Neurodiversity in Tech: Why People Like Einstein Are a Competitive Advantage

Awareness of neurodivergent talent is increasing, and, as a result, more companies are recognising and harnessing the unique potential of these individuals in the workforce. However, many organisations remain unaware of the factors that discourage such brilliant minds in the workplace, or of how to support them in achieving optimal productivity.

Imagine refusing to hire someone simply because they are left-handed. While this seems absurd today, in the past, such a difference was considered a disorder, and left-handed individuals were forced to write with their right hand, often with long-term consequences.

The situation is similar with neurodiversity—some sectors of society and business still believe it is something that must be ‘fixed’ or ‘cured’. However, just as we now allow children to write with whichever hand comes naturally to them, we must also learn to respect and understand neurodiversity. Otherwise, companies risk not only engaging in discrimination, but also missing out on a significant competitive advantage. The distinctive qualities brought by neurodiversity can, in fact, be immensely valuable.

With the annual Neurodiversity Celebration Week taking place every March, we have explored how technology companies can enhance their innovation, inclusion, productivity, and organisational maturity.

What Is Neurodiversity

Everyone possesses varying levels of neurocognitive abilities, with some individuals exhibiting more pronounced differences between their strengths and weaknesses. This natural variability in human functioning is known as neurodiversity. Neurodiversity includes two subcategories: neurotypical and neurodivergent. The term ‘neurotypical’ refers to standard ways of processing information, which are often regarded as the norm, while ‘neurodivergent’ describes ways of thinking that differ from typical experiences.

The term ‘neurodiversity’ was originally associated with autism spectrum disorder, but has since come to encompass other variations in brain function, including those experienced by individuals with Asperger’s syndrome, ADHD, OCD, dyslexia, dyspraxia, dyscalculia, Tourette syndrome, and social anxiety disorder.

As awareness and understanding of this topic continue to grow, the number of diagnosed cases of autism is also increasing. Over the past two decades, diagnoses have risen by as much as 787 percent. The number of prescriptions for ADHD medication has increased by nearly the same percentage. Currently, one-fifth of the world’s population is considered neurodivergent, with some estimates placing the figure as high as one-third. As diagnostic criteria become more precise and inclusive, these numbers are expected to rise further.

From Deficits to Unique Abilities

Empathy and the inherent right of neurodivergent people to a fulfilling career are not the only reasons why companies should include them in their workforces. An equally important factor is the unique contribution these individuals make to a brand’s success.

Bill Gates, the founder of Microsoft, speaks openly about his experiences with ADHD. Temple Grandin, a pioneer in agricultural data analysis, was diagnosed with autism. Henry Ford, the founder of the Ford Motor Company, contributed to the development of assembly-line production and reportedly had dyslexia. John Elder Robison collaborated on sound technology for Pink Floyd and later focused on AI; he is also autistic. Dr Maggie Aderin-Pocock, an acclaimed space scientist, is dyslexic.

By traditional measures of intelligence, such as IQ tests, neurodivergent individuals—particularly those with autism—often achieve above-average scores. Their creative insights, original thinking, attention to detail, pattern recognition, problem-solving skills, and visuospatial abilities are increasingly recognised as valuable strengths.

JPMorgan Chase employees who participated in the ‘Autism at Work’ programme were up to 140 percent more productive than their neurotypical colleagues and made significantly fewer mistakes. People on the autism spectrum are highly skilled at spotting errors, often demonstrate a robust work ethic, and can maintain focus on complex and repetitive tasks that require careful attention to detail—tasks where others might become lazy.

People with ADHD, on the other hand, are highly skilled at multitasking, which can be a significant advantage in roles that require flexibility. Individuals with dyslexia often possess stronger analytical thinking skills than others, which is another asset for organisations.

Research from Birkbeck, University of London, quantified the strengths of 1,117 individuals with one or more neurodiversity diagnoses in the workplace. As many as 80 percent of participants demonstrated hyperfocus, 78 percent were creative, 75 percent exhibited innovative thinking, and 71 percent excelled in attention to detail. Certain forms of neurodiversity may also confer exceptional abilities in mathematics, photographic memory, or deep expertise in a particular field of interest.

The Harvard Business Review has described neurodivergent individuals in the workplace as a ‘competitive advantage’. By hiring them, technology companies can drive innovation in product development, problem-solving, and strategic decision-making. Initiatives supporting neurodivergent employees also enhance a company’s reputation. Organisations that were early adopters of such programmes have been recognised by the United Nations as role models for responsible management and have also received international awards.

It is unsurprising that an increasing number of leading companies have reformed their HR processes to attract as many neurodivergent talents as possible. These include, for example, SAP, Hewlett Packard Enterprise (HPE), Goldman Sachs, Microsoft, Willis Towers Watson, Ford, and EY. Many others, including Caterpillar, Dell Technologies, Deloitte, IBM, JPMorgan Chase, and UBS, have followed suit.

