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Neurodivergent employees could help organisations deliver more successful projects if workplaces adopt inclusive practices, according to new research from the Association for Project Management (APM).
The Promoting Neurodiversity Report examines how well the project profession is integrating neurodivergent people and outlines seven steps employers can take to better support them. It highlights that people with conditions such as ADHD, dyslexia and autism spectrum disorder often demonstrate strengths in pattern recognition, problem-solving, risk management and adaptability – skills that can drive project success when properly harnessed.
However, many face barriers to employment, including inaccessible recruitment processes and sensory overload in traditional office environments.
The report’s recommendations include raising awareness through training, improving disclosure processes, redesigning workplaces, and ensuring recruitment and task allocation play to individual strengths.
Carrick Brown, a project management professional who was diagnosed with autism later in life, welcomed the findings. Now working for Citizens Advice supporting adults with autism and ADHD, he said his diagnosis helped him understand both his challenges and his strengths at work. Brown said:
“Assumptions and vague instructions can lead to misunderstanding and isolation. But my curiosity, emotional intelligence and ability to hyperfocus – which stem from my neurodivergence – are real assets. When organisations expect everyone to think and act the same way, they limit performance and inclusion.”
Brown added that while many employers want to support neurodivergent staff, some only offer “performative inclusion” rather than practical adjustments. “Compassionate leadership and neuroinclusive policies can benefit both people and project outcomes,” he said.
APM chief executive Professor Adam Boddison OBE said the report was commissioned to address the lack of neurodiverse representation in project management.
“Our research shows the strengths neurodivergent people bring to the profession and the progress made so far, but barriers remain,” he said. “By improving recruitment, training, workplace design and support networks, organisations can help neurodivergent professionals thrive – and the projects they lead will be stronger for it.”
The report encourages organisations to view neurodiversity as a source of innovation and resilience rather than a challenge to be managed.
Across the wider UK workplace wellbeing landscape, the findings echo a growing recognition that inclusion drives both engagement and productivity. As employers look to boost workforce resilience, experts say neuro-inclusion must move beyond awareness campaigns and into everyday practice – from flexible work design to leadership accountability. Creating environments where neurodivergent employees can thrive is increasingly seen not just as good culture, but as sound business strategy.
