurotypical employees in certain roles. And teams with neurodivergent employees can experience up to a 30% increase in overall success. 

Organisations could and should therefore be seeking a positive step change in productivity through their recruitment and retention strategies for neuroinclusion. Even so, many struggle with where to begin. So, to understand what makes neurodiverse teams excel, Top Employers Institute conducted in-depth interviews with neurodivergent employees and organisations, to offer guidance on how HR professionals can take immediate actions for the benefit of both. 

Our resulting neurodiversity research paper, Neuroinclusive by design, explores the steps organisations can take to build truly inclusive workplaces.  

Three things HR can do right now 

Here are three actions that HR can take immediately to create a culture of neuroinclusion by design in their organisation: 

1. Harness individual talents for collective success. Many neurodivergent individuals value opportunities to explore different roles, projects and responsibilities. By building teams where individual strengths are recognised and supported by colleagues with different skill sets, HR can ensure that everyone can contribute meaningfully to the team’s success.  

2. Define and commit to consistent ways of working. This practice involves HR establishing explicit behaviours and rules, creating clarity and allowing all employees – neurodivergent and neurotypical alike – to contribute effectively.  

3. Embrace empathy and nurture interpersonal trust. HR needs to create a culture where empathy is prioritised, and assumptions are avoided. When colleagues approach interactions with neurodivergent employees with patience and willingness to understand their perspective, they foster a more inclusive and supportive environment.  

From accommodation to acceleration 

HR leaders can apply these three practices to better support neurodivergent employees and unlock their full potential as a strength within their organisation. If they can, they will cultivate workplaces that embrace diverse ways of thinking, communicating, and working. This in turn encourages ongoing reflection on how work gets done — and whether there might be better ways.

What we can learn from high-performing neurodiverse teams

Neurodiversity research tells us that teams that leverage individual strengths, co-create clarity in how they work, and prioritise empathy form a strong blueprint for building more inclusive, high-performing teams across the organisation. They lead to more adaptable, resilient, innovative – and yes, more productive – organisations.  

By championing neurodiversity best practices research within teams, companies are not just creating better workplaces, they are shaping the future of work itself and creating a thriving environment for all. 

Download the full research paper to find out how leading organisations are putting neuroinclusion into action.

Neuroinclusion in practice: From awareness to action

Our recent webinar, Neuroinclusion in the workplace: From awareness to action, showed HR leaders how to take a giant leap forward from understanding the importance of neuroinclusivity to embedding it across leadership and teams at every level of an organisation. 

Sarah Andresen, Chief Product and Technology Officer at Top Employers Institute discussed best practice neuroinclusivity with Eline Jammaers, Assistant Professor at Hasselt University and Tristan Lavender, Founder & Chair of Philips Neurodiversity Network.  

The case is made, so let’s move to action. 

HR leaders should already know that neuroinclusion helps organisations widen their talent pool, unlock latent potential and create stronger, more connected teams. There is no shortage of research showing that inclusive organisations have a better chance of meeting the expectations of socially-conscious consumers, while employees working there are more likely to feel engaged – and stick around. 

Top Employers Institute’s new paper Neuroinclusive by design: Creative and thriving team environment for all echoes these findings and goes much further. It identifies three features of thriving, inclusive teams: harnessing individual talents, co-creating clarity and embracing empathy to drive better business performance. 

Below are just some of the practices that the webinar looked at to show best practice inclusivity in action. 

1. Start with leadership: Role models set the tone. 

Senior leaders play a pivotal role in introducing neuroinclusive practices. When leaders are open about their own neurodivergence, it sends a powerful and positive message. It normalises differences and encourages psychological safety, especially among younger employees and others unsure about disclosing their neurodivergence. 

Line managers are also vital role models. Their ability to sit and to listen, respond with flexibility and ask the normal day-to-day questions, such as ‘What support would help you do your best work?’ can be transformative. 

One enduring myth that the webinar also explored is when neurodiversity is billed as bringing ‘superpowers’ to the workplace. While neurodivergent employees do bring unique strengths, these must be wholeheartedly supported. The true value of neurodivergence is only unlocked with the active encouragement of leaders and managers; a passive acceptance that we are all different is simply not enough. 

