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Research Finds That One in Four Employees Are Neurodivergent: What This Asks of Workplaces

Research Finds That One in Four Employees Are Neurodivergent: What This Asks of Workplaces

Recent research reported by The Irish Times highlights a reality that many autistic and neurodivergent people already know through lived experience: neurodivergence is not marginal in the workplace.

According to research conducted by Dublin City University (DCU), one in four employees either self-identify or have been formally diagnosed as neurodivergent. The findings are based on a survey of more than 1,500 employees across three corporate workplaces, alongside focus groups with neurodivergent staff.

While the headline figure is striking, the deeper value of the research lies in what it reveals about wellbeing, opportunity, and how work is structured. For organisations like Aspire Ireland, this data provides both confirmation and a framework for reflection.

Main Findings of the DCU Study

AreaKey Finding
Prevalence25% of employees self-identify or are diagnosed as neurodivergent
Sample size1,500+ employees across three corporate workplaces
MethodologySurvey plus six neurodivergent-only focus groups
WellbeingNeurodivergent employees report significantly poorer wellbeing
Mental health18.5% likely experiencing significant levels of depression
LeadershipNeurodivergent employees are less likely to hold managerial roles
Managerial roles24–34% neurodivergent vs 39–51% non-neurodivergent
AccommodationsOver 80% say specific accommodations are necessary
Priority supportsHybrid working, quiet spaces, flexible start/finish times

Neurodivergence is common in the workforce

At its most basic level, the research establishes a clear fact: neurodivergence is common in the workforce.

Autism, ADHD, dyslexia, dyspraxia, OCD, sensory processing differences, anxiety, and depression are not rare exceptions. They are present across all levels of organisations, even if not always visible or disclosed.

This reframes neurodivergence from something “specialist” to something structural.

The differences in outcomes for neurodivergent workers

This research does more than just identify a presence; it highlights a meaningful difference in outcomes. Sadly, we see that neurodivergent employees often:

These differences appear consistently across diverse workplaces. This suggests they are not isolated incidents, but rather deeply ingrained, patterned experiences.

What Workplace Design Reveals

When outcomes differ at such a scale, the focus naturally shifts. We move away from looking at the individual and begin to examine the system itself.

The findings suggest that:

This aligns with what Aspire consistently sees: capability is present, but environments are often misaligned.

Most Requested Supports

One of the most important findings is that the most requested supports are simple and structural, not complex or clinical. Employees prioritised:

They are just practical design choices that can benefit many people, not only neurodivergent staff. These are not extraordinary adjustments.

Talent, Retention, and Progression

From a strategic perspective, the data raises clear questions. If a significant portion of the workforce, 1 in 4 of employees:

Then organisations face tangible risks related to talent retention, lost leadership potential, burnout, and long-term sustainability. Inclusion must be viewed as an integral part of performance, not as something separate from it.

What This Says About Belonging

More than 80% of participants believe that accommodations are necessary for success. This highlights a vital truth: employees recognize the gap. The question is: who is bridging this gap, and what is the best way to do so?

We must remember that culture is not only what organisations say, but what employees feel they must ask for just to function well. A culture that normalises flexible accommodations and embraces difference naturally reduces the exhausting need for constant self-advocacy.

A Changing Workforce Reality

At a societal level, this research reflects broader shifts:

Workplaces are no longer separate from these realities. They are one of the main environments where neurodivergent adults either thrive or struggle.

Rethinking How Work Is Designed

Looking ahead, the research points toward a clear need for:

This is where neurodivergent awareness and understanding conversations become essential. They help organisations move beyond assumptions and better understand how people actually experience work day to day. Without this understanding, well intentioned initiatives can still miss the mark

For Aspire, this reinforces a core principle: empowerment is not only about support, but also about fit, dignity, and opportunity.

Closing Reflection

This research does not ask organisations to do something radical; it asks them to pay attention to reality. When one in four employees is neurodivergent, inclusion must be treated as a fundamental part of “how work works”, not as an optional add-on.

Neurodivergent awareness and understanding sessions play an important role in this process. They create space for reflection, learning, and practical change, helping organisations recognise gaps between intention and experience.

When environments change, outcomes change with them, and the benefits extend well beyond any one group of employees.

For organisations interested in exploring these questions further, Aspire offers neurodivergent awareness and understanding sessions informed by lived experience and research. Just send us a message HERE and we’ll be in touch.

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