The insurance industry is all about understanding people, managing risk, and making decisions based on data. Every day, underwriters, claims handlers, analysts and advisors are solving problems, often under pressure and with a lot on the line.
But as the industry evolves, there’s growing recognition that the same types of minds tackling the same types of challenges isn’t always the best approach. There’s value in difference. In fact, there’s huge value in neurodiversity.
Neurodiversity is the idea that not all brains work in the same way. Some people process information differently. That includes autistic people, people with ADHD, dyslexia, dyspraxia, and others with unique cognitive profiles. These differences aren’t flaws — they’re part of human diversity. And in an industry like insurance, they can be powerful strengths.
Why Neurodivergent People Can Thrive in Insurance
If you think about what makes a great insurance professional, it’s not just qualifications or industry experience. It’s things like pattern recognition, attention to detail, the ability to spot risk, focus under pressure, and creative problem-solving. These are all traits that neurodivergent people often bring to the table.
Take autism, for example. Autistic employees often have excellent focus and are highly detail-oriented. They may thrive in roles that require deep concentration, such as auditing, compliance, fraud detection, or data analysis.
People with ADHD often work well in fast-paced environments where quick thinking and flexibility are key. They may bring energy, creativity, and the ability to juggle multiple tasks at once. In client-facing roles or project management, these strengths are invaluable.
Dyslexic thinkers are often strong in big-picture strategy and systems thinking. They may spot links or patterns that others miss and are frequently great communicators when given the right support.
Even those with dyspraxia, who may find certain practical tasks harder, often bring strong emotional intelligence, creativity, and persistence — all of which can be a huge asset in client support, training, and internal operations.
Roles in Insurance That Suit Neurodivergent Strengths
It’s important to say that neurodivergent people, like anyone else, have a range of interests and abilities. But in insurance, there are several areas where their strengths are especially valuable.
In underwriting, employees often need to work methodically, assess risk fairly, and apply rules consistently. These are areas where autistic and dyslexic professionals often do really well.
In fraud detection, being able to spot inconsistencies or unusual patterns can make all the difference. This kind of pattern recognition is a skill that many neurodivergent people excel at.
In claims handling or customer service, neurodivergent staff may bring empathy, clarity, and a calm approach to complex situations — especially when given space to communicate in ways that work for them.
In technology, data, and cyber security, neurodivergent thinkers are increasingly being recognised for their focus, persistence, and innovative thinking.
Insurance Companies Taking the Lead
A few insurers are already recognising the value of neurodiversity.
Zurich Insurance, for example, has spoken publicly about neurodiversity in the workplace and has shared stories from employees who are autistic, dyslexic, and more. They’ve offered adjustments and reviewed their processes to support a more inclusive culture.
Aviva has taken steps to make the company more inclusive by hosting internal neurodiversity events, offering flexible working arrangements, and training managers to support employees with different needs.
Others are partnering with external experts — including organisations like Enna — to redesign recruitment processes and provide training that helps leaders understand neurodivergent experiences and strengths.
How Managers Can Support Neurodivergent Employees
You don’t need to be an expert in neurodiversity to be a good manager. In fact, you probably already have people in your team who are neurodivergent, whether they’ve told you or not. What makes the biggest difference is openness, flexibility, and a willingness to learn.
Here are a few things managers can do that help:
Be curious, not cautious. Ask what helps your team work at their best. Give people permission to work in a way that suits them.
Be clear and consistent. Lots of neurodivergent people prefer written instructions, clear deadlines, and follow-up after meetings. It reduces stress and confusion.
Offer flexibility. Not everyone works well in noisy open-plan offices. Some people might need quiet time, breaks between meetings, or the option to work from home.
Avoid judging by appearances. Just because someone avoids small talk, doesn’t make eye contact, or fidgets during meetings doesn’t mean they’re not engaged. Focus on their work and how they contribute.
Normalise adjustments. Don’t wait for someone to ask. Make it routine to ask new starters what support they need, and let everyone know that adjustments are available if they want them.
Rethinking Recruitment
Many neurodivergent candidates never even make it to interview because the recruitment process is designed for one kind of brain.
To be more inclusive, insurance companies can make a few simple changes:
-
Use clear, plain language in job ads
-
Remove jargon and unnecessary requirements
-
Offer interviews in different formats, like written responses or work trials
-
Share questions in advance
-
Let applicants know they can ask for adjustments
When you make these changes, you don’t just help neurodivergent applicants — you create a fairer process for everyone.
The Business Benefits of Neurodiversity in Insurance
Creating a neuro-inclusive workplace isn’t just a nice thing to do. It’s smart business.
More innovation. Different ways of thinking mean different ways of solving problems. Neurodivergent people often bring fresh perspectives.
Better risk detection. In areas like compliance and fraud, neurodivergent employees may spot risks that others miss.
Higher productivity. Research shows that when neurodivergent employees are properly supported, they can be more productive and accurate than their peers.
Better staff retention. Inclusive workplaces tend to be happier ones. People are more likely to stay when they feel understood and supported.
Stronger teams. When teams are made up of different thinkers, they challenge groupthink and improve decision-making.
Final Thoughts
The insurance industry has always been about managing risk and protecting people. But if it wants to stay future-ready, it also needs to think differently, and that means embracing neurodiversity.
Neurodivergent professionals already work in insurance. Many are doing brilliant things, often while masking their differences or struggling in systems that weren’t built for them.
By making small but meaningful changes in recruitment, in management, in culture, insurance companies can unlock the full potential of neurodivergent talent. Not just because it’s inclusive, but because it’s smart.
Different ways of thinking are good for business. And the insurance sector is in a perfect position to lead the way.