Current workplace practices risk excluding millions of neurodivergent employees from workplace pensions and other areas of work, research has revealed.
Complex and jargon-heavy pensions information can create unnecessary barriers for neurodivergent staff, who make up an estimated 15–20 percent of the UK population, according to a paper titled ‘Inclusive Futures‘ from the Society of Pension Professionals (SPP) and The Donaldson Trust.
Unless employers adapt, employees may disengage from critical benefits that support long-term financial wellbeing, researchers argued.
The paper urges employers to simplify benefits communications and strip out jargon and use plain language, presenting information in smaller, digestible steps.
Visual formats such as infographics, flowcharts and videos can make pensions literacy more accessible, while offering multiple channels, written guides, podcasts, animations and interactive tools, gives employees choice in how they consume information.
Researchers emphasised that such adjustments don’t just help neurodivergent staff, they improve pensions understanding and engagement across the entire workforce.
While benefits communication is the sharpest focus, the paper also stresses that recruitment and workplace culture play a role in ensuring that all employees can access and understand reward. Hiring approaches such as group interviews and vague role descriptions can deter neurodivergent candidates, meaning organisations risk losing out on talent.
The paper encourages HR to make inclusive recruitment practices, including giving candidates interview questions in advance, simplifying job descriptions, and offering flexible assessment formats, the default.
Once in the workplace, inclusive cultures, employee resource groups and flexible environments help neurodivergent professionals engage more confidently with benefits and broader HR programmes.
The paper features practical insights from Niraj Shah, an investment analyst at LCP and member of the SPP.
In the paper Shah said: “Being autistic has influenced my experiences in the workplace in a number of ways. While there have been challenges, I’ve also been fortunate that the majority of my professional experiences have been positive, due to receiving the right support and understanding.”
He said that small but thoughtful adjustments had helped him thrive at work. For example, receiving tasks in writing after meetings, clear guidance before social events, and regular manager check-ins all reduced anxiety and created space for him to engage fully with both his role and workplace culture.
The paper’s authors emphasise that neuro-inclusion should not be seen as just a moral obligation, but a strategic imperative for HR and reward teams. By improving how pensions and benefits are communicated, organisations can boost take-up, strengthen financial wellbeing, and increase trust in employer support.
Lynn Wassell, chief executive of The Donaldson Trust, said that neuro-inclusion means “recognising and valuing difference, not as a challenge to overcome, but as a strength to harness”.
She added: “A more inclusive pensions sector means a stronger, more adaptable workforce and better service for a diverse population.”
The researchers said that the way benefits are presented matters. By making pensions communications accessible, inclusive and flexible, HR can not only support neurodivergent employees but also create fairer, more engaged and financially resilient workforces.
Daniel Gerring, chair of the SPP EDI Committee, said: “This is an illuminating paper that highlights some of the challenges faced by neurodivergent individuals both in the pensions industry and the wider world of business.
“At the same time, the paper highlights a range of practical solutions and some very positive examples of where employers in our sector have demonstrated real commitment to inclusion by supporting neurodiverse employees.
“This paper serves as a very helpful reminder that, while there have been many positive changes, there remains much to do.”
