Supporting neurodivergent employees
How thinking differently can help multinationals

Diversity, equity and inclusion (DE&I) is one of the biggest talking points on the corporate agenda in 2023. And often when discussing DE&I in the workplace, the mind might jump straight to how employers are supporting employees of various ethnicities, genders or sexual orientations.
Of course, most will be aware that it’s much more varied than that, and employers are creating DE&I initiatives to build a workplace where all their people, no matter their background, can thrive. One area that has seen increased attention in recent years is neurodiversity – supporting people with neurological conditions that might mean they think or act differently to what might be considered ‘typical’.
Often, when people talk about the subject of neurodiversity, they’re referring to people with autism spectrum disorder (ASD), attention deficit hyperactivity disorder (ADHD) or dyslexia, but it also includes speech disorders, dysgraphia, dyspraxia, dyscalculia, dysnomia, intellectual disability and Tourette syndrome.1
Defining neurodiversity, neurotypical and neurodivergent
While the number of people around the world with neurodivergent conditions varies depending on which sources you read, a common estimate is that around 15-20% of the world’s population exhibits some form of neurodivergence.3
Despite the fact that so many people are neurodivergent, the typical workplace hasn’t always been setup to help those who think differently to thrive.
According to the Autistic Society...
Whatever the barriers – unconscious bias in hiring processes, unsuitable workplaces or policies, discrimination, etc – neurodivergent people “may be one of the largest underrepresented groups in the workplace” according to the Korn Ferry Institute.5
Are employers missing out on an untapped pool of talent?
Organisations all over the world are facing the challenge of attracting and retaining talent and in many countries and sectors are facing a skills shortage. Yet multinationals could be missing out on unique perspectives and new ideas by overlooking neurodivergent talent.
A 2021 report by JPMorgan Chase found that professionals in its Autism at Work initiative made fewer errors and were 90% to 140% more productive than neurotypical employees.1 And the Korn Ferry Institute’s study into neurodiversity at work found that employers who made neurodiversity a focus of their DE&I efforts have seen a boost in engagement, performance and profits. In particular, these companies have experienced increased innovation, improved communication, and widespread feelings of psychological safety, leading to more diverse, equitable and inclusive cultures.5

Image: The overlapping skills and strengths of neurodiversity | Credit: Created by Nancy Doyle, based on work by Mary Colley.3
Given the potential for innovation, productivity gains and unique skills, building an organisation where neurodivergent people can excel is not just a ‘nice to have’ or ‘the right thing to do’, there’s huge businesses potential, too.
But how can organisations support neurodivergent employees and build a workplace that truly helps them? Here are some ideas.
Review your employee benefits offering
Multinationals are increasingly interested in offering specific benefits and tailoring their programmes to the needs of neurodivergent people. According to one source, more than 25% of Fortune 100 companies are providing specific neurodiversity benefits.6
And, Paul Lewis, Chief Business Development Officer at MAXIS GBN, says this is something our clients are talking about too. “We work with some of the largest and most progressive multinational organisations in the world and many of them are exploring how they can use their benefits programmes to build and support a neurodiverse workforce. The business benefits are clear and there’s great potential to use employee benefits to support this underrepresented group in the workforce.”

But which benefits in particular could you look at?
Of course, traditional employee benefits like life, accident, disability and medical insurance are still valuable for neurodiverse employees. One important consideration for multinationals here is around exclusions.
Often individual medical, life and disability insurance policies will have exclusions around pre-existing conditions, meaning that neurodivergent people might not be eligible to purchase their own policies outside of the workplace, making them even more reliant on their employer-provided insurance benefits. Employers can help and should consider reviewing the terms and conditions, and exclusions, in their group policies to ensure that all of their people have access to the care and support that these benefits provide.7
Paul Lewis continued “Lots of our clients, in particular those with a captive writing EB business, are looking at how they can remove exclusions for pre-existing conditions so they can ensure that their neurodivergent people have benefits that support their specific needs.”
There’s also other workplace benefits that multinationals should review too. Many will already offer an employee assistance programme (EAP) or financial wellness benefits, but are the providers specialists at working with neurodivergent employees? Do they offer multiple ways of accessing their services (telephone, video call, app etc) so people can contact specialists in a way that suits them? It could be beneficial for employers to review all their benefits providers and check that they’re set up to provide a great service for neurodivergent employees.
Communicating employee benefits
As well as the specific benefits themselves, it could also be beneficial to review how you’re communicating your benefits plans. Are they easy to understand? Is important information buried in the small print?
Everyone learns in different ways, whether neurodivergent or neurotypical, so having all your employee benefits information in an accessible place, with all the important information laid out clearly, in multiple formats, could be important for helping engagement with your benefits plan. Here’s what Planning Across the Spectrum, a specialist financial planning service for neurodivergent people, suggests.
- Make sure your plan documents are clear, concise, and easy to read.
- If possible, include the “why” in the documents. A short list of what each type of benefit is, how it works, and why it is important will be helpful in giving your employee as much information and room to plan as possible.
- Make sure to include a distinct and clear timeline as to when each piece of information is due, when each piece of the plan will go into effect, and when, and if, things will change over time.8
Awareness, flexibility and more
Another area worth investing time and effort in for multinationals is raising awareness. Holding workshops, participating in awareness weeks, and talking openly about neurodiversity in the workplace can help to build understanding and empathy.
This is particularly important for HR professionals and hiring managers, who are instrumental in creating a neurodiverse workforce. If HR teams are aware of neurological differences, they can ensure that candidates are given the chance to shine at interview stage. Willis Towers Watson suggests a few ideas to remove recruitment barriers.
- Adapting job adverts to appeal to neurodivergent applicants.
- Sending out descriptions of the interview process so candidates know what to expect, helping autistic candidates feel more at ease.
- ‘Gamifying’ the process so applicants can demonstrate their skills with a more hands-on task, rather than talking through a problem.
- See talent differently by not just focusing on generic competencies.4
Offering flexible ways of working is another good way to help your workforce thrive. The COVID-19 pandemic highlighted that we all have different preferences when it comes to how we work best. Whether it’s having access to an office, working from home, or a mix of both, people have appreciated flexibility in their work lives and can make it work according to their needs.
Being flexible could help your neurodivergent people, too. You could provide:
- a working environment with minimal distractions
- a professional assessment if one does not already exist
- specialist training for the individual, if needed
- options for flexible working, such as reduced hours or working from home
- clear and concise written and verbal communication
- structured routines
- appropriate software, such as speech recognition (also known as assistive technology)
- adjustments to reduce the chances of overworking leading to stress and burn-out
- short breaks for 10 – 15 minutes throughout the day.8
Supporting caregivers
As well as providing benefits for neurodivergent employees, another important part of the conversation is supporting caregivers with neurodivergent children or dependents. According to Rethink Benefits – a specialist provider in the neurodiversity space – “Caregiver benefits are designed to address needs that fall between the cracks of what health plans and employee assistance plans offer. The goal is to boost productivity and reduce stress by giving employees the tools to better understand and support their neurodiverse children.”7
These benefits can include one-on-one sessions, receiving expert advice from behaviour analysts, access to libraries of online resources and more. And these benefits are effective. 52% of employees who regularly use these to help their neurodivergent children say the support frees them up to spend more time at work and 73% say it gives them increased focus on their job.7

