There’s relatively limited data that pinpoints exactly what percentage of neurodivergent people are unhappy in their jobs. However, several recent studies provide useful proxy indicators and help us understand why many neurodivergent people report poorer experiences at work. Here’s a summary of what the research shows + key contributing factors.
What the numbers tell us:
A UK-study of 1,436 neurodivergent workers found that 78% said they feel overwhelmed at work.
The same study reported 68% said they struggle with criticism and 64% with office politics. People Management+1
A report found that for neurodivergent employees, 43% are already burnt out, and another ~20% are at high risk of burnout, in large part due to inadequate support and pressure to mask their traits.
Regarding support, a UK survey found that nearly one in three neurodivergent employees were dissatisfied with the support they receive from their employer.
For employment more generally: a figure often cited is that for adults on the autism spectrum, up to 85% are unemployed in some regions.
Why are neurodivergent people more likely to be unhappy or struggle at work?
Here are some of the key themes emerging from the research:
1. Poor fit between workplace norms and neurodivergent ways of thinking/working
Many work environments assume certain communication styles, social interactions, multitasking, flexible change, ambiguous instructions, which may pose challenges for neurodivergent people. PMC+2Gallup.com+2
For example: 68% of neurodivergent workers struggle with criticism; 64% with office politics. People Management+1
Being in a role or environment that doesn’t align with how one processes information can lead to stress, feeling misunderstood, or under-utilised.
2. Masking / hiding differences, leading to exhaustion
- Many neurodivergent employees report that they “mask” their neurodivergence in order to fit in, avoid stigma or get by in a non-designed-for-them environment. Gallup.com
- Masking takes effort and over time this can contribute to burnout, disengagement, lower well-being.
3. Lack of adequate support, accommodations, or inclusive culture
- One study found 35% of neurodivergent respondents had no onboarding support when starting their job; 37% of managers had no neurodiversity training. People Management
- Another report: nearly one in three neurodivergent employees are dissatisfied with the support they receive. Workplace Insight
- The lack of proper adjustments (sensory-friendly spaces, clear instructions, predictable routines) means unnecessary barriers persist.
4. Under-employment, unemployment, lack of progression
- For neurodivergent adults (especially with autism spectrum) rates of employment are very low, meaning even when in work, roles may be part-time, short-term or unsatisfying. PMC+1
- One study noted neurodivergent respondents felt promotions were not equally accessible. People Management
- When people are in roles that don’t match their competencies, or feel stalled in career progression, dissatisfaction tends to be higher.
5. Psychological safety, stigma and isolation
- Neurodivergent employees often feel less “psychologically safe” in the workplace (i.e., the freedom to speak up, be themselves, ask for help). The study: they were twice as likely to disagree that conflict-resolution processes met their needs. Birkbeck, University of London+1
- 49 % of neurodivergent adults reported discrimination by a hiring manager or recruiter because of their neurodivergence. People Management
- These dynamics erode well-being and job satisfaction.
Given the above, a rough, conservative interpretation is: at least 40-50% of neurodivergent employees (and likely higher) report work experiences that could reasonably be classified as “unhappy”, “unsupported”, “overwhelmed”, or “burning out”. The true number may be higher, possibly 60-80%, depending on how you define “unhappy”.
Because:
- If 78% feel overwhelmed, that suggests a majority are experiencing stress beyond normative levels.
- If 43% are already burnt out and another 20% high risk, that again suggests a large chunk are in distress.
- Support dissatisfaction and structural barriers are very common.
What can help improve things
Research suggests several actionable steps that organisations and individuals can take to improve job satisfaction for neurodivergent employees:
- Provide clear structure, routine and instructions, rather than ambiguity. us.specialisterne.com+1
- Ensure sensory and environmental accommodations (quiet spaces, noise-cancelling headphones, predictable routines). us.specialisterne.com
- Train managers and team leaders in neuro-inclusive practices: to recognise difference, adapt communication, create psychological safety. People Management+1
- Encourage disclosure safely and provide support mechanisms so that neurodivergent employees can ask for adjustments without stigma. Gallup.com+1
- Align roles with strengths and provide pathways for progression — recognising “spiky profiles” (areas of exceptional skill plus areas of challenge) rather than penalising on ‘deficits’. PMC+1
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