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Neurodiversity in tech; your next hack for high performance and healthier work culture
I used to be a teacher, and now I’m Chief Learning Officer at QA. Both roles have one important thing in common: helping individuals thrive in learning. My experience has taught me the unique strengths that different minds bring – both in learning and in work.
Not all differences are immediately visible. And while we quite rightly try to make sure workforces are welcoming and inclusive of difference, there are many forms of diversity, and some can go unnoticed. And one of the most important – especially in the technology sector – is neurodiversity.
Neurodiverse learners are individuals whose brain function and behavioural traits exhibit differences, including those related to autism spectrum condition (ASC), from what is considered average or ‘neurotypical’.
Businesses are increasingly coming to see the unique skills and talent of this (very broad) group. Companies that actively recruit and support neurodiverse employees see tangible benefits. JPMorgan Chase’s 'Autism at Work' initiative found that their neurodivergent hires were 90% to 140% more productive than neurotypical colleagues in certain roles.
And for reasons that we are still trying to fully understand, neurodiversity seems to be especially valuable in certain technology-based roles. According to Code First Girls, pattern recognition, sharp accuracy and attention to detail – all vital in cyber security roles for example – are areas neurodiverse people often excel in.
Microsoft, IBM, and Salesforce have also launched neurodiversity hiring programmes, recognising the competitive edge these employees can bring. The intelligence agency GCHQ and BAE systems recently issued an appeal for more neurodiverse staff in its cyber-security roles too. According to a GCHQ spokesperson, ‘Some of our most talented and creative people have a neurodivergent profile’.
As the UK’s largest tech training company, we have also seen a compelling trend among our own learners. Neurodiverse individuals are enrolling in technology training courses at higher rates than ever before.
We run various surveys on the courses that we provide. They aren’t definitive figures, but demonstrate the trend. In 2023, 16 per cent of learners who completed a feedback survey self-identified as neurodiverse. In 2024, it was 24 per cent. In 2025 so far – it’s 31 per cent. In that time, over 1100 learners who undertook one-to-one tutorials had self-identified as neurodivergent.
That sharp growth could be accounted for by a growing willingness of people to identify as such; or a more welcoming workforce and training environment (certainly within QA, we all receive training to make sure we can identify learners with additional needs – and adapt accordingly). And it could, of course, be both. It’s too soon to know.
We offer support for neurodivergent learners at QA – and uptake has soared over the last few years. We’ve been working hard to make sure we speak the language of neurodiversity – and understand that it’s a difference, not a deficit.
Again, this is an emerging picture. But anecdotally it seems that a high proportion of neurodiverse participants are taking courses that tend to lead to high-demand technology careers: Software Development, Cyber Security, IT Project Management, and Data Analysis.
What’s more – they’re extremely talented in these areas. For example, our internal data shows a 15% higher success rate among neurodivergent learners on our Digital and Technology Solutions (DTS) Degree Apprenticeship.
Of course, it’s not just about individuals – diverse teams tend to perform better too. Although criticism of ‘Diversity Equity and Inclusion’ programmes has increased recently – especially in the United States – it’s been well documented that inclusive workplaces experience higher productivity, better retention and stronger innovation. Diverse teams solve problems faster and more effectively, and a variety of cognitive approaches leads to ground-breaking ideas. It can help you avoid the dreaded ‘groupthink’.
There’s another, deeper benefit to having neurodiverse talent in your business – one that most people forget.
Ever heard of an ‘indicator species’? In nature, these are the animals or plants that are the first to show us if something in the environment is not as it should be. For instance, if certain trees don’t pollinate when we’d expect… that might be an early sign that something in the soil or the air is unhealthy.
We think that when neurodiverse employees thrive in a workplace, it’s a strong sign that the company is adaptable, supportive, inclusive, and innovative. When they face barriers—whether in recruitment, training, or day-to-day work life— this often indicates deeper issues that will ultimately affect all employees. A place that is inclusive for neurodiverse staff is likely to be good for everyone.
Neurodiversity as a vital talent pool
To me, the evidence is pretty overwhelming. Neurodiverse employees are an increasingly vital talent pool that must be recognised and nurtured. And besides, this is a large and growing part of the workforce. It is estimated that around 15-20 per cent of UK adults are neurodiverse. ADHD and autism diagnoses in particular are growing rapidly.
