When Amy* returned to work in her city centre office for three days a week, the change took its toll. She was diagnosed with attention deficit hyperactivity disorder (ADHD) in 2018 and like many others with the condition, she struggled with sensory overload.
“I worked from home during the pandemic so when I went back, it really hit me,” she says. “I would go to the pub with my colleagues after work but I found small talk awkward.
“I’ve always felt overstimulated by loud noise and bustle and bright lights. So I just felt tired all the time. I felt like I was trying to fit in, like every interaction required more effort.”
ADHD is one of many neurodivergent conditions, along with autism, dyslexia, Tourette syndrome and others. Although one in five people are thought to be neurodivergent — which refers to natural differences in human brain function and behavioural traits — awareness of the needs of neurodiverse workers is still lacking.
Nearly two thirds (63%) of neurodivergent employees have "masked" — suppressed emotions, discomfort or thoughts connected to their neurodivergence — at work, according to a survey of 600 workers.
The effects of masking are far-reaching, leading to anxiety, stress, exhaustion and fatigue — all symptoms of burnout.
“Neurodivergent employees face unique challenges that contribute to higher burnout rates,” explains psychologist Dr Amanda Roestorf, director of research at the autism research charity Autistica.
“These include sensory overwhelm in busy office environments, difficulties with executive functioning, and the pressure to mask their neurodivergent traits to fit in. People mask for a variety of reasons, often driven by a desire to feel accepted, safe, or understood in social situations.”
Often, social norms and expectations add to the pressure faced by autistic individuals to hide their natural behaviours, especially if they’re seen as ‘different’. But masking requires a lot of mental energy — even if it becomes an automatic response shaped by years of navigating a neurotypical world.
“It can lead to a disconnect between one's internal feelings and external presentation, causing stress, identity issues, poor mental health, and physical symptoms,” says Roestorf. “Research has shown that this constant effort to conform can result in chronic exhaustion and other physical and mental health problems.”
Studies suggest neurodivergent women, in particular, face additional challenges too. Professor Kate Sang, a professor of gender and employment studies at Heriot Watt University, has researched how conditions like autism and ADHD can intensify symptoms during the menstrual cycle and menopause.
“In our research we have found that neurodivergent women seem to be at a particular risk of burnout, particularly during perimenopause,” says Sang. “Women have told us they can no longer mask and experience considerable psychological distress.”
Neurodivergent employees can face unique challenges at work that contribute to higher burnout rates. ·Daniel de la Hoz via Getty Images
Understanding neurodivergent burnout
One way to understand the exhaustion caused by masking is using "spoon theory" — a metaphor coined by American writer Christine Miserando in 2003 to describe her experience of chronic illness. The "spoons" represent the physical and mental load required to complete tasks. And as we carry out tasks, we gradually "use up" our spoons — which happens a lot faster for certain people.
“Spoon theory is how a disabled or neurodivergent person may manage their energy levels during the day — how many spoons do I have today? Masking takes up considerable energy, or a lot of spoons, leaving less energy for other activities,” Sang says.
“In our work many neurodivergent people will be able to mask at work, but then are exhausted when they come home and use their non-work time to recover energy rather than for leisure or relaxation.”
How to reduce the likelihood of burnout
There are ways for neurodiverse workers to reduce the likelihood of burnout. For example, by identifying triggers and advocating for adjustments at work, like flexible working, the creation of sensory-friendly environments, and the use of assistive technologies.
But, Sang emphasises, the onus is on employers to take action. “They need to look at their work environments, cultures and policies to understand how they can be more inclusive of neurodivergent people,” she says.
“Is the workspace itself accessible, for example. Are there quiet spaces for recuperation away from light and noise? Are neurodivergent people allowed to be themselves at work, or are there implicit or explicit requirements to mask and perform neurotypical behaviours and traits?”
Leaders need to use resources and seek guidance for understanding neurodivergence, rather than make assumptions about what people need. Providing, training, hosting workshops, putting in place inclusive policies and making sure hiring processes aren’t tailored to neurotypical candidates are all essential. And any concerns raised by workers — or requests for adjustments like flexible working – need to be taken seriously.
Open communication is crucial, but it’s also up to employers to be proactive as studies show that fear of stigma keeps many neurodivergent workers from speaking up about their needs. Although an astonishing 78% of neurodivergent workers feel overwhelmed at work, only half feel that either their organisation or team has an open and supportive climate where they feel able to talk about neurodiversity.
But with the number of diagnoses rising — because of increased awareness as well as historic underdiagnosing in women — inclusion isn’t a "nice to have" but a business imperative.
“Championing neuro-inclusion is a core part of business culture at all levels,” says Roestorf. “There are many examples of low- to no-cost solutions that not only benefit neurodivergent employees but also have the potential to enhance overall productivity and innovation within the organisation.”