Even within Unit 9900, a specialist intelligence unit of the Israel Defense Forces (IDF), there is a team composed primarily of individuals with autism. This team is responsible for analysing aviation and satellite imagery, enabling them to identify patterns that others may overlook. Utilising assessment methods developed by the IDF, the Australian Department of Defence has also identified neurodivergent employees and, in collaboration with HPE, developed a programme focused on IT security.

SAP describes the concept of neurodiversity as follows: people are like puzzle pieces with irregular shapes. In the past, companies required employees to suppress their ‘imperfections’, as it was easier to fit people together if everyone conformed to a standard mould. However, this approach stifles the very differences that drive innovation. ‘The business world has largely overlooked this advantage,’ states Anka Wittenberg.

Today, organisations are encouraged to take the time to fit the irregular pieces of the puzzle together. This approach grants access to a broader pool of talent and a wealth of diverse perspectives. ‘Innovation,’ notes Anka Wittenberg, ‘most likely comes from those aspects of ourselves that are not the same for everyone.’

Challenges Faced by Neurodivergent People

Did you know that if a person hears someone talking while reading or writing, their productivity may decrease by as much as 66 percent? Noisy environments in traditional open-plan offices not only hinder performance but can also contribute to poor health, including stress, sleep disorders, high blood pressure, and cardiovascular diseases.

As many neurodivergent individuals struggle to filter out excessive noise, such environments can be particularly exhausting and prevent them from fully utilising their exceptional abilities. Data indicate that approximately half of neurodivergent people feel overwhelmed by distractions in the office, while nearly a third are unable to mentally prepare for meetings.

They may also feel overwhelmed by social situations, interpersonal relationships, and heightened sensitivity to stimuli. These factors can trigger automatic stress responses, such as fight, flight, or freeze, and may often result in what is known as ‘cortisol fatigue’. All of this significantly affects their ability to regulate their emotions and behaviour.

In the workplace, however, neurodivergent individuals face additional challenges, as they are often expected to conform to norms that do not align with their natural disposition. Moreover, they may not feel appreciated, included, or accepted by their colleagues. They experience microaggressions more frequently, such as assumptions about their competence, criticism of their communication style, and insensitive remarks about their workload or behaviour. Additionally, research has found that, on average, neurodivergent people rate their mental health lower than their neurotypical colleagues. This was revealed by a large-scale global study conducted at Colt, Nokia, Samsung, and Vodafone.

This year’s data on neurodiversity also revealed noteworthy findings concerning generations and genders. Women and non-binary employees experience significantly higher rates of microaggressions than men. Younger employees are more likely to identify as neurodivergent and expect inclusion, whereas older individuals have learned to cope without such support.

According to surveys, they have typically suppressed these traits for an extended period, which adversely affects their mental health. Simultaneously, they are less willing to discuss their challenges, even when companies have inclusive policies in place. They do not believe their concerns will be addressed and fear being perceived as less capable or jeopardising their career progression. They may also be less likely to have received a diagnosis or to identify as neurodivergent.

It is unsurprising that larger employers have implemented formal neuroinclusion procedures more effectively than smaller organisations. Many small and medium-sized enterprises are making commendable efforts, but they often lack the time or infrastructure to formalise or report on these initiatives.

Companies Are Neglecting Support Systems

One of the greatest challenges relating to neurodiversity in the workplace is a lack of understanding. Many employers still believe that hiring neurodivergent individuals will negatively impact their organisation, although nothing could be further from the truth. Even highly capable neurodivergent people with strong qualifications are often compelled to accept roles typically performed by high school students. Research indicates that approximately 30 to 80 percent of this minority is unemployed, a rate three times higher than that for other health-related disabilities.

One reason neurodivergent talent remains largely untapped in the job market is that their behaviour often does not align with prevailing conceptions of the ideal employee. They may not typically excel in communication, teamwork, networking, or emotional intelligence, and many find job interviews particularly challenging. For instance, individuals on the autism spectrum may struggle to maintain eye contact, occasionally go off on tangents during conversations, or be overly candid about their weaknesses. Some also experience low self-confidence as a result of previous negative experiences.

For neurodivergent employees to develop their full potential, organisations must often permit deviations from standard procedures by offering inclusive workplace accommodations. Approximately one-sixth of neurodivergent individuals had access to quality support at the beginning of their employment, yet this support frequently diminished over time.

This indicates that companies seldom maintain a planned, long-term support system; instead, the level of support tends to depend on individual managers or a dedicated HR professional. Even within organisations regarded as supportive, only about two in five neurodivergent employees feel they receive genuinely effective and sustained support. A company’s inclusion policy or declaration alone is insufficient—true commitment is demonstrated through the everyday implementation of meaningful changes.

