Researchers estimate that 15-20% of the world’s adult population are neurodiverse; most workplaces already employ neurodivergent people as well as caregivers who support neurodivergent family members.

Neurodiversity, which refers to the natural variation in how people think, learn, process information and interact with the world, encompasses an array of conditions that include autism spectrum disorder, attention-deficit-hyperactivity disorder (ADHD), dyslexia, obsessive-compulsive disorder and Tourette syndrome, among others.

As such, employers have increasingly become conversant in how to address their myriad of needs. Fully 71% of employers plan to implement health initiatives in 2026 specifically for neurodiverse and disabled populations, reflecting a growing recognition that traditional, one‑size‑fits‑all approaches are not always sufficient, according to Business Group on Health’s 2026 Employer Health Care Strategy Survey. 

Health Challenges of Neurodiverse Individuals

Neurodivergent adults are nearly twice as likely to experience serious health issues than the general population, which makes it an employer priority in terms of individuals’ quality of life, health outcomes and workplace experiences.

Neurodivergent employees have higher rates of anxiety, depression, gastrointestinal issues, food allergies, metabolic and cardiovascular conditions, and chronic pain. Meanwhile, neurodivergent women experience underdiagnosis, missed symptoms and higher stress, which can cascade into other health concerns.

Moreover, about one-third of neurodivergent individuals feel that their needs are not understood or met by providers, which contributes to inadequate management of physical and mental health conditions.

These issues are further compounded by increased absenteeism, reduced productivity and higher turnover rates, underscoring the need for employers to ensure health and benefits strategies account for the needs of neurodiverse individuals.

Opportunities for Updated Benefit Design

Employers recognize the challenge of neurodiverse individuals in leveraging their benefits and accessing care. In response, they have updated benefit design and vendor partnerships to streamline access pathways for neurodivergent employees and their dependents.

Examples include:

• More inclusive benefit design – Employers and their partners have worked together to ensure that services for neurodivergent adults and dependents are covered and easier to use. These include mental health offerings, often through core behavioral benefits or Employee Assistance Programs (EAPs); cognitive behavioral therapy; occupational and physical therapy; neurodiversity assessments and diagnoses; and psychiatric services and prescription medications. Many have expanded coverage for early diagnosis tools and higher‑prevalence disability needs, such as hearing aids, vision care and assistive devices.
• Strengthened vendor capabilities and navigation – Many employers now evaluate whether health plans and vendors can support neurodiverse needs across the full care journey. Such employers form partnerships with specialized providers, centers of excellence and point solutions focused on neurodevelopmental and cognitive conditions.
• Improved access to services – Even when services are covered, access to timely neurodiversity evaluations is a challenge, and employees and dependents often face long wait times, complex pathways and high out‑of‑pocket costs. This can lead to delayed treatment and workplace accommodations. In response, employers have added neuropsychological testing to EAP or behavioral health packages. They have also partnered with behavioral health vendors to provide integrated evaluation pathways. And they have used feedback from Employee Resource Groups (ERGs) to identify gaps and prioritize benefit enhancements, which helps to reduce wait times and cost, as well as create clearer routes from evaluation to ongoing support.

Conclusion

Employers are uniquely poised to support neurodivergent employees and their families. By recognizing that up to one in five people may be neurodivergent and that neurodivergent adults face higher rates of serious health issues, employers can design benefits and care pathways that proactively address these needs.

Thoughtful benefit design, inclusive accommodations, navigation support, education and a strong culture work best when they reinforce each other. When employers align these elements, they can improve health outcomes and reduce avoidable costs while enhancing innovation, engagement and performance.