The World Wasn't Built for My Son—Or the Millions of Neurodivergent Employees

Some of the brightest minds think differently, but our workplaces aren’t built for them. 

As Chief Product Officer at Spring Health, I spend my days working to make mental healthcare more accessible and impactful. As a product leader, I believe great products and workplaces should be designed for everyone. But, our systems often overlook people who don’t fit the mold. That’s not just a professional challenge for me. It’s a personal one.

My son Jonah is neurodivergent. He sees the world differently. While that difference is beautiful, it also comes with challenges. The world wasn’t built for children like him.

So, my wife and I became amateur therapists and care navigators in our own home. When care wasn’t available, we had no choice but to fill the gap ourselves—like when my wife redesigned our high school curriculum to account for Jonah’s unique needs. Or the countless hours researching, advocating, and problem-solving to make sure he had the support he deserved. 

Right now, we’re navigating the challenges of school and parenting. But fast forward a few years, Jonah will enter the workforce. I wonder and worry—will he get the support he needs to succeed? Will the workplace recognize his strengths and create an environment where he can reach his full potential?

Although this is my family’s story, it’s also the story of millions of employees, families, and caregivers left behind by a world that doesn’t see them.

The growing need for neuroinclusive workplaces

• Almost half (47%) of Americans know someone who is neurodivergent
• A recent survey of Gen Z grads shows that over half self-identify as neurodivergent
• Estimates show that 15%-20% of the global population is neurodivergent

Despite these numbers, most workplaces aren’t designed with neurodivergent employees in mind. As a result, many struggle to access the support they need, often navigating challenges on their own—just as we did. 

For forward-thinking employers who recognize this reality, there’s an opportunity to foster innovation, improve problem-solving, and drive organizational success. Because when support systems fall short, there are costs—not just for individuals, but for businesses as well.

Common workplace barriers for neurodivergent employees

For neurodivergent employees, workplace inclusivity—or the lack of it—fundamentally shapes their experiences and outcomes. When workplaces aren’t designed with neurodivergence in mind, employees often face systemic barriers that make it harder to succeed. Some of these challenges include:   

• Misconceptions and stigma that lead to bias in hiring and career advancement
• Sensory sensitivities that make certain work environments overwhelming
• Differences in social communication styles that can affect collaboration and feedback
• Hiring processes that prioritize neurotypical traits, creating barriers to entry

A recent survey shows that a majority of neurodivergent employees don’t feel their organization or team is supportive enough to openly discuss their needs. When employees don’t feel seen or supported, the consequences ripple across organizations:

• Burnout, absenteeism, and turnover due to unmet support needs
• Difficulty accessing support due to stigma or complicated processes
• Lower engagement and reduced productivity

Many mental health and wellbeing solutions don’t offer support specific to neurodivergent employees. So, what happens when an employee needs more?

Right now, it often looks like this:

• Waiting 67 days to see a specialist
• Taking an average of 11 years between experiencing symptoms and getting care
• Encountering ghost networks that make finding providers nearly impossible
• Going out-of-network and spending thousands per year on treatment

These barriers don’t just impact workplace performance—they affect long-term wellbeing. 

A recent study reveals that neurodivergent individuals, particularly those with ADHD, may face significantly shorter life expectancies due to a lack of proper support and care. The unemployment rate for neurodiverse individuals is nearly eight times higher than for those without disabilities, underscoring the urgent need for more inclusive workplaces.

Why neuroinclusion is good for business

When neurodivergent employees receive proper support, both they and their organizations flourish. While compassion and moral concerns matter deeply in any endeavor, pairing them with measurable advantages makes neuroinclusion a win.

Work cultures that fail to support neurodivergent individuals sacrifice diversity of thought, innovation, and problem-solving capacity. 

Teams where every member similarly approaches things are less likely to hit on that outside-of-the-box idea. Indeed, organizations embracing neuroinclusion show clear gains:

• Companies leading the way in disability inclusion have seen 1.6x more revenue, 2x more economic profit, and a 25% higher likelihood of outperforming on productivity.
• Four of the largest U.S. organizations with dedicated neurodivergent hiring initiatives boast a 90% retention rate among those employees. Employee retention matters replacing an employee can cost 3 to 4 times the position’s salary.