Think differently... and hire people that think differently
There are numerous studies that show the importance of having a diverse workforce and the benefits of it. Diversity breeds different perspectives, viewpoints and ideas. It helps companies innovate and grow.
And neurodiversity is no different.
Employers that embrace neurodiversity and think differently about their organisation have the chance to create an environment where neurodivergent people and ultimately, business, can thrive. Whether it’s benefits, hiring policies, awareness campaigns, communication or supporting caregivers, you could really reap the rewards.
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[1] Anon, My Disability Jobs https://mydisabilityjobs.com/statistics/neurodiversity-in-the-workplace/#neurodiversity-in-the-workplace (Sourced April 2023)
[2] Anon, The Brain Charity https://www.thebraincharity.org.uk/neurodivergent-neurodiversity-neurotypical-explained/ (Sourced April 2023)
[3] Anon, National Cancer Institute https://dceg.cancer.gov/about/diversity-inclusion/inclusivity-minute/2022/neurodiversity#:~:text=Neurodiversity%20describes%20the%20variation%20in,exhibits%20some%20form%20of%20neurodivergence (Sourced April 2023)
[4] Anon, Willis Towers Watson https://www.wtw-healthandbenefits.co.uk/hr-resources/advice-and-top-tips/how-to-boost-competitiveness-by-creating-a-neuro-diverse-workplace (Sourced April 2023)
[5] Anon, Korn Ferry https://www.kornferry.com/insights/featured-topics/diversity-equity-inclusion/neurodiversity-in-the-workplace-an-untapped-superpower (Sourced April 2023)
[6] Connie Donnelly, Benefits Pro https://www.benefitspro.com/2020/07/22/what-employers-need-to-know-about-neurodiversity-benefits/(Sourced April 2023)
[7] Anon, Planning Across the Spectrum https://planningacrossthespectrum.com/blog/benefit-planning-for-neurodiverse/ (Sourced April 2023)
[8] April Slocombe, Exceptional Individuals https://exceptionalindividuals.com/about-us/blog/raising-neurodiversity-awareness-at-work/ (Sourced April 2023)
This document has been prepared by MAXIS GBN and is for informational purposes only – it does not constitute advice. MAXIS GBN has made every effort to ensure that the information contained in this document has been obtained from reliable sources but cannot guarantee accuracy or completeness. The information contained in this document may be subject to change at any time without notice. Any reliance you place on this information is therefore strictly at your own risk.
The MAXIS Global Benefits Network (“Network”) is a network of locally licensed MAXIS member insurance companies (“Members”) founded by AXA France Vie, Paris, France (“AXA”) and Metropolitan Life Insurance Company, New York, NY (“MLIC”). MAXIS GBN, a Private Limited Company with a share capital of €4,650,000, registered with ORIAS under number 16000513, and with its registered office at 313, Terrasses de l’Arche – 92727 Nanterre Cedex, France, is an insurance and reinsurance intermediary that promotes the Network. MAXIS GBN is jointly owned by affiliates of AXA and MLIC and does not issue policies or provide insurance; such activities are carried out by the Members. MAXIS GBN operates in the UK through its UK establishment with its registered address at 1st Floor, The Monument Building, 11 Monument Street, London EC3R 8AF, Establishment Number BR018216 and in other European countries on a services basis. MAXIS GBN operates in the U.S. through MAXIS Insurance Brokerage Services, Inc., with its registered office located at c/o Katten Muchin Rosenman LLP, 50 Rockefeller Plaza, New York, NY, 10020-1605, a NY licensed insurance broker. MLIC is the only Member licensed to transact insurance business in NY. The other Members are not licensed or authorised to do business in NY and the policies and contracts they issue have not been approved by the NY Superintendent of Financial Services, are not protected by the NY state guaranty fund, and are not subject to all of the laws of NY. MAR01224/0523