Retention Over Recruitment: A Neurodivergent-Inclusive Workplace Priority

Recruitment is only half the story. A recent Australian study found that the average neurodivergent employee stays in a role for just 4.4 years, compared to 9.1 years for neurotypical colleagues — less than half the tenure (DXC Technology, 2024). For organisations, that’s not just an interesting statistic, it’s a clear signal that inclusive hiring alone isn’t enough.

Retention, not just recruitment, needs to be a neurodivergent-inclusive workplace priority if organisations want to realise the real benefits of diversity and inclusion.

The hidden cost of turnover

Most organisations underestimate the cost of losing employees. Replacing a staff member can cost anywhere from 50% to 200% of their annual salary, once you consider recruitment, onboarding, lost productivity, and the impact on team morale.

For neurodivergent employees, turnover often comes down to systemic barriers rather than capability. When workplaces don’t provide accessible processes, psychologically safe environments, or meaningful growth opportunities, employees are more likely to leave. And when they do, organisations lose not only talent, but also diverse perspectives that drive innovation.

Retention isn’t just about saving money. It’s about creating workplaces where people feel supported, valued, and able to thrive.

What works for retention

Retention improves dramatically when organisations move beyond token inclusion and invest in genuine support. For example, companies with structured neurodiversity programs including onboarding, mentoring, and tailored accommodations report retention rates exceeding 90%, particularly in the first year.

Practical implementation will look different in every workplace. What matters most is tailoring strategies to the culture of the organisation and, just as importantly, to the unique needs of each neurodivergent employee. Some examples include:

• Inclusive onboarding: Set expectations clearly, provide