2. Continue with teams: Embed psychological safety as an everyday instinct. 

To move inclusion beyond good intentions means teams must also play their full part. Psychological safety needs to be a daily given, built through small, consistent behaviours. Both leaders and their teams should, for example, ask new hires about communication preferences, environmental needs or work styles as an instinct, without the need for a formal diagnosis. Simple common-sense actions like these have a wider purpose – they reduce barriers and improve collaboration among not only neurodivergent employees but everyone. 

Inclusion happens in these ‘micro-moments’ of work: how to run meetings, give feedback, and handle discussions. Leaders and teams need to model empathy and openness, not just in policy but in day-to-day behaviour, until it becomes deeply embedded. 

This needs to be visible externally, to attract future talent. Personal stories of neuroinclusion attract the job candidates of the future, as well strengthening internal alignment. 

3. Reinforce through ERGs and metrics: A key role for HR. 

Our Neuroinclusive by Design research describes a necessary mindset shift from ‘accommodation’ to ‘intentional inclusion’, building flexibility, clarity and empathy proactively into team culture from the outset. And HR has a key role to play in driving this forward in several ways. 

For example, Employee Resource Groups (ERGs) are a powerful tool for accelerating inclusion. They provide safe spaces for connection, education and advocacy. For them to flourish, HR leaders must support them in a similarly active way, with funding, time and clear links to organisational strategy. 

The webinar showed how companies like Philips have introduced formal neuroinclusion policies at a national level to make sure that ERG insights translate into organisation-wide support. And this is the kind of structural reinforcement that Top Employers’ new platform, HREdge | NeuroInclusion, has been designed to support. It provides the necessary tools, insights and expert guidance for embedding inclusion across the employee lifecycle. 

Measuring neuroinclusivity also remains a challenge for many employers. One practical way for HR to play a role is to embed questions within existing wellbeing or engagement surveys, to align with key desired outcomes like job satisfaction or a sense of belonging. This requires trust, with participants needing to believe that their responses will not only be anonymous but used constructively. ERGs can play a unique role here too, for example through running pulse surveys or providing qualitative insights from neurodivergent communities. 

Final word… 

Neuroinclusion by design in 2025 is no longer only for the neurodivergent. It is a journey from awareness to action for all, a framework for designing better work for everyone, at every level of an organisation.  

To explore how to start or scale your neuroinclusive practices, download our research paper or for tailored business recommendations and benchmarking solutions, find out more about our new platform, HREdge | NeuroInclusion. 

Neuroinclusion by design: Progressive HR strategies to drive team success

Organisations today face growing pressure to create environments that embrace all forms of human diversity – including the need to accommodate diverse ways of thinking. In a recent LinkedIn Live webinar, Dr Emily Cook, Senior Researcher and Paola Bottaro, People Director, both from Top Employers Institute, explored the insights behind our new paper, Neuroinclusive by Design: Creating a Thriving Team Environment for All.

The session offered a compelling blueprint for HR leaders seeking to embed neuroinclusion into the way work gets done – not just as a reactive set of accommodations, but as a proactive principle of workplace design.

Drawing on in-depth interviews with neurodivergent professionals and the experiences of certified Top Employers such as Tata Consultancy Services and Bentley, the research identifies three essential traits of high-performing neurodiverse teams: harnessing individual talents, co-creating clarity, and embracing empathy.

From accommodation to intentional inclusion

The concept of intentional neuroinclusion is gaining traction, shifting focus from making adjustments for individuals to proactively structuring work environments to both expect and support a wide range of cognitive and behavioural styles. This not only benefits neurodivergent employees, but also enhances the working experience for all.

Rather than responding to challenges as they arise, this proactive approach integrates flexibility, clarity and empathy from the outset. This in turn enables a more inclusive and productive culture that supports differing ways of thinking, communicating and working.

Unlock collective success by harnessing individual talents

Many neurodivergent employees bring distinctive strengths, such as pattern recognition, that employers are in danger of overlooking when using traditional role definitions and job descriptions.

