Why neurodiversity is reshaping how employers design benefits

Employee benefits are designed to support employees but how accessible are they in practice?

With an estimated 15-20% of the population classed as neurodivergent, the way benefits are structured, explained and accessed can present real challenges. Complexity, unclear language and difficult navigation can all influence whether employees engage or opt out altogether.

Recent research highlights the scale of the issue. Almost half (48%) of neurodivergent employees say they struggle to access the benefits their employer provides, while two-thirds believe more support from employers is needed.

At the same time, inclusion remains firmly on the HR agenda. The Ciphr HR 2026 Survey found that more than a third of HR professionals (35%) believe ensuring a diverse and inclusive workplace should be a key priority in the year ahead.

Understanding neurodiversity and the different ways people process information, interpret choices and make decisions can offer valuable insight into how benefits design can be improved.

Understanding neurodiversity in the workplace

Neurodiversity is commonly used as an umbrella term for neurological differences such as ADHD, autism, dyslexia, dyspraxia and dyscalculia. While these labels can be useful, it is important to recognise that each individual will have a unique combination of strengths and challenges.

In a workplace context, neurodiversity highlights an important consideration: employees do not all engage with information, systems or decision-making processes in the same way.

Many of the challenges experienced by neurodivergent employees are not solely related to their neurodivergence, but to the way workplace systems have been designed - often with a single, assumed user in mind.

Employee benefits are one such system.

When benefits design creates challenges

Modern benefits platforms are often built on the assumption that employees will engage in a linear way, reading detailed information, comparing options and making decisions within defined timeframes.

For some employees, this creates challenges:

Information overload from lengthy documentation
Complex or technical language, particularly around pensions or insurance
Digital journeys that are difficult to navigate
Decision fatigue when too many options are presented

When the experience feels overly complex, disengagement is a rational response. This highlights several important lessons for employers looking to improve accessibility and engagement.

Lesson 1: Simplicity improves engagement

Benefits communication often prioritises accuracy and completeness over clarity.

While this is understandable, it can make it harder for employees to quickly understand what a benefit offers and why it matters to them.

Solutions can include:

Prioritising plain language over technical terminology
Focusing on outcomes rather than product features
Structuring information so key points are immediately visible
Using layered content, where employees can choose how much detail to access

Lesson 2: Reducing cognitive load supports better decision-making

When multiple decisions are presented at once - particularly during enrolment periods - employees may experience cognitive overload, leading to disengagement or suboptimal choices.

Employers can consider:

Structuring enrolment journeys in stages rather than a single event
Providing prompts, recommendations or example scenarios
Simplifying comparisons between options
Highlighting the most relevant or commonly selected benefits

Lesson 3: Flexibility enables a more inclusive benefits strategy

A standardised benefits package is unlikely to meet the needs of a diverse workforce.

Neurodiversity highlights the importance of flexibility - not only in what benefits are offered, but in how employees access and use them.

Flexible benefits allow employees to select support that aligns with their individual needs, preferences and working patterns.

This may include:

A range of wellbeing and mental health support options
Access to coaching or counselling services
Support for different working environments, such as home or hybrid working
Financial wellbeing tools that reduce short-term pressure

Lesson 4: Designing for neurodiversity improves outcomes for all employees

Designing benefits with neurodiversity in mind does not only benefit neurodivergent employees.

Improved accessibility can lead to higher engagement, better utilisation and ultimately a stronger return on investment.

This includes employees who:

Have limited time to engage with benefits
Are less familiar with financial terminology
Feel overwhelmed by complex information
Prefer different formats or ways of engaging

Designing benefits that work for every mind

Neurodiversity highlights that engagement is not only influenced by what is offered, but by how it is experienced.

The greatest impact comes from improving clarity, reducing complexity and increasing flexibility.

When benefits are easier to understand, navigate and access, more people can actually use what’s available, and that’s when benefits start to make a real difference.