As awareness of neurodiversity continues to grow, organisations have an important opportunity to create inclusive environments that support a wide range of cognitive styles. But this goes beyond compliance, it’s also a strategic advantage with flexible working at the core, says Lisa Barclay, PhD candidate at Henley Business School.
With an estimated 15–20 percent of the population being neurodivergent, embracing neurodiversity is just as vital to organisational diversity as race or gender, with clear links to employee wellbeing, productivity, and overall business performance.
Flexibility has become an increasing part of diversity and inclusion strategies, with around 72 percent of organisations embedding it into their diversity frameworks.
In fact, flexible work has become one of the most effective and practical tools for fostering inclusion. But in today’s context, especially post-pandemic, its significance has evolved.
The CIPD’s 2024 survey of neurodivergent employees found flexible working to be the most impactful measure at both the organisational and managerial level. This finding underscores its value not just as an HR strategy, but as a business imperative.
Flexible working offers clear benefits for both employees and employers, from improved wellbeing and work-life balance to better performance and profitability.
However, despite its advantages, adoption remains limited, with only 22 percent of roles actively promoting it. This is likely due to lingering concerns about productivity, team cohesion, and uncertainty around its impact on the individual, their team and the organisation.
Such concerns highlight the need for thoughtful implementation and a cultural shift within organisations to fully realise the potential of flexible work. Understanding the perceived barriers is a crucial step towards making flexibility work in practice.
Rethinking flexibility
Traditionally, flexible working arrangements have been associated with providing employees with autonomy over either the location or timing of their work. However, it’s critical that organisations move past binary thinking and adopt a more nuanced view of flexibility. It means much more than just working from home. It’s about breaking down rigid rules around where, when, and how people work.
Research increasingly recognises a broader definition of workplace flexibility. One that encompasses organisational, employee, cultural, and work-related aspects, which reflect how adaptable an organisation is, the autonomy employees have, and how work is structured and scheduled.
Recognising these broader dimensions of flexibility can help organisations design more inclusive policies that support the needs of all employees, including those who are neurodivergent.
Universal design or tailored support?
One of the key debates in flexible working is whether it should be rolled out as a universal offering or tailored to meet individual needs.
Leading researchers and professors Nancy Doyle and Almuth McDowall argue for a universal approach to workplace design. They highlight the opportunity for employers to embed inclusive design principles across all areas of HR from recruitment to performance management.
These principles focus on creating intuitive, equitable, and low-effort systems that work for everyone. They reduce the need for individuals to request special accommodations, which matters because many neurodivergent employees still feel unable to disclose their diagnosis. Research shows that only 35 percent of autistic employees are fully open about theirs.
By making flexibility available to all, organisations can ease the pressure on individuals to disclose personal information just to access support. Microsoft’s autism hiring initiative, highlighted in Smith and Kirby’s book ‘Neurodiversity at Work’, is a strong example. It shows that inclusive practices such as written meeting summaries and structured feedback proved helpful not just for neurodivergent staff, but for everyone. These are scalable, low-cost changes that boost clarity, communication, and performance across the board.
While universal design principles create a strong foundation for inclusion, they may not meet the needs of every neurodivergent worker. Rather than replacing universal practices, a tailored approach – such as job crafting which involves aligning job demands with individual capabilities – can be seen as complementary and sit alongside universal flexible working practices. Together, they offer a low-cost yet powerful way to promote equity while recognising that one size doesn’t fit all. Finding the right balance between broad accessibility and personalised support is a critical step in building genuinely inclusive HR practices.
Making flexibility work for all
Whether used universally or subject to tailored personalisation, flexible working practices should not be considered niche but a foundational component of any neuroinclusive workplace. To make the approach work, organisations need to categorise and deploy flexibility in ways that are both universal and adaptable.
Gaining a deeper understanding of different types of flexibility and the specific contexts in which they are most effective could support employers in their use of flexible practices. This will enable them to foster more inclusive environments where both neurodivergent employees and their colleagues can thrive.
Flexibility does not have to be expensive or complex. It requires listening, adapting, and a commitment to understanding employee needs. An inclusive workplace is a productive one, and flexibility is key to unlocking its full potential.
- The author is inviting UK-based participants to take part in a one-hour online interview exploring workplace flexibility. You’re eligible if you are a manager of, or work alongside, neurodivergent employees. To take part, please register your interest via this hyperlink.
