Budgets are tight. Leaders across HR, finance and operations are being asked to do more with less, and every initiative is under scrutiny for return on investment. In times like these, anything that feels “extra” or “nice to have” is often the first to be paused. Too often, neurodiversity initiatives fall into that category.

But the reality is that the cost of not prioritising neurodiversity is far higher.

Neurodivergent employees, including those with ADHD, autism, dyslexia, dyspraxia and more, represent around 15 to 20 percent of the population. This means they are already in your workforce, contributing to your culture, performance and innovation. Without the right support, they may also be silently struggling through higher turnover, lower productivity and disengagement.

This is not about “doing the right thing” as a tick box exercise. It is about protecting your organisation from risk, unlocking potential and ensuring you do not fall behind competitors who are already taking neurodiversity seriously.

Risk and Compliance: Why It Cannot Be Ignored

Employment tribunals relating to neurodiversity are rising quickly. Cases involving ADHD, autism and dyslexia are increasing year on year, and employers are being held accountable when:

• Reasonable adjustments are not made

• Line managers mishandle performance conversations

• Recruitment processes indirectly discriminate

The Equality Act 2010 is clear. Neurodivergent employees are protected under disability law. Compliance is not optional, even when budgets are tight.

The risks of failing to act include:

• Litigation costs from tribunals and settlements

• Reputational damage when cases reach the media

• Loss of talent as employees see the organisation as unsupportive

By comparison, proactive steps such as manager training, audits and adjustments are modest investments that protect against much greater financial and reputational risk.

Retention: The Hidden Cost of Turnover

Replacing an employee is expensive. Estimates suggest it can cost between 30 percent and 200 percent of their annual salary once recruitment, onboarding and lost productivity are factored in.

Neurodivergent employees often leave not because of capability, but because workplaces are not designed with their needs in mind. Common reasons include:

• Overwhelm in noisy or open plan offices

• Unclear expectations or inconsistent management

• Lack of flexibility in working patterns

• Feeling unsupported after disclosure

Each departure creates a double cost: the loss of talent and the expense of replacement. By comparison, inclusive strategies such as clear adjustments policies, training for managers, or providing quiet spaces are relatively small investments that significantly improve retention.

Performance: Unlocking Untapped Potential

Neurodivergent employees bring unique strengths when supported well. For example:

• Dyslexic people often excel at big picture thinking, strategy and innovation

• Autistic people may thrive in pattern recognition, detail focused work and creative problem solving

• People with ADHD can bring enthusiasm, adaptability and resilience to fast moving environments

Without support, these strengths remain hidden as employees put energy into masking challenges rather than contributing fully. With the right adjustments and training for managers, teams can benefit from significantly higher productivity and creativity.

Competitiveness and Reputation

Neurodiversity is no longer a fringe topic. Large organisations in technology, finance and professional services are already investing heavily in neurodiversity at work. They are not doing this only out of goodwill. They see the clear business advantage.

Clients, customers and stakeholders are increasingly looking for partners who are visibly inclusive. For talent attraction, especially among younger generations, inclusion is now non negotiable. Studies show that almost half of Gen Z identify as neurodivergent or having mental health differences. If organisations cannot demonstrate inclusivity, they will struggle to attract and retain this generation of talent.

Competitors that act now are not only mitigating risk but positioning themselves as leaders in inclusion. Those who do not act risk being left behind.

The Question of Budget

When leaders say “we have no budget for neurodiversity,” what is often meant is “we have not yet made it a priority.”

Think about the areas of spend that are never cut:

• Compliance and legal obligations

• Health and safety

• Risk management

• Reputation protection

Neurodiversity touches all of these. It is not separate from core responsibilities, it is embedded within them.

Many adjustments also cost little or nothing, such as providing written instructions, allowing flexible start times, training managers in inclusive communication or creating employee resource groups.

The real cost is not in acting, it is in failing to act. That cost shows up in turnover, legal exposure, lost productivity and reputational damage.

Questions for Leaders to Reflect On

Instead of asking “Can we afford neurodiversity initiatives?” leaders should be asking:

• What is the cost of turnover, and how much are we spending replacing employees who leave because they do not feel supported

• How are we protecting ourselves from legal risk, and are managers confident in handling adjustment requests

• What message are we sending to future talent, and are competitors seen as more inclusive than us

• How much productivity are we losing if neurodivergent employees are masking, burning out or underperforming due to lack of support

These are not abstract questions, they go directly to performance, compliance and competitiveness.

Practical First Steps

Even where budgets are tight, there are impactful ways to get started:

• Train your managers: this is the single most effective intervention, equipping them to support employees day to day, reducing risk and increasing retention

• Audit your policies: review recruitment, performance management and adjustment policies to ensure they are inclusive

• Introduce simple adjustments: small changes such as flexible working or meeting notes can transform employee experience

• Communicate your commitment: include neurodiversity in your inclusion statements and internal messages to build trust with employees and candidates

Final Thoughts

When budgets are under pressure, it is easy to view neurodiversity as optional. In reality, ignoring it carries far greater hidden costs in turnover, lost productivity, compliance risk and reputation.

Organisations that prioritise neurodiversity see measurable benefits: stronger retention, higher performance, reduced legal risk and a competitive edge in attracting talent.

The rise in tribunal claims, the surge in ADHD diagnoses and the generational shift in expectations all point in the same direction. Neurodiversity is here to stay. Those who act now will reap the rewards. Those who do not will fall behind.

At Enna, we help organisations find a way forward that balances budgets with impact. From affordable neurodiversity audits to management training, we ensure you stay compliant, competitive, and future-ready.

👉 Find out how we can help your organisation build a neuroinclusive strategy that protects performance, reputation, and compliance. Learn more about our services here.