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Every career and employment professional has met them – the jobseeker dismissed as “unplaceable.” Someone with the ability to participate in the workforce but missing a credential or relevant work experience, has the right skills but can’t explain them, was refused a reasonable accommodation or met outright discrimination in the workplace.
Sound familiar? These experiences reflect findings from three recent national research studies on neurodiversity and neuroinclusivity from the Conference Board of Canada (CBoC), in partnership with the Future Skills Centre (FSC). The research shows that Canadian workplaces thrive when neurodiverse teams work in neuroinclusive ways. Yet neurodivergent jobseekers often remain on the margins, facing stigma, discrimination, denied accommodations and overlooked strengths that keep doors closed. Supporting them is among career professionals’ most challenging work, due to systemic barriers and the often-invisible nature of neurodivergence.
But neurodivergent jobseekers aren’t the only ones affected. New research highlights another often-overlooked group in discussions about workplace inclusion – neurodivergent professionals who support other neurodivergent workers navigating a world of work not designed for them. What initially appeared to be two distinct groups – self-employed neurodivergent Canadians and career professionals working with neurodivergent job seekers – turned out to overlap significantly. Nearly half of all participants identified as neurodivergent professionals serving neurodivergent clients in fields such as employment, coaching and mental health (see Figure 1).
This overlap demonstrates that many neurodivergent professionals are drawn to values-aligned work within their own community. Yet participants reported that they faced significant – and often insurmountable – challenges in workplaces built around rigid neurotypical norms, leading to mental health challenges, burnout and workforce attrition for both themselves and their clients.
While interest in neurodiversity within equity, diversity and inclusion (EDI) initiatives is growing, progress is slow. For neurodivergent professionals supporting neurodivergent clients, barriers are often doubled: They must navigate their own challenges while helping others do the same.
As an autistic researcher at a non-profit, I am also a neurodivergent professional navigating the workplace while supporting the neurodivergent community. In conversations with other neurodivergent professionals about workforce change, I’ve learned that data alone doesn’t drive progress; real change happens when research is paired with lived experience. This is why understanding the experiences of neurodivergent workers across all areas of the workforce is essential to addressing barriers to inclusion.
At every level – organization, team and individual – workplace accessibility, safety and productivity are improved when neurodiversity is valued and barriers are removed through neuroinclusive environments and neuroaffirming practices. Below are strategies that can make a meaningful difference for neurodivergent professionals and jobseekers within the workplace.
Supporting neuroinclusivity at an organizational level
These strategies offer practical ways for leaders and managers to support neurodivergent staff and strengthen workplace inclusion.
- Neurodivergent professionals are visible in leadership: This requires neurodivergent leaders to feel safe disclosing their identities and for neurodiversity to be recognized as a key equity consideration in building inclusive leadership teams.
- Managers and leaders are open to feedback: Managers who ask how their reports prefer to receive directions and feedback, and adapt accordingly, help create safer, more productive workplaces.
- Culture change within teams: Many neurodivergent workplace challenges can be eased through everyday flexibility, rather than relying solely on formal accommodations.
- Communication preferences: Respect how team members prefer to communicate (e.g. written vs. verbal, meeting agendas, protected focus time).
- Informal accommodations: Address sensory, health or caregiving needs (lighting, sound, location, software, hours) without requiring a formal accommodation process. These should be thought of as equity strategies rather than privileges.
- Social norms: Reconsider expectations like small talk or optional socializing, which can unfairly define “team player” status.
- Work assignments: Assign tasks based on strengths rather than deficits. Specialist roles that value neurodivergent talent can advance organizational goals through innovation and different ways of thinking.
Supporting neuroinclusivity as a neurodivergent professional at work
These strategies can drive real change when neurodivergent professionals feel safe to be themselves at work.
- Taking opportunities to unmask: Negative workplace experiences push many neurodivergent professionals to mask (mirror neurotypical norms). Safe spaces, such as employee resources groups, peer support networks or neuroaffirming mentorship opportunities can serve as opportunities to unmask and affirm our strengths and perspectives.
- Giving feedback on feedback: Many neurodivergent professionals experience rejection sensitivity, making critical feedback especially hard. Sharing how you receive feedback best, and having it implemented, can reframe feedback as a more productive and supportive experience.
- Finding supportive colleagues: Connect with neurodivergent peers and allies. Respectful relationships with those who value your communication and social preferences can transform workplace culture.
- Find other neurodivergent professionals: Connect at conferences, events or online communities to share experiences, strengths and struggles. Knowing it’s not you but systems built on neurotypical norms is deeply validating and collectively drives change in the Canadian workforce.
Neurodivergent professionals bring invaluable insight to building inclusive workplaces, yet they often face the same barriers they work to dismantle. Understanding and addressing their experiences can strengthen entire organizations – creating environments where every worker, neurodivergent or not, can thrive.
Reports and open-access resources from this study will be available on the Conference Board of Canada’s website in late 2025 and early 2026.