Furthermore, many neurodivergent employees do not request assistance until they are already experiencing performance issues or mental health challenges. This reluctance is often due to stigma, previous negative experiences, or low expectations that anything will change. Even more concerning is the following finding: more than half of neurodivergent employees did not receive consistent, high-quality support, even after making a request. As many as 35 per cent of individuals experienced delays of more than three months while waiting for key workplace accommodations.

They often receive only limited guidance or informal assistance, which may consist of a single conversation, a one-off adjustment, or a reference to guidelines—without active problem-solving or the implementation of effective policies. Such support is frequently insufficient, and their performance or mental health may deteriorate as a result. ‘Managers fear making a mistake, and this fear alone can bring the entire process to a halt,’ notes this year’s Neurodiversity Index Report.

There are even groups of employees who are likely to receive only partial support—or none at all. These include, in particular, frontline customer-facing staff, those in lower-level positions, younger and older individuals, women, and certain minority groups—even within organisations that consider themselves ‘supportive’. Moreover, inclusive workplace accommodations do not benefit only employees with neurodiversity; they can also assist other staff members who, for example, require physical or psychological support.

If employees’ needs are not met within an organisation, they are likely to begin feeling isolated, as though they are not good enough for their roles or do not fit into the work environment. Ultimately, this can lead to increased staff turnover.

How to Support Neurodivergent People

As every individual is unique, companies should avoid making general assumptions about employees’ needs, preferences, or goals. Instead, organisations should proactively and regularly engage in conversations with all staff. When a company focuses on individual needs rather than formal diagnoses, everyone benefits—including those who choose not to disclose aspects of their identity. Policies on inclusive accommodations should be underpinned by straightforward processes, designated points of contact, and data tracking who receives support and when. Timely and proactive action is also essential.

For example, an organisation can break tasks down into smaller steps or adapt its communication style. A colleague with dyslexia may prefer to receive information verbally, so they can make their own notes for future reference. Others may benefit more from clear, written instructions rather than being inundated with information during a meeting. It is also advisable to avoid sarcasm, metaphors, euphemisms, and innuendo, opting instead for clear and direct language.

‘As someone with Asperger’s, I often struggle to remember, organise, and plan how I should complete a task when it is assigned to me. Unless the task is specified precisely and clearly, it can happen (and it has happened to me more than once) that I will complete it in a completely different way, or not as effectively as expected,’ explains Jakub Frnka. ‘If we work with you over a longer period, we will eventually become accustomed to what you expect from us in certain situations; it will become part of our internal framework, and we will often be able to assist you even more effectively than a neurotypical person. All it takes is a little patience.’

Providing quiet spaces is an effective way to enhance staff concentration, but these should be accessible at any time and on a voluntary basis, so that no one feels segregated. Alternative solutions include remote working, noise-cancelling headphones, relaxation areas, or investing in higher-quality carpeting, which can significantly reduce ambient noise. Employees will also appreciate advance notice of expected loud noises, such as fire drills.

In interior design, muted colour palettes, neutral tones, and natural textures can have a calming effect. In addition, it is best to avoid bright ceiling lights or colourful lighting. People with autism or ADHD sometimes use ‘stimming’—repetitive movements and sounds—to regulate their internal experiences. Permitting the use of fidget gadgets at work can also help them feel calmer and improve their focus. It is also important for them to adhere to rituals and routines, as these provide a sense of safety and security. If work plans need to change, they will benefit from being informed in advance and given the reasons for the change.

Employee networks are an effective means of promoting inclusion. These voluntary groups comprise colleagues who share similar beliefs, backgrounds, or interests and provide support and guidance within a safe environment. Experts recommend informing employees about workplace etiquette and caution against assuming someone is deliberately breaking rules or behaving rudely. Further recommendations include offering neurodivergent individuals flexible working conditions, the autonomy to complete tasks in their preferred manner, additional breaks to move around, and adaptable seating arrangements. It is also advantageous to adopt inclusive hiring practices that do not rely solely on interviews.

A key factor is educating employees, managers, and HR staff about neurodiversity so that they understand it, appreciate its benefits, and can recognise individuals whose needs may be less visible. Organisational leaders, in particular, should champion inclusion. Sharing success stories of neurodivergent individuals in the technology sector can also help to break down stigma and dispel misconceptions.

Finally, word choice is important. Rather than using terms such as ‘disorder’ or ‘deficit’, it is preferable to speak of ‘differences’. As neurodevelopmental trauma can form part of the autism profile, some sources recommend a trauma-informed approach. Although many organisations supporting people with disabilities favour language that emphasises the person (such as ‘a person with autism’), some studies have shown that most members of the autistic community prefer identity-first language (for example, ‘autistic person’). Therefore, it is best to ask individuals directly what language they prefer and how they would like to be addressed.

‘The path to inclusion is not easy, but it is worth pursuing. Diversity is not a threat, but an enrichment. I am convinced that when we are able to accept and appreciate neurodiversity, we are on the best path to accepting and valuing each individual in their uniqueness,’ says psychologist Viera Hincová.