When we focus on strengths, everyone benefits. Neurodiversity in a technology company.
Open-plan offices, calendars packed with meetings, messages delivered on the go, and priorities changing several times a day. For many people, that is simply an ordinary workday. For neurodivergent people, including those with ADHD, autism, dyslexia, or dyspraxia, it can be an obstacle course to navigate before they can even begin their actual tasks.
Most keep these difficulties to themselves. Kasia Wiaderek, a recruiter at Unit4, as well as a psychologist and psychotherapist in comprehensive psychotherapy training, explains what happens “beneath the surface,” where these difficulties come from, and what can we do to help. We will also hear the voices and experiences of neurodivergent people working at Unit4.
Work that does not appear in the job description
Every day, before you sit down to work, you first have to do a second, invisible job: filter out noise, ignore flashing notifications, reconstruct what someone actually meant by saying: “Have this ready for next week,” and make sure you do not reveal that all of this costs you more effort than it does other people.
This is the everyday reality for many neurodivergent people. Neurodiversity is a term that describes natural differences in how human brains process information, focus attention, respond to stimuli, and organise action. It is not about “better” or “worse” brains; it is about different ways of functioning in environments that have long been designed around one “standard” model.
Recent research shows that neurodivergent people encounter two types of barriers in the labour market: those linked to the organisation of work itself, and those resulting from stereotypes and a lack of understanding in their surroundings. The latter often prove harder to overcome.
What do neurodivergent people need? Less than you might think
Kasia reflects on what she often hears from neurodivergent people and their needs turns out to be surprisingly simple and universal.
“I often hear from neurodivergent people that they want greater clarity about expectations and priorities. This allows them to focus their energy on what really matters,” says Kasia. “That kind of predictability simply provides more day-to-day comfort.”
A second recurring theme concerns not the tasks themselves, but everything that happens around them.
“Many people describe difficulties that stem not from the work itself, but from an excess of stimuli: noise, light, constant changes, and chaos that makes it harder for them to concentrate. I often find that these elements are more taxing than the professional responsibilities themselves.”
There is also a need for flexibility, Kasia stresses. However, this is about flexibility in when and how work is done, not necessarily what work is done. Clear communication, conditions that support concentration (often including the option to work from home), and some autonomy in planning the day all make a difference.
“In my experience, these solutions help not only people with ADHD, but entire teams,” she adds.
What happens beneath the surface
Where do these needs come from? Kasia’s answer challenges one of the most common misconceptions: that asking for quiet, clear instructions, or remote work is simply a matter of preference or convenience.
“A person with ADHD generally invests far more effort in planning, organisation, or sustaining attention than others. They may also become overloaded by excessive stimuli more quickly,” she explains. “There is often also a long history of masking: trying to hide difficulties and developing strategies that make it possible to function in line with expectations. This can be very hard.”
Masking is a term that has entered broader public use in recent years, but it is still often underestimated. It refers to the constant, conscious and unconscious effort to “smooth oneself out”: pretending to listen attentively when attention has drifted; making sure not to interrupt someone mid-sentence; catching up after hours on work that could not be done in the office because of noise. From the outside, everything may look fine. From the inside, it consumes enormous amounts of energy.
“So when someone asks for clearer communication, a calmer work environment, or greater predictability, it is usually not about preference,” Kasia emphasises. “It is about not spending huge amounts of energy simply adapting to the environment.”
Not the open space. Not the meetings. The accumulation.
Asked what gets in the way most in standard work organisation, Kasia does not point to one single culprit.
“Open-plan offices, meetings, or time pressure on their own are usually not the problem. The difficulty arises when, throughout the day, a person must simultaneously deal with noise, constant interruptions, unclear communication, and the need to react quickly to all of it.”
This distinction matters because it shows why individual “improvements” sometimes do not work. Noise-cancelling headphones will not help if someone comes over with a question every fifteen minutes. Remote work will not solve the problem if priorities still change without notice.
“When working with neurodivergent people, what I hear most often is that the most exhausting part is not completing the tasks themselves, but constantly adapting to an environment that requires continual shifts of attention and management of stimuli. This additional effort can be the greatest burden.”
Why do so many people stay silent?
If the needs are so straightforward and the solutions so universal, why do most neurodivergent people not disclose this at work? Kasia sees years of experience behind that silence.
“I think many people do not talk about their neurodivergence because they have learned over the years that it is better to hide differences in how they function than to discuss them. They are often afraid that they will be seen as less competent, less professional, or that their needs will be dismissed as ‘excuses’.”
This is especially common among people with ADHD.
“They have often experienced being called ‘disorganised,’ ‘distracted,’ or ‘not engaged enough,’ so they are reluctant to talk about it,” she notes.
