Burnout is becoming a workplace crisis, and for neurodivergent individuals, the pressure is even more acute. Despite growing awareness around mental health, the systems in place to protect vulnerable workers are still falling short, creating an environment where burnout festers and productivity suffers.
Burnout
A 2025 survey by YouGov revealed that nine in ten adults in the UK experienced high pressure or stress in the past year. Burnout, characterised by emotional exhaustion, cynicism, and reduced performance, is becoming alarmingly common. The effects are especially pronounced among younger workers, with 18–24-year-olds most likely to miss work due to stress-induced poor mental health.
But the cost isn’t just human, it’s economic. AXA (2024) estimates that workplace burnout is costing the UK economy a staggering £102 billion annually. These figures demand more than just awareness, but instead they demand action.
The neurodivergent experience
For neurodivergent employees, the situation is even more complex. According to City & Guilds (2025), 43% of neurodivergent workers are already experiencing burnout. That’s nearly half of a workforce segment that continues to be underserved by conventional workplace policies.
One in three neurodivergent employees report dissatisfaction with the support they receive at work. Many individuals enter roles without guidance or support. 35% received no onboarding support, and 37% of managers admitted they had no neurodiversity training, leaving them unequipped to provide appropriate support.
A major, often invisible, contributor to burnout in neurodivergent individuals is masking, the act of suppressing or camouflaging one’s neurodivergent traits to fit societal or workplace norms. While it may help individuals blend in, it requires immense emotional and mental effort.
Over time, masking leads to emotional exhaustion, one of the core symptoms of burnout. This exhaustion spills over into personal life, with one in five workers reporting that burnout impacts their appetite and well-being at home.
Workplace culture and support
Workplace culture is key in either exacerbating or alleviating burnout. Neurodivergent employees often lack access to critical resources. While employee resource groups (ERGs) can provide community and advocacy, only 30% of workplaces report having a neurodiversity focused ERG in place.
When it comes to early career support, neurodivergent young people, especially those aged 18–24, are more likely to benefit from reasonable adjustments, mental health training, and supportive managers. Yet many workplaces still treat these as optional extras rather than essential supports.
What employers can do
Burnout is not inevitable. Employers have both the power and the responsibility to address it, particularly for neurodivergent team members. Here’s how:
- Provide neurodiversity training for managers: Equip leaders with the knowledge to recognise and support neurodivergent traits.
- Offer individualised onboarding and adjustments: Tailored support early in a new employee’s journey builds a foundation of trust and productivity.
- Promote a culture of psychological safety: Encourage open communication, reduce the stigma around mental health, and normalise the use of reasonable adjustments.
- Establish and support ERGs: Give employees space to connect, share, and advocate through well-resourced employee groups.
- Reduce the need for masking: Foster an environment where being oneself is not just accepted, but valued.
Conclusion
Burnout affects everyone, but its impact is not evenly distributed. For neurodivergent employees, systemic oversights and cultural expectations compound the strain, leading to higher rates of exhaustion, disengagement, and attrition. It’s time for employers to go beyond surface-level inclusivity and implement real, structural change.
Supporting neurodivergent workers isn’t just the right thing to do, it’s a strategic imperative for a healthier, more resilient workplace.
