A mediation pathways to positive change in workplace outcomes

About the research 

Autistic adults and adults with ADHD continue to face persistent barriers to employment, despite recognised strengths and potential contributions to the workforce. Limited neurodiversity awareness, inconsistent workplace adjustments, and a lack of neuroinclusive support can negatively affect wellbeing and increase the risk of turnover. 

This research, conducted by Brain in Hand in March 2025, analysed data from 659 employees who were autistic and/or had ADHD across UK organisations to understand pathways linking perceived workplace support and neurodivergence disclosure, with wellbeing and intentions to leave. The study examined how outcomes varied between autistic and ADHD employees and across different company sizes. 

Key findings 

• Support matters: Perceived support sufficiency was the strongest predictor of employee wellbeing, over and above the number of different supports provided. Employees who rated their support as sufficient reported an average wellbeing score of 4.0 out of 5 (“good”), compared to 2.6 (“poor–fair”) among those with insufficient support. 
• Emotional pathways: Sufficient support increased feelings of energy and reduced exhaustion, which in turn improved wellbeing.  
• Disclosure helps only when support follows: Disclosure of neurodivergence predicted better support but did not independently improve wellbeing or retention. Outcomes improved only when disclosure was accompanied by sufficient support. 
• Dual diagnosis and falling through the cracks: The effect of support on wellbeing via emotional pathways were especially strong for autistic employees with ADHD. However, this group also showed the weakest effect of disclosure on outcomes, suggesting that workplace adjustments may be inadequate in fully supporting employees identifying with both forms of neurodivergence. 
• Company context matters: The pathways between support, wellbeing, and turnover varied by company size. In large organisations, support reduced leave intention by increasing commitment and reducing feelings of misery; in smaller and medium-sized companies, mental health challenges and career frustrations played a more central role. 
• Turnover implications: Around 50% of all respondents reported being somewhat or very likely to leave their organisation within six months — more than double the UK average (24%). Those with sufficient support were ~5% less likely to intend to leave than those without sufficient support. 

Why this matters 

The findings highlight the importance of not only offering but ensuring the right kind of support — that is, support perceived as sufficient, individualised, and responsive to need. For Brain in Hand, the results reinforce how its personalised digital and coaching model aligns with the emotional and practical pathways that underpin improved wellbeing and retention for neurodivergent employees. 

By addressing the link between disclosure, support sufficiency, and workplace outcomes, this research signals the importance of employers creating genuinely neuroinclusive environments, with clear benefit for both individuals and organisations.