But – and it’s a big but – neuro-inclusive workplaces don’t just emerge spontaneously. Organisations need to work to become a place that recognises and welcomes that talent. And there are ways that organisations can embrace these advantages – and improve their overall work culture.
Think about ‘universal design’. By law, new buildings these days must have accessibility considerations built-in, from a physical disability point of view. We should be using the same approach from a neurodivergence perspective, across every aspect of a business; from premises, to policies, to training and management.
Even if they do acknowledge that differences are there, they may simply not act. Some businesses think that since a majority of their workforce are neurotypical, they don’t need to put resource and effort into being a neuro-inclusive workplace.
Mark Soady, QA’s Apprenticeships Head of Learner Services, calls this ‘a micro-efficiency’ that ultimately leads to a ‘macro-inefficiency’ later down the line.
Hiring
Many hiring practices can unintentionally overlook neurodiverse candidates by overemphasising social interaction and vague competency-based assessments. This needs to be rethought. Hiring practices should move beyond traditional interviews and offer skills-based assessments. You may want to provide interview questions in advance to allow for thoughtful responses. It’s always best practice to use structured, objective evaluation criteria.
Culture
What about once your new employee dives into work? Make sure it’s an inclusive environment. Neurodiversity awareness among staff does really help. Some case studies of neurodiversity training have shown a 25 per cent increase in employee satisfaction and reduced turnover – this applies across the workforce as a whole, not just for neurodivergent employees. Everyone wins.
Neurodiversity awareness training may highlight existing bad practices you’re just not aware of. For instance, how many businesses require their staff to have Teams or Email on all day? For neurodiverse individuals especially, this can be a source of distractions that present a major barrier to performance when completing tasks like copywriting, which require a very high level of focus for individuals with dyslexia, for example.
We’ve found that clear communication and structured systems for feedback really make a difference. Unclear expectations and haphazard feedback create challenges for everyone of course. But the impact on autistic employees, for example, may be more significant or noticeable.
When it comes to the adoption of said awareness training – in our experience, this is a case of ‘if you build it, they will come.’ A recent lunchtime session we ran on neurodiversity for staff and learners including many who are parents of neurodiverse children, saw over 100 attendees.
It’s important to remember that some individuals will require support beyond what’s referred to as ‘reasonable adjustments’ that are within their employer’s control. In these cases, employers should turn to Access to Work, a government employment support grant scheme provided to employers to support employees with disabilities or physical or mental health conditions, to help with things like equipment, travel costs various support services they may need, and coaching for line managers so they can more effectively support neurodiverse team members.
Measurement
You won’t start out perfect. But the logical first step is: listen. By regularly collecting feedback from neurodiverse employees, you can make data-driven decisions to refine workplace policies, and even track performance data to assess the impact of inclusion initiatives and understand what’s working – both for the business, and your teams.
At QA we have an assigned lead on neurodiversity – Mark Soady. Having someone in this role, especially with lived experience, is a huge advantage. However, it still requires a campaign of what Mark calls ‘compassionate agitation’. One of his most important tasks is to constantly ask people: ‘if you could do more to support a neurodiverse colleague or learner, why wouldn’t you?’. After all, it’s in their interests, whatever the role.
Neurodiversity in tech is growing - or perhaps just becoming more visible – and it represents a high value pool of talent. If businesses fail to create environments where neurodiverse individuals can thrive, they’ll miss out on some of the most talented minds in the industry. Businesses that take notice will not only build stronger teams, but also future-proof their organisations for growing industry complexity and competition.
techUK’s TechTogether campaign, taking place throughout March, is a collection of activities highlighting the UK’s technology sector pursuit to shape a more equitable future. In 2025 we are exploring: Inclusive AI, investing in diverse founders and entrepreneurs, the power of allyship and mentorship, and empowering young people.
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Jo Bishenden
Jo joined QA in 2021 as Director of Education, responsible for the delivery organisation across Learning and Apprenticeships before taking on an expanded role as Senior Vice President of Education across the Group to include QA, Cloud Academy and Circus Street. In November 2023, Jo was appointed Managing Director, responsible for the Groups government-funded apprenticeships business unit which delivers a variety of tech disciplines, across numerous levels, up to degree apprenticeships, to more than 5000 learners a year.