Deloitte Research Shows the Data Benefits of Neuroinclusion in the Workplace
At a time when diversity and inclusion are recognised as business imperatives, neuroinclusion is emerging as one of the most powerful drivers of measurable impact. Deloitte’s recent research into neuroinclusive workplaces demonstrates that embracing neurodiversity is not just the right thing to do — it’s also a catalyst for productivity, innovation, and retention.
Welcome Brain helps organisations turn these insights into action, guiding teams to create cultures where neurodivergent and neurotypical employees can thrive together. Deloitte’s data confirms what many forward-thinking employers already know: neuroinclusion is both a human and a business advantage.
The Scale of Neurodiversity in the Workforce
Deloitte estimates that one in five adults are neurodivergent, representing around 20% of the population. Yet due to low disclosure rates, the true number of neurodivergent professionals in the workforce is likely even higher. In some industries, the visible figure is roughly 17%, but this almost certainly underrepresents the actual prevalence.
These statistics make one thing clear: neurodiversity is not a niche issue. Every organisation already employs neurodivergent individuals — knowingly or not — and has a responsibility to ensure that systems and culture enable them to succeed.
The Productivity Advantage
Deloitte and its partners have identified substantial performance gains when neuroinclusion is embedded into daily operations:
Teams including neurodivergent professionals can be up to 30% more productive than those without.
JPMorgan Chase’s Autism at Work programme found that participating employees were 90–140% more productive, with fewer errors.
EY reported that neurodiverse teams were 1.2–1.4 times more productive and accurate than comparable groups.
At SAP, one neurodivergent employee’s solution saved the company US $40 million.
These results highlight the tangible outcomes of aligning strengths to roles, creating psychological safety, and removing barriers to focus and communication. Neuroinclusion enhances performance not through charity, but through design.
Innovation and Decision-Making Gains
Deloitte’s Unleashing Innovation with Neuroinclusion report underscores the broader organisational benefits of cognitive diversity:
Neuroinclusive organisations are 75% more likely to see ideas progress from concept to product.
They are 87% more likely to report better decision-making overall.
Cognitively diverse executive teams have been shown to solve complex problems three times faster than homogeneous groups.
Neurodivergent professionals often bring distinctive cognitive strengths — such as heightened pattern recognition, deep analytical focus, and alternative problem-solving heuristics — that drive new ways of thinking. These perspectives help organisations innovate faster, challenge groupthink, and build resilience in uncertain markets.
The Cost of Inaction
Despite the clear data, employment outcomes for neurodivergent individuals remain disproportionately poor:
Up to 85% of autistic adults are unemployed, compared to 4.2% in the general population.
Nearly one in three neurodivergent employees report experiencing discrimination related to their neurodivergence.
In contrast, structured neurodiversity programmes such as those at SAP and Microsoft boast retention rates above 90%.
The disparity between potential and reality reveals a systemic problem: most workplaces remain unintentionally exclusive. Deloitte’s research emphasises that overcoming these barriers requires not isolated accommodation, but cultural redesign.
Common Barriers to Neuroinclusion
Deloitte identifies several organisational challenges that hinder progress:
Low disclosure rates: Even in inclusive environments, only 3–4% of employees typically self-identify as neurodivergent.
Rigid work norms: Traditional models of teamwork, communication, and performance often exclude those who think differently.
Superhuman stereotypes: Expecting neurodivergent individuals to deliver “special talents” in exchange for acceptance undermines genuine inclusion.
True neuroinclusion requires shifting from reactive adjustments to universal design — building flexibility and clarity into every system, so inclusion becomes the default rather than the exception.
Using Data Responsibly
Data is a powerful tool for advancing neuroinclusion, but it must be handled with care. Metrics should be voluntary, anonymised, and contextual. Productivity or innovation gains must be evaluated within specific roles, avoiding overgeneralisation or stereotypes. Above all, inclusion should be measured by how well individuals feel supported and valued, not by diagnostic labels.
The Case for Change
Deloitte’s research reinforces what neuroinclusion advocates have long observed: cognitive diversity drives organisational performance. The evidence is clear — inclusive workplaces innovate faster, make better decisions, retain talent longer, and outperform peers.
As Deloitte concludes, fostering neuroinclusion is not a one-time initiative but an ongoing commitment to redesigning how work works. The data shows that when organisations get it right, everyone benefits.
About Welcome Brain
Welcome Brain Consulting helps organisations turn awareness into measurable action. Through audits, training, HR guidance, and data-informed strategy, Welcome Brain supports businesses in building environments where neurodiverse and neurotypical minds thrive side by side.
To learn how your organisation can implement and measure neuroinclusion effectively, contact Welcome Brain for a consultation.