Our research encourages HR teams to look out for new skills. Techniques like skills profiling, using internal marketplaces for talent and more intentional performance conversations can help uncover and leverage these often-hidden strengths.

Neurodivergent professionals also frequently contribute beyond their formal roles, engaging in innovation projects and employee resource groups (ERGs). Supporting and celebrating this kind of engagement is one way that organisations can help fully unlock individual potential and elevate team performance.

Define and commit to consistent ways of working

The research found that inconsistent or mismatched expectations around how work gets done – whether in meetings, communication styles or collaborative processes – can become significant barriers for neurodivergent individuals.

Flexible and inclusive ways of working can be achieved by co-creating team norms, rather than imposing top-down rules. For example, teams might need to agree on meeting cadences, notification boundaries, or which tasks are best tackled together versus independently.

This shared clarity creates an environment where all team members, regardless of their cognitive profile, understand what’s expected and feel able to contribute effectively.

Embrace empathy to build trust

Our research showed that trust and psychological safety emerged as foundational to neuroinclusive teams. Neurodivergent employees often feel pressure to conform to behavioural expectations, such as direct eye contact or small talk, that may not align with how they naturally interact. This “masking” can take a toll on mental health over time.

Empathy, in this context, involves understanding and accepting diverse forms of communication and engagement. Employers can reinforce this through formal systems like manager training and inclusive policies, and through everyday signals – such as how to deliver feedback or how to understand alternative working styles.

Regular check-ins that focus on employee experience, not just outputs, can play a vital role in normalising support-seeking and creating space for authenticity.

Adapt neuroinclusion for differing cultures and contexts

In response to a question from the webinar audience, it was acknowledged that while in this instance our research interviews did not cover all geographic regions, the broader research we do at Top Employers Institute draws on data and insights from organisations across multiple continents. The principles highlighted in the paper – flexibility, clarity, and empathy – are designed to be adaptable to local context and nuance.

Neuroinclusion strategies should never follow a “one-size-fits-all” model. Different regions, industries, and cultures bring varying approaches, vocabularies and challenges to the topic. The key lies in building environments that are fundamentally inclusive by design, yet flexible enough to reflect local norms and realities.

A strategic blueprint for a better world of work

The overarching takeaway from our webinar was that neuroinclusion should not be seen as an adjustment to existing systems, but rather as a framework for the design of modern work. Through intentional design, organisations can build environments that both expect and celebrate diversity.

Along with this research paper, we’ve introduced a new platform, HREdge | NeuroInclusion, as a practical support tool for organisations at any stage of their neuroinclusion journey, providing access to tailored insights, expert guidance and a global network of HR leaders. And as the research makes clear, organisations that commit to neuroinclusion are not just improving workplace culture – they are positioning themselves for greater adaptability, innovation and long-term success.

Download the full research paper to explore the detailed findings.

Neuroinclusive by design: A future blueprint for a thriving team environment

With an estimated 10-20% of the population identifying as neurodivergent, many organisations are seeking ways to harness their untapped potential. However, there is a paradox at the heart of the current debate around neurodiversity in the workplace. Research shows that teams with neurodivergent members experience up to a 30% increase in overall success, and individuals with ADHD score 41% higher in creativity tests. Yet many neurodivergent employees still face barriers, with over 50% fearing workplace stigma or discrimination.

Why is this – and what can be done about it for the benefit of businesses and employees alike?

Building inclusive workplaces

At Top Employers Institute we’ve been delving deep into what makes neurodiverse teams thrive. Our latest research paper, Neuroinclusive by design: Creating a thriving team environment for all, explores the steps organisations can take to build truly inclusive workplaces. It provides key statistics, and practical recommendations that HR can implement to create a more neuroinclusive workplace.

Download the full research paper

Traditional workplace structures are changing, and neuroinclusive practices are forming the blueprint for the future of work. For a true neuroinclusive workplace, however, HR leaders must shift from providing piecemeal adjustments to embedding systemic inclusivity into their hiring, team collaboration, and leadership development practices. Organisations that embrace neurodiversity in this way will not only enhance employee wellbeing but also gain a vital competitive edge.

