Insurance runs on judgement. Underwriters weigh risk, claims handlers piece together what happened, analysts look for patterns in the data and advisers explain complicated products to anxious customers. All of it rewards people who notice what others miss.
That is one reason neurodiversity matters so much in this sector. Neurodiversity is the idea that brains work in different ways, and that autism, ADHD, dyslexia, dyspraxia and other neurodivergent profiles are part of normal human variation. Teams made up of people who all think alike tend to miss the same things. Teams that include different thinkers are better placed to spot risk and challenge assumptions.
Strengths neurodivergent people often bring
Every neurodivergent person is different, and no one should be pigeonholed by their diagnosis. Still, some strengths come up again and again when neurodivergent professionals describe their work, and many map closely onto what insurance needs.
Many autistic people describe deep focus, a strong eye for detail and a preference for consistency and clear rules, which can suit work such as audit, compliance, fraud detection and data analysis. Our page on autism in the workplace goes further.
Many people with ADHD describe energy, quick thinking and creativity, and do well in varied, fast-moving work such as client relationships, broking or project delivery. See our guide to ADHD in the workplace.
Many dyslexic people describe strong big-picture and systems thinking, spotting connections that others miss and explaining ideas well in conversation. Our page on dyslexia in the workplace covers the adjustments that help most.
Many dyspraxic people describe persistence, creativity and empathy, all valuable in customer support, training and operations.
Where these strengths fit in insurance
Neurodivergent people work across every part of the industry, and their interests and abilities are as varied as anyone’s. A few areas stand out:
Underwriting
Methodical assessment and consistent application of rules are central to the role.
Fraud and financial crime
Spotting an inconsistency in a claim or an unusual pattern in the data is often the whole job.
Claims and customer service
Calm, clear communication matters most when customers are stressed. Neurodivergent staff often do this well when they can communicate in ways that work for them.
Data, technology and cyber
Focus, persistence and original problem-solving are highly prized in fast-growing technical teams.
Insurers already acting
Some insurers have started to take this seriously. Zurich UK commissioned research in 2024 which found that half of neurodivergent adults had faced discrimination from a hiring manager or recruiter. Alongside it, Zurich set out its own changes, including removing unnecessary qualifications and subjective language from job descriptions, creating sensory maps of its UK offices, running autism awareness training for hiring managers and, from January 2025, offering employees neurodiversity assessments through its healthcare plan.
That research also shows how much there is still to do across the industry. Only 17% of respondents had been offered adjustments during recruitment without having to ask.
How managers can help
You do not need to be an expert to manage neurodivergent people well. You almost certainly already have neurodivergent people in your team, whether they have told you or not. What makes the difference is openness and a willingness to adapt.
Ask, do not assume
Ask everyone how they work best and act on what they tell you. Our working styles guide gives you a simple way to start.
Be clear and consistent
Written instructions, clear deadlines and short follow-ups after meetings reduce confusion for everyone.
Offer flexibility
Open-plan offices do not suit everyone. Quiet space, breaks between meetings and some home working can transform someone’s day.
Look past first impressions
Someone who avoids small talk, does not make much eye contact or fidgets in meetings may be fully engaged. Judge people on their work.
Make adjustments routine
Ask every new starter what support they need, and make it clear that adjustments are available to anyone who asks.
Rethinking recruitment
Many neurodivergent candidates never reach interview because the process was designed around one type of brain. Insurers can make a big difference with simple changes: plain-language adverts, fewer unnecessary requirements, interview questions shared in advance, alternatives such as written responses or work samples, and a clear invitation to ask for adjustments. Our guide to writing inclusive job descriptions is a good place to start.
The business case
Different thinkers solve problems differently, which helps teams avoid groupthink and spot risks that might otherwise slip through. Inclusive workplaces also tend to keep their people, and in a sector that struggles to attract talent, retention matters. Adjustments for neurodivergent employees are usually cheap or free, and the cost of losing experienced staff is not.
Looking ahead
Insurance has always been about understanding risk and protecting people. Neurodivergent professionals are already part of the industry, many of them doing excellent work while masking their differences in systems that were not built for them. Insurers that change their recruitment, management and culture will get far more from that talent, and will be better at the core job of seeing risk clearly.
How Enna can help
A good first step is finding out where your organisation stands. Our neuroinclusion maturity assessment benchmarks your organisation, and our audits and consultancy look in depth at recruitment, policy and culture.
For managers in underwriting, claims and operations, our Supporting and Managing Neurodivergent Employees workshop gives practical tools they can use straight away. To recruit neurodivergent talent directly, advertise your roles on the Enna jobs board, or book a call to talk through your plans.
