The finance industry is built on precision, performance, and trust. But behind high-performing teams, many neurodivergent employees are choosing not to disclose their neurodivergence at work. This isn’t because support isn’t needed. It’s because, in many cases, disclosure doesn’t feel safe.
With an estimated 15–20% of the UK population being neurodivergent, and evidence suggesting this may be even higher in analytical and data-driven professions such as financial services, this represents a significant portion of the workforce.
Why Disclosure Feels Risky in Finance
In finance, perception matters. Whether working in audit, trading, or financial analysis, employees operate in environments where accuracy and reliability are non-negotiable. For many neurodivergent professionals, there is a concern that disclosing could lead to being seen as less capable, even when this is far from the reality.
This is reinforced by the culture that exists across much of the sector. Long hours, tight deadlines, and high expectations can create an unspoken pressure to perform without friction. In these environments, many neurodivergent employees feel the need to “mask” their differences, adapting how they communicate, work, or process information in order to fit perceived norms.
Over time, this comes at a cost. Research shows neurodivergent employees are significantly more likely to experience burnout, often as a result of sustained masking and a lack of appropriate support.
At the same time, many managers simply haven’t been equipped with the knowledge or confidence to support neurodivergent team members effectively. Studies indicate that more than half of managers feel unsure about how to provide the right support, and most have received little to no formal training in neurodiversity. Without that foundation, disclosure can feel uncertain, and employees may question whether it will lead to meaningful change or be misunderstood.
There is also a broader structural challenge within financial services. Data on neurodiversity remains limited, with relatively few firms actively tracking or reporting on it. This lack of visibility can reinforce the perception that neurodiversity is not yet fully recognised or prioritised within the industry.
For individuals who have previously experienced stigma or inadequate support, these factors combine to make non-disclosure the safer option.
The Cost of Non-Disclosure
When neurodivergent employees don’t feel able to disclose, organisations lose more than visibility, they lose potential. Employees may be working in ways that don’t suit them, without adjustments that could significantly improve both performance and well-being. Over time, this can contribute to stress, disengagement, and ultimately higher turnover.
In an industry that depends on accuracy, risk awareness, and analytical thinking, the impact is even more pronounced. Without the right support in place, organisations risk missing out on the full value their people can bring.
What Needs to Change
Improving disclosure isn’t about encouraging people to share personal information, it’s about creating environments where they feel safe enough to do so if they choose. That starts with culture. When leaders openly engage with neurodiversity and position it as part of a broader conversation about performance and inclusion, it helps to normalise different ways of working. Over time, this reduces stigma and builds trust.
Managers play a critical role here. With the right training, they can move from uncertainty to confidence, understanding how neurodivergence may present in professional settings, how to approach conversations sensitively, and how to implement practical adjustments in fast-paced environments.
Equally important is moving away from systems that rely entirely on disclosure. Many organisations still place the responsibility on the individual to ask for support, often without clearly defined processes. A more effective approach is to embed inclusive practices from the outset, ensuring that support is accessible without unnecessary barriers.
Workplace needs assessments are a key part of this. By providing tailored, practical recommendations based on how someone works best, they remove the guesswork for both employees and managers.
Ultimately, this is also about shifting the narrative. Neurodiversity should not be viewed solely through the lens of support, but as a source of strength. Many of the traits associated with neurodivergence, such as attention to detail, pattern recognition, and analytical thinking, are highly aligned with the core demands of financial roles.
Conclusion
The finance industry is highly skilled at identifying and managing risk. Yet one of the most significant risks remains largely hidden. When employees don’t feel safe to disclose, organisations operate without a full understanding of their workforce and without the opportunity to fully support it. By raising awareness, equipping managers, and embedding proactive support, such as workplace needs assessments, organisations can create environments where neurodivergent employees can perform at their best.
How Thriiver Can Help
Thriiver works with organisations to build neuroinclusive workplaces through practical, tailored support. From workplace needs assessments to manager training, our approach is designed to help organisations move beyond awareness and create meaningful, lasting change.