Through extensive research and interviews with neurodivergent employees, we have identified three critical traits shared by successful neurodiverse teams:

1. Harnessing individual talents for collective success. Neurodivergent employees excel when given flexibility and autonomy, allowing them to leverage their unique strengths in a way that benefits the entire organisation.
2. Defining and committing to consistent ways of working. High-performing teams find the right balance between structure and flexibility, co-creating communication methods that work for everyone.
3. Embracing empathy and nurturing interpersonal trust. A culture of psychological safety, where employees feel understood and valued, fosters collaboration and engagement.

Being ‘neuroinclusive by design’ is about reshaping the workplace so that diverse ways of thinking, processing information and collaborating are naturally supported. This approach benefits everyone, leading to more innovative, adaptable, and high-performing teams.

Can your business afford to ignore the benefits of creating a thriving team environment for all? By championing neurodiversity within teams, companies are not just creating better workplaces—they are shaping the future of work itself.

Fill in the form below to access the full research paper and explore how leading organisations are putting neuroinclusion into action.

Access the full research paper

Transforming talent attraction: Lessons from Molson Coors and Primark UK

As any business will know, attracting top talent remains a significant challenge. To stand out, businesses must rethink traditional approaches, broadening their appeal to diverse candidates while fostering an environment that prioritises retention. In today’s dynamic market, adapting your strategies is not optional—it’s essential for staying ahead.

Top Employers Institute data shows that nearly three-quarters (72%) of certified UK Top Employers are currently evolving their talent acquisition processes. The question, of course, is: “How?” For the answer, it is worth looking at how certified Top Employers such as Molson Coors and Primark are going about the task.

Molson Coors Beverage Company: Skills-based hiring… No CV? No problem.

Molson Coors has used a hiring for potential programme, focused on recruiting for skills and behaviours, rather than traditional methods, to transform their organisation. This has resulted in a broader and different type of applicant pool and workforce.

In collaboration with its partners, the organisation developed pilot programmes for skills-based assessments. The success of this saw Molson Coors remove ‘experience’ as a requirement for certain roles, in favour of strengths, skills and the potential of new talent. Post-pilot, the organisation then identified specific roles that could benefit from this approach, such as additional sales positions, technical representatives, mobile technicians and supply chain roles within their breweries.

Molson Coors has seen a large increase in the number of candidates, plus they have sustained high retention rates for new hires. Gender representation and the match of applicants has also significantly improved, and the business has since fine-tuned the assessment to be more effective in identifying candidates who could fit their business needs.

Primark: A team to focus on removing barriers.

Primark UK created a ‘Removing Barriers’ team, dedicated to supporting those candidates who require reasonable adjustments before and during their application and interview stages, and to handle ‘Access to Work’ requests. Primark UK realised they needed to have a dedicated team to offer specific expertise and to review the store recruitment process from an unbiased, impartial perspective.

The team helps in all aspects of the application and interviewing process in the following ways:

• Pre-application: The team offers support through guidance, prepping and liaising with a designated support worker or one of the charities they work with.
• During application: This includes phone or technical support or additional time for assessments, according to individual needs.
• Interview stage: The team may contact the interviewing store to arrange support and provide coaching and guidance to the interviewer where needed.

This support system was established in 2018, and since then, Primark UK has supported over 500 candidates. Ensuring equity in candidate consideration and hiring decisions is important as one means to remain truly inclusive of underrepresented talent. Through this example, Primark UK offers some practical advice on how to systematically remove barriers in the application, interviewing and hiring process.

Driving inclusivity through smarter hiring practices

Both organisations – along with other certified Top Employers – are committed to being more inclusive in their recruitment processes, placing a particular emphasis on providing more opportunities to underrepresented groups, offering new approaches and more assistance throughout each stage of the hiring process.

To improve the quality and number of applicants, all organisations must have a clear diversity, equity and inclusion strategy in hiring practices. And by taking away unconscious bias, prioritising skills and offering more support to underrepresented groups, applicants can have renewed confidence when applying for roles.

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