What: Workplace design and HR strategy are shifting toward neurodiversity, recognising that employees need different environments to do the same work effectively.

Why it is important: This shows that cognitive diversity is becoming a future-of-work priority as AI increases the value of human skills, adaptability and different ways of thinking.

HR Dive reports that workplace design is beginning to account for neurodiversity, drawing on a JLL report that challenges traditional models built around standardisation, predictability and “common ways of working.” JLL argues that the future workplace should support different cognitive preferences, because the same task may require different environments depending on the individual. The article notes that 15% to 20% of the global population is neurodivergent, which can represent thousands of employees in large organisations. Yet many neurodivergent workers remain silent about their status, creating a challenge for HR teams seeking to build more inclusive workplaces. JLL’s Dima Najib-Costa argues that there has never been an “average” mind. One employee may prepare for a presentation best in an energetic, collaborative setting, while another may need quiet and minimal distraction. HR therefore has a role in building empathy, awareness and practical support. The article also cites Eagle Hill Consulting, which found that many workers lack familiarity with neurodiversity, while more than half see value in sensitivity training.

IADS Notes: Recent industry analysis shows that neurodiversity is becoming part of a broader shift toward cognitive diversity, inclusive design and human-centred workforce strategy. In November 2025, The Wall Street Journal argued that diversity of thought is increasingly important for innovation and performance, reinforcing the article’s point that there is no single “average” way of thinking. Seramount’s February 2026 work on AI and inclusion showed that workplace technology strategies need fairness, trust, transparent communication and equitable access to training. Forbes’ July 2025 coverage of disability-inclusive customer service similarly showed that inclusion cannot be one-size-fits-all, especially in environments where employees and customers have different access needs. BCG’s September 2025 research on AI and workforce strategy highlighted the need for adaptability, collaboration and systematic upskilling, while Harvard Business Review’s September 2025 work on soft skills reinforced the growing value of empathy, communication and human judgment.

The ‘average’ mind doesn’t exist: How work experts are thinking about neurodiversity