Are those concerns justified? Unfortunately, partly yes. Research into neurodivergent people’s experiences in employment consistently shows that stereotypes and misconceptions about neurodivergence remain widespread, while the process of requesting workplace adjustments can itself be an additional source of stress.
But Kasia adds something hopeful:
“Openness is much easier where employees can see that the organisation treats neurodevelopmental diversity as a natural part of human diversity, rather than as a problem to be fixed.”
What does this look like at Unit4?
This is where we move from theory to practice. Unit4, the technology company where Kasia works as a recruiter, does not have a dedicated “programme for neurodivergent people.” And, according to our interviewee, that is a good thing.
“Research shows that there is no single set of solutions that works for everyone. What matters most is being able to adapt the way work is done to individual needs. That is why many of the solutions available at Unit4 can be particularly supportive for neurodivergent people.”
These are solutions available to everyone, but for neurodivergent people, they can make the difference between functioning and merely getting through the day.
Remote work
The option to work from one’s own, well-organised space can reduce excessive stimuli and make it easier to manage energy. For someone for whom office noise and frequent interruptions require additional effort, this is not simply a benefit; it can be a condition for working effectively.
Flexible hours
People with ADHD often describe to have distinct periods of stronger concentration during the day. Being able to schedule the most demanding tasks for those times can have a tangible effect on both the quality of work and personal comfort.
Flex Leave, PTO and Wellbeing Days
Additional time off creates space for recovery when it is most needed.
“Neurodivergent people may experience greater fatigue because they have to manage a high number of stimuli and changes,” Kasia explains. “From a psychological perspective, we know that regular recovery helps reduce the risk of overload and burnout.”
Headspace
Access to an app offering mindfulness exercises and relaxation techniques.
“These can be helpful for people who want to manage racing thoughts more effectively, improve concentration, or find effective ways to recover after a demanding day,” says Kasia.
“Instead of working despite fatigue”
How do these solutions work in practice? We asked people working at Unit4.
One leader, who supports teams across different regions and spends a great deal of time in meetings, makes the most frequent use of remote work and flexible hours.
“Remote work allows me to create an environment that supports focus and deep reflection. Being able to manage when and where I work helps me sustain my energy and productivity throughout the week.”
They also describe a specific situation: an intensive planning period involving many stakeholders and competing priorities.
“Instead of trying to work despite fatigue, I used the flexibility available to make time for focused work and to work in a quieter environment. This simple change had a noticeable impact on my concentration, decision-making, and overall wellbeing. Experiences like this remind me that flexibility is not just a benefit. It is an important tool that helps people do their best work.”
Interestingly, what this person expects of themselves and others as a leader aligns almost word for word with what Kasia described.
“The most important things are clarity, setting priorities, and open communication. When priorities change, which often happens in a fast-changing business, transparent conversations about what really matters and what can wait are helpful. Written summary notes, clearly defined actions, and well-defined responsibilities can also reduce ambiguity.”
They add something that sounds like the simplest definition of an inclusive workplace:
“There is rarely one ‘right’ way of working. Some people think best through discussion; others need time for independent reflection. Creating space for different working styles and encouraging people to share what helps them succeed are among the most effective ways to support an inclusive workplace.”
“A diagnosis does not define your potential”
Finally, we asked what may be the most important question in the context of the silence maintained by many neurodivergent people: what would you say to someone who has just received a diagnosis, or suspects they may be neurodivergent, and is afraid of how others will react?
“My advice would be simple: a diagnosis does not define your potential, your talent, or the value you bring to an organisation,” says our Unit4 interviewee. “Some of the most innovative, creative, and influential people I have worked with approached challenges differently from most people, and those differences were often a significant strength.”
They also encourage patience with oneself.
“Understanding yourself better can be empowering and can help explain experiences or challenges that previously seemed confusing.”
What about disclosing a diagnosis at work? Here, the answer is unequivocal: it is a decision only the individual concerned can make. But, as they emphasise, no one should feel that they have to hide who they are in order to succeed.
“As leaders and colleagues, it is our responsibility to create an environment in which people feel safe, can be themselves, ask for support when they need it, and contribute in a way that enables them to do their best work. When we focus on strengths, respect different working styles, and create room for open conversations, everyone benefits.”
What does this tell us?
The story of neurodiversity at work is not a story about special programmes or “exceptions to the rule.” It is a story about the fact that a one-size-fits-all approach to work has never worked particularly well for everyone, and has worked very poorly for some.
Clear communication. Predictable priorities. A choice of when and where to work. Time for recovery. These are not concessions to “difficult” employees. They are the conditions in which most people work better, while neurodivergent people stop spending half their energy merely trying to get through the day.
And there is one more point: none of these solutions will work fully as long as people are afraid to say what they need. Whether they feel able to do so depends less on them and more on the response they are likely to receive.