Unlocking potential in a neurodiverse workforce: Enablement as the key to improved experience and performance

Neurodiversity is an asset to an organisation. At Health Innovation Kent Surrey Sussex (Health Innovation KSS), we are committed to fostering an environment where everyone – neurodivergent or not – can thrive. As part of our “EDI Champions present” series, Jo Barosa, an experienced ADHD and neurodiversity consultant, shares her insights into how supporting a neurodiverse workforce can unlock an organisation’s potential.

I was delighted to have been invited to present to Health Innovation KSS to support their commitment to equity, diversity and inclusion.

I have worked with the National Health Innovation Network on ADHD programmes over many years and so have seen first-hand how they continually strive to transform individuals’ lives through innovation, supporting health and social care throughout the NHS. This included the Focus ADHD programme, which supported NHS mental health trusts and community paediatric services to improve ADHD assessments for children and young people.

In this blog, I’m excited to share some of the practical ways we can enable all colleagues to reach their potential.

The value of a neurodiverse workforce

For far too long, ADHD and neurodiversity have been seen as a deficit, but this is an inaccurate and outdated viewpoint. Cognitive neurodiversity is an essential element of humanity, akin to biodiversity. Neurodiverse individuals bring unique perspectives that drive innovation and problem-solving, giving a competitive advantage.

Many successful leaders are neurodivergent, and organisations that embrace this diversity enabling colleagues, see improved staff retention, reduced absenteeism, and better financial performance.

Research places the prevalence of ADHD in adults at around 2-3% of the population, so you will likely already have a neurodiverse workforce, even if you aren’t aware.

Enabling the corporate environment

Enablement is key. Instead of seeing neurodiversity as a challenge, organisations should re-frame it as an opportunity to unlock potential. Reframe reasonable adjustments as enablers. It’s psychologically very powerful and should underpin organisational values to create the optimum environment for all to thrive, neurodivergent or not. Authentic inclusivity means moving beyond token adjustments and embedding enablers – such as clear instructions, flexible working, and quiet spaces – into everyday practice. Often, simply listening and responding to colleagues’ needs can make a significant difference.

Understand the need and not the diagnosis

The Equality Act 2010 highlights that organisations need to operate in a culture of inclusivity and fairness, not dependent on diagnosis, but one of need. It’s not a one-size-fits-all; individuals will present differently, have different needs and hence will need different enablers and this is compounded by common comorbidities.

Some colleagues may not be aware they are neurodivergent, while others may face challenges related to undiagnosed ADHD or the demands of supporting neurodivergent family members. Some colleagues may not disclose they have ADHD and others will be more open. Biases around gender, social deprivation, intellectual capability, ethnicity, stigma and media representation also serve to conceal symptomology and alter how it is viewed.

Colleagues may present as being overwhelmed and experiencing increased stress in their role could increase ADHD symptomology challenges. Other colleagues may have developed compensatory behaviours, such as high levels of organisation, as a coping strategy, but this may require a disproportionate amount of time to maintain their performance at work, resulting in exhaustion.

Understanding and support are crucial.

Creating an enabling environment

Organisations benefit from being clear about their commitment to neurodiversity. Outlining available enablers across recruitment, assessment, and workplace practices helps create a psychologically safe and inclusive environment, where colleagues feel empowered to disclose their needs and reach their full potential.

The views expressed are the author’s own and do not necessarily represent those of Health Innovation KSS. Content is for general information only and not medical advice; references do not imply endorsement. Information was accurate at publication and may change; Health Innovation KSS is not responsible for external links.