Embracing neurodiversity in the workplace

Text: Anna Pawlowicz Pics: Unsplash

The first few weeks at a new job can be overwhelming. For Nina, it was more than just the usual first-day nerves. Diagnosed with ADHD in her late twenties, she knew she worked best in bursts of focused energy. But the open-plan office, back-to-back meetings, and constant Slack pings made it hard to keep on track.

On day three, her manager invited her for a walk. “You mentioned needing space to focus. Would noise-cancelling headphones and a desk near the window help?” she asked. “We’ve also got a quiet room if you need to reset.” Nina blinked in surprise. Someone had not only listened but prepared.

Over time, things clicked. She was encouraged to take movement breaks, present ideas visually, and structure her week in blocks that matched her energy levels. Nina didn’t just stay in that job - she thrived.

This is the kind of story we need more of. While it’s still far from the norm, Danish workplaces are beginning to take meaningful steps toward embracing neurodiversity. And it’s about time.

What is neurodiversity, and why does it matter at work?

Neurodiversity refers to the natural variation in how human brains function. This includes differences such as ADHD, autism, dyslexia, dyspraxia, and Tourette’s syndrome. These are not “disorders” to be fixed, but cognitive profiles to be understood, respected, and supported.

In Denmark, neurodivergent adults are increasingly being diagnosed later in life. ADHD diagnoses among women, for example, have risen sharply in recent years, reflecting both growing awareness and longstanding underdiagnosis. A 2022 report from the Danish Health Authority showed that late diagnoses are often linked to burnout and mental health challenges.

At work, neurodivergent people may struggle with rigid schedules, overstimulation, or unclear communication. But these same individuals also bring rare strengths: intense focus, pattern recognition, creative problem-solving, and original thinking. The goal is not to “fix” neurodivergent people but to fix the environments that overlook them.

For employers, this isn’t just about fairness. It’s about value.

What benefits can neurodivergence create at work?

People with ADHD often bring high energy, rapid ideation, and adaptability to fast-paced environments. When their unique rhythm is respected, they can excel in brainstorming sessions, client engagement, and crisis response.

Autistic employees may bring deep subject matter expertise, accuracy, and system-level thinking. They are often the ones who spot errors others miss or develop robust processes that save the business time and money.

People with dyslexia frequently shine in design thinking, storytelling, and big-picture planning. Some thrive in roles requiring visual or spatial reasoning, such as architecture, engineering, and product design.

These traits benefit the individual and the whole team. Diverse cognitive profiles challenge groupthink, introduce complementary strengths, and often lead to better decision-making.

According to a 2023 report by Deloitte, companies that actively support neurodivergent talent saw a 30% increase in productivity and innovation. EY’s “Neuro-Diverse Centres of Excellence” reported faster project delivery and higher-quality outcomes when neurodivergent professionals were intentionally included.

There’s a business case here. And even more importantly, there’s a human one, too.

"Neurodiversity is not a deficit to be tolerated. It is a different way of being that holds gifts we have yet to appreciate fully."

How are Danish workplaces embracing neurodivergence?

Across Denmark, awareness around neuroinclusion is slowly growing.

The Danish Society of Engineers (IDA) has hosted several events spotlighting neurodiversity in technical professions, highlighting the need for better workplace policies and support systems. Trade unions are beginning to train their representatives on how to support neurodivergent members.

Several major Danish companies are stepping up. Novo Nordisk has launched internal initiatives to foster neuro-inclusive cultures, including manager training and flexible work options. Maersk is exploring pilot programs for flexible job design tailored to neurodivergent profiles.

LEGO Group has started conversations around neuroinclusion as part of its broader talent strategy, with early efforts focused on recruitment. Danske Bank is running internal awareness campaigns that include lived experience panels. And Ørsted has partnered with their employee networks to develop workplace adjustments that are accessible and stigma-free.

These efforts vary in maturity, but they all point in the same direction: toward cultures that recognise cognitive difference as an asset, not a liability.

A culture worth creating

There’s still a long way to go, but progress is happening—not just in policy but also in mindsets. More leaders are realising that neurodiversity isn’t a challenge to manage but a resource to embrace.

As Nina’s story reminds us, it often takes just one conversation to start changing a life - and a culture.

“Neurodiversity is not a deficit to be tolerated. It is a different way of being that holds gifts we have yet to appreciate fully.”

Let’s watch this space. And, better yet, let’s help shape it.

If your organisation is beginning to explore neuroinclusion, HumanKind is a consultancy that supports companies in creating inclusive, disability-confident workplaces. Feel free to get in touch (info@wearehumankind.dk) to learn how we can help.