Creating Inclusive Workplaces
February 2026
More Canadians are identifying as neurodivergent, a term describing people whose brains work differently due to conditions like ADHD, autism, or dyslexia. Yet, many workplaces remain structured around neurotypical expectations, leaving neurodivergent employees struggling to fit in. According to EY Canada, roughly 15 per cent of the global population—about 600,000 Canadians—identify as neurodivergent, but up to 86 per cent in certain groups remain unemployed or underemployed.
The struggling to fit in contributes to burnout. Many neurodivergent people appear calm and composed in meetings while silently working overtime to keep up, masking their differences to avoid judgment. Masking often means forcing behaviours like smiling, nodding, or mimicking coworkers’ organization habits to appear “normal.” Joshi notes that this ongoing suppression of authentic behaviour can feed a damaging cycle of anxiety, depression, and exhaustion.
To counter this, employers and community leaders need to foster neuro-inclusive environments built on communication and flexibility. Instead of assuming one standard way to absorb information or manage time, employees can be asked how they prefer to receive feedback, meeting notes, and schedules. Small adjustments—such as flexible hours or remote options—can make a major difference.
Creating workplaces that accept different ways of thinking benefits everyone, Joshi concludes. With five generations, varied learning styles, and diverse life experiences sharing today’s workspaces, empathy and openness are essential for true inclusion