Neurodiversity in the workplace: small adjustments, big impact

30 March 2026

In almost every organisation, there are people whose brains work differently. This is not a small group: approximately 15 to 20 percent of people in the Netherlands have a neurodivergent brain. They process information differently, think differently or experience stimuli more intensely. This includes colleagues with autism, ADHD, dyslexia or high sensitivity. However, many work processes are designed around one way of working: the neurotypical brain. As a result, ways of working do not always align with what people need. This can lead to misunderstandings, additional strain and sometimes even absenteeism, while small, practical adjustments can often already make a significant difference.

Neurodiversity is not a peripheral topic: it concerns health, safety and sustainable employability. Often, adjustments in work, communication or the work environment already provide sufficient support. When signs of overload keep recurring or when it is unclear where the structural mismatch lies, an occupational health expert can help clarify what is needed to remain sustainably employable.

What do we mean by neurodiversity and neurodivergence?

Neurodiversity is based on a simple idea: differences in thinking and information processing are normal. Within this broad diversity are people with a neurodivergent brain. For example, people with autism often have qualities such as focus, analytical ability, accuracy and loyalty. At the same time, they may experience more difficulty with processing stimuli, navigating unwritten social rules or dealing with unexpected changes.

Whether this leads to challenges in the workplace depends mainly on the context: the way work, expectations and the work environment align with what someone needs.

Where do things often go wrong in organisations?

Many organisations aspire to work in an inclusive and people‑oriented way, but in practice they encounter similar challenges:

Neurodivergence remains unspoken or invisible
Work is organised according to fixed processes
Signs of overload are recognised too late
The focus shifts to labels instead of the work itself

The result: employees are not able to show their full potential, become overloaded, feel less engaged, leave the organisation or even drop out. This is unfortunate, because it costs energy, job satisfaction and talent.

Small adjustments make a big difference

The good news: major changes are usually not necessary. Small, practical adjustments often already make a big difference—for employees and teams.

Examples include:

Clear expectations and priorities
More predictability in planning and communication
Quiet workspaces or clear agreements about hybrid working
Taking sensory and energy balance into account
Regularly discussing what someone needs in order to function well

These adjustments not only support employees with a neurodivergent brain, but also make work more pleasant and safer for many others.

The role of managers

Managers play an important role in supporting the sustainable employability of employees with a neurodivergent brain. This requires attention and an open mindset. Behaviour that differs from what is considered typical does not necessarily reflect performance, but may instead indicate a mismatch between the work and, for example, the way someone processes information or experiences stimuli.

By taking signs of overload seriously and starting a conversation about them, potential issues can be recognised early. Questions such as “What costs you a lot of energy?” or “What do you need in order to work well?” help identify solutions together. This creates more calm, better performance and a lower risk of absenteeism.

From identifying signals to taking timely action

In many cases, a good conversation is sufficient. However, sometimes problems accumulate, making it difficult for both the employer and the employee to clearly identify where the issues arise.

New: specialised occupational‑health assessment focused on neurodiversity

When doubts arise about sustainable employability, or when workload and work activities structurally do not align well, an occupational‑health assessment can offer clarity.

We now offer a specialised occupational‑health assessment, carried out by occupational health experts with specific expertise in neurodiversity. They look at tasks, workload and working conditions, as well as information processing and sensitivity to stimuli: what helps someone function effectively and thrive at work?

This provides an objective and nuanced picture of:

where the work and the employee are well aligned
where bottlenecks or obstacles emerge
which adjustments, alternatives or support measures contribute to sustainable employability

This specialised assessment supports timely and well‑grounded decision‑making, with attention to both health and talent.

Attention to neurodiversity as part of good employer practice

Neurodiversity does not only require customised solutions for just a few individuals, but rather a broader perspective on how work is organised. By normalising and openly discussing differences, organisations create space for more people to contribute sustainably. This is not only more inclusive — it also helps organisations make better use of talent, protect health and strengthen employability.