Burnout risk for neurodivergent workers: report

Posted on 20 May 2025

By Greg Thom, journalist, Institute of Community Directors Australia

Neurodivergent workers face unique challenges that require a nuanced approach to prevent issues such as psychological distress and burnout, according to new research.

Neurodivergence represents a natural variation in how the brain functions and processes information. It includes conditions such as autism, ADHD and dyslexia, where individuals may experience the world and learn differently.

A white paper co-authored by neuroinclusion advocates Specialisterne and mental health research organisation SuperFriend, explored the importance of supporting neurodiversity in the workplace.

The paper incorporated data from Superfriend’s Indicators of a Thriving Workplace survey which for the first time canvassed the views of 800 neurodivergent workers across the nation.

Findings included:

An estimated 43 per cent of neurodivergent employees are already experiencing burnout

Almost 50 per cent have experienced a harmful workplace event in the past year

12 per cent of the Australian workforce identifies as neurodivergent

13 per cent of neurodivergent employees said their workplace made a positive impact on their mental health.

The white paper reported that neurodiversity challenges traditional employment norms by emphasising that neurological differences are not deficits but natural variations of human cognition that can bring unique strengths to workplaces.

The SuperFriend survey of neurodiverse workers was conducted in 2024 in response to increased awareness of neurodiversity and a spike in diagnoses.

The study found that a lack of understanding and support to meet the needs of neurodiverse employees results in lower productivity, higher rates of burnout, poorer mental health and psychological distress.

“When neurodivergent employees feel unsupported or psychologically unsafe, they are more likely to leave their job,” the report found.

Mel Jeffress, research and insights analyst at SuperFriend, described the research findings as alarming.

“We surveyed 800 neurodivergent workers, and the data shows overwhelmingly that these workers face significantly greater challenges across burnout, workload and psychological safety.”

“Ultimately, a workplace that values neurodiversity and mental health builds a culture of belonging, where all individuals can thrive, innovate, and reach their full potential.”

Vicky Little, chief operating officer at Specialisterne and report co-author, said workplaces were typically set up to accommodate "neurotypical" social norms, expectations and ways of communicating.

“So, we really need to start to flip our thinking of our processes, support strategies and the way that we operate in the workplace to be able to support all individuals to thrive and to be themselves.”

The research found that with the right support, including empathetic leadership, sensory-friendly workspaces, structured tasks and clear communication, neurodivergent employees report higher engagement, productivity and wellbeing.

The white paper also confirmed that when provided with appropriate support, neurodivergent employees can drive higher productivity, stronger teamwork, and greater retention rates than the general workforce.

The study referenced earlier research from Harvard University which showed that neurodiverse teams boost productivity by as much as 30 per cent.

Another study by Accenture found that companies with neurodivergent employees outperformed competitors, generating 28 per cent more revenue and stronger returns on investment.

The study concluded that embracing neurodiversity and prioritising mental health in the workplace is not just a moral imperative, but a strategic advantage.

“By creating an inclusive environment that acknowledges and accommodates diverse brains and ways of working, workplaces can unlock the full potential of their workforce, driving innovation, collaboration, and overall wellbeing.”

The report authors said that acknowledging and addressing neurodivergence as well as mental health needs of workers at all levels of an organisation, ensures that they have the chance to feel valued, supported, and empowered to contribute their best work.

“To create lasting change, businesses must implement practices that promote psychological safety, provide flexible work arrangements, and offer education on neurodiversity and mental health.”

Taking a human-centred management approach, adopting inclusive hiring practices, and accommodating the needs of neurodiverse employees were also essential components of a truly supportive work environment.

“By investing in these initiatives, organisations will enhance employee satisfaction and retention not only for their neurodiverse workforce, but for all employees who will benefit from working in an inclusive, supportive team and organisation.

“Ultimately, a workplace that values neurodiversity and mental health builds a culture of belonging, where all individuals can thrive, innovate, and reach their full potential.”