It is something we hear often when speaking with organisations:
“This training is not a priority this financial year.”

We understand. Budgets are tight, priorities are set months in advance, and leadership teams are focused on clear goals. These goals might include improving retention, managing risk, driving innovation, or attracting talent in competitive markets.

But neurodiversity inclusion is not separate from those priorities. In fact, it supports them directly. The challenge is often not about whether to invest, but about seeing how neurodiversity connects to the wider strategy that has already been agreed.

At Enna, we work with HR, DEI and people managers to make that connection clear. This blog is designed to help you do the same, so you can show colleagues and decision makers that neurodiversity is not something extra, but something that underpins the goals already in play.

Why Leaders Say “Not This Year”

When organisations say neurodiversity training or audits are not a priority right now, what they often mean is:

• We have already committed resources elsewhere

• We cannot see the immediate link to this year’s strategy

• We know it matters, but it feels like something for the future

All understandable perspectives. But while timelines may shift, the reality is that neurodivergent employees are already part of your workforce. Choosing to wait does not pause the challenges, it only delays the solutions.

How Neurodiversity Links to Common Organisational Priorities

Most leadership teams focus on a handful of priorities each year. Neurodiversity directly supports the ones we hear most often.

1. Talent Attraction

What leaders want: To bring in the best people, strengthen pipelines, and position the organisation as an employer of choice.

Where neurodiversity fits: Approximately 15 to 20 percent of the workforce is neurodivergent. Generation Z, now a growing share of the workforce, are more likely than previous generations to identify as neurodivergent or seek inclusive employers. Clear messaging and inclusive recruitment practices significantly improve talent pipelines.

Without neuroinclusive hiring, you are leaving out a large proportion of potential candidates, including many with in demand skills.

2. Innovation and Performance

What leaders want: Teams that can solve complex problems, adapt quickly, and innovate ahead of competitors.

Where neurodiversity fits: Research consistently shows that diverse teams outperform their peers on innovation. Neurodivergent employees often bring unique problem solving approaches, creativity and attention to detail, but only if they are supported. Training managers unlocks this potential instead of leaving it untapped.

Supporting neurodivergent employees leads to fewer missed opportunities, faster problem solving and stronger performance outcomes.

3. Compliance and Risk Management

What leaders want: To avoid costly claims and reputational damage.

Where neurodiversity fits: Tribunal claims relating to neurodiversity are increasing. The Equality Act 2010 requires reasonable adjustments, but managers need to know how to implement them. Training ensures compliance obligations are met and reduces risk.

A modest investment in proactive training can prevent costly litigation and protect reputation.

4. Wellbeing and Retention

What leaders want: To improve employee wellbeing and reduce attrition costs.

Where neurodiversity fits: Many neurodivergent employees leave not because they lack capability, but because environments are overwhelming, managers do not understand their needs, or adjustments are not in place. Retention strategies that do not address neurodiversity miss one of the most common and fixable reasons employees leave.

With turnover costing between 30 percent and 200 percent of salary, small changes can create large savings.

5. Diversity, Equity and Inclusion Goals

What leaders want: To demonstrate credible progress on DEI, both internally and externally.

Where neurodiversity fits: DEI strategies that do not include neurodiversity are incomplete. Many neurodivergent employees report feeling overlooked compared to other groups. Training ensures DEI strategies are comprehensive and credible.

For external stakeholders, including clients, regulators and investors, that credibility matters.

Why Deferring Creates Risk

When neurodiversity is pushed to “next year,” the risks do not go away. They often increase.

• Retention: Employees leave due to lack of support, meaning talent is lost before the next budget cycle.

• Compliance: Tribunal cases are rising, and claimants do not wait until the following year.

• Reputation: Competitors move ahead, positioning themselves as inclusive employers, while others fall behind.

• Performance: Untapped potential stays untapped, leaving teams working harder rather than smarter.

Every twelve months of delay comes with twelve months of hidden cost.

A Practical Way Forward

We recognise that organisations cannot do everything at once. That is why we recommend starting small and strategic. Even modest steps show progress and align with current goals.

Examples include:

• Manager training pilots: Short sessions that equip line managers with tools to support neurodivergent employees straight away

• Workplace audits: Reviews that highlight risks and opportunities, providing a roadmap for leaders

• Inclusive recruitment tweaks: Small changes in job descriptions or interview processes that quickly improve candidate experience

These lower cost, lower time investments show value early, making it easier to scale up in the next financial year.

Why Partner with Enna

At Enna, we understand the pressure HR and DEI teams face. You are often asked to deliver more with fewer resources. That is why we work as partners, not just providers.

We help organisations:

• Map neurodiversity initiatives directly to existing priorities

• Provide clear value summaries for leadership, linking neurodiversity to strategy

• Deliver affordable pilots that demonstrate impact quickly

• Build long term strategies through audits, training and consultancy

When leaders say “not this year,” we help reframe the conversation into “how does this fit with what we are already prioritising now?”

Final Thoughts

It is natural for leaders to focus on priorities within a financial year. But neurodiversity is not separate from those priorities, it supports them.

Whether your organisation is focused on attracting talent, driving innovation, managing risk, retaining employees or achieving DEI goals, neurodiversity helps achieve them more effectively.

The question is not whether you can afford to make it a priority this year, but whether you can afford not to.

At Enna, we can help you make these connections clear. Through training, audits and pilot projects, we support organisations in embedding neurodiversity into the strategies they already have in place.