Ernst and Young have 23 Neurodiverse Centers of Excellence around the world employing neurodivergent individuals. Their results:

• Increases in productivity (1.2x-1.4x), quality, and timeliness of work for teams that include individuals from the centers of excellence
• 92% retention rates for neurodivergent employees
• One billion dollars in value creation from those workers

These statistics are compelling. So what steps can organizations take to begin the work of neuroinclusion?

How to build a neuroinclusive workplace

Starting work on building a more neuroinclusive organization doesn’t require completely overhauling a company culture or policies. It can begin with intentional steps that progressively evolve culture, systems, and support networks.

Normalize neurodiversity

There is often a silence surrounding neurodivergence in workplaces that comes from invisibility. When something is unnamed and undiscussed, it can be difficult for people to speak out or seek support. 

Breaking this silence creates a foundation for promoting neuroinclusion. Organizations can start by:

• Training managers to support different working styles and cognitive differences
• Creating spaces where employees can share their experiences without fear
• Including neurodiversity in conversations about supporting all employees
• Building a culture of psychological safety where differences are valued

When neurodiversity is a part of everyday conversations, the risks and stigma that prevent people from disclosing their needs gradually dissolves, creating psychological safety that benefits everyone.

Rethink workplace structures

Along with awareness and openness, neuroinclusion requires tangible changes to how work happens. Many traditional workplace practices unintentionally create barriers for neurodivergent employees.

Barriers often force people to expend precious emotional and mental energy simply getting by daily in environments not designed to meet their needs.

Consider implementing changes such as:

• Flexible work options for a variety of working styles
• Asking employees how they best process information and communicating with them accordingly
• Creating sensory-friendly environments with options for focused and quiet work
• Developing straightforward processes for requesting support without extensive disclosure
• Revisiting the hiring process, specifically traditional interviews and criteria

Such adjustments often require minimal costs but deliver a lot of impact for organizations and employees. Inclusive work cultures benefit everyone.

Ensure benefits are doing what’s intended

As organizations build awareness and experiment with changes, examining benefits packages to see if they deliver meaningful support can be helpful. Many standard benefits packages fail to address the specific needs of neurodivergent individuals, who are also at a higher risk for co-occurring mental health conditions such as anxiety, depression, and PTSD.

This can create a disconnect between what companies offer and what employees truly need. So, for example:

• Do mental health benefits have providers who specialize in treating neurodivergent adults?
• Are there coaches who work with neurodivergent employees?
• Is there support for employees caring for neurodivergent children or family members?

When employees have access to quality care and timely support, they are more engaged, productive, and less likely to leave, leading to better wellbeing, and stronger business outcomes.

Facilitate early access to care

Finally, organizations should consider shifting their mental health and wellbeing support from reactive care to proactive care that emphasizes early interventions.

Prevention and early intervention yield significantly better outcomes, both in terms of employee wellbeing and organizational costs. The earlier someone gets appropriate support, the less likely they are to experience performance issues, burnout, or prolonged leave. So consider:

• Proactive mental health solutions that use measurement-based care to track progress and symptoms over time.
• Offering confidential assessments to help individuals explore whether they are neurodivergent, along with access to the support they need.
• Providing education about various neurotypes and their diverse strengths.
• Creating clear pathways to easily accessible support, ensuring employees get what they need to thrive.

Helping employees access care early creates an environment where neurodivergent employees can contribute their unique talents without the burden of managing challenges unsupported.

A more neuroinclusive future starts now

My son deserves better. And so do the millions of employees, families, and caregivers navigating these struggles and systems alone.

Take a moment to imagine a world where: 

• Every neurodivergent employee feels seen and supported at work
• Where people with mental health needs can access care quickly and without hassle
• No one is left to figure it out alone

That future isn’t some distant utopia. It’s within reach. We have it within our power to build a world where no one is left behind.

‍A neuroinclusive workplace isn’t just possible—it’s necessary. See how our new neurodiversity hub can help create a culture where every employee can succeed.