Neurodiversity is a significant part of the construction workforce. Research suggests that one in four construction workers identify as neurodivergent, while around a third say that their neurodivergence was one of the reasons why they were attracted to the industry (Construction News, 2023 / NFB, 2023).
Neurodivergence is often associated with different ways of thinking, processing information, and approaching problems in the workplace. However, often the working environment, communication styles, recruitment processes, and management practices can create barriers for individuals.
Creating more inclusive construction workplaces means looking beyond awareness and considering what practical changes can help people do their job effectively.
Understanding the barriers
The Social Model of Disability offers a useful way to view neuroinclusion. Rather than seeing difficulties as something that sits within an individual, it recognises that people can be disabled or disadvantaged by barriers in their environment and society.
In construction, barriers can take many forms, such as:
- Sensory: Construction environments can involve high noise levels, bright lighting, changing temperatures, and crowded spaces. For some neurodivergent employees, this can contribute to sensory overload, fatigue, or difficulty concentrating.
- Communication: Construction often involves fast-paced communication, industry-specific jargon, and verbal instructions. Vague expectations or unclear instructions can create unnecessary uncertainty for people who process information differently.
- Manager awareness: Managers may not always recognise that differences in communication or working styles can be linked to neurodivergence. Without the right awareness, support needs can be misunderstood.
- Recruitment and training: Complex application forms, timed assessments, and inaccessible training materials can create barriers before someone starts the role.
There can also be a barrier to asking for support. Around 36% of construction workers have not disclosed their neurodivergence at work. Of those who did disclose, 80% received workplace adjustments (NFB, 2025).
This highlights why psychological safety matters. Employees need to feel able to discuss support needs without fear of judgement or negative consequences. Employers should also understand their responsibilities under the Equality Act (2010) and how reasonable adjustments can support employees.
What support can look like
There is no one-size-fits-all approach to workplace adjustments. Support should reflect the individual’s needs, role, and working environment.
Some practical approaches to support employees in construction include:
- Clear written instructions: Give employees important information in writing so they can process it and refer to it when needed.
- Predictable routines: Where possible, provide advance notice of changes and use structured check-ins to clarify priorities.
- Managing sensory demands: Consider whether quiet spaces, appropriate headphones, or opportunities for breaks could help, while taking account of health and safety requirements.
- Manager support: Equip managers to have conversations about support needs and understand how agreed adjustments should be implemented.
- Assistive Technology: Depending on the individual and job role, technology can support reading, writing, communication, organisation, and information processing.
Awareness to action
Becoming more neuroinclusive in the construction industry means looking at the whole employee journey.
- Make recruitment more inclusive: Use clear job descriptions and consider flexible ways for candidates to demonstrate their skills.
- Make onboarding accessible: Provide clear information and training in different formats.
- Equip managers: Practical neurodiversity training can help managers recognise potential barriers, support conversations, and understand their responsibilities.
- Make adjustments easy to access: Employees should know where to go for support and how to request or review adjustments without navigating a complicated process.
- Consider contractors and suppliers: Neuroinclusion can be reflected in procurement by setting expectations.
- Listen to employees: Surveys, feedback, and co-production with neurodivergent employees can help understand where barriers exist and develop solutions that reflect actual experiences.
- Measure progress: Track outcomes to whether the approach is making a difference, while protecting confidentiality.
Summary
Neurodivergent people are already contributing to the construction industry. The opportunity for employers is to recognise the value of different perspectives while identifying and reducing the barriers that can prevent people from thriving. Sometimes, relatively simple changes such as clearer communication, accessible training, and supportive managers can make a significant difference.
Neuroinclusion isn’t about expecting everyone to work in the same way; it’s about creating a workplace where people can understand what is expected, access the support they need, and contribute effectively.
At Thriiver, we help organisations move from awareness to practical workplace support, including audits, workplace needs assessments, neurodiversity awareness training, manager awareness training, workplace coaching, and assistive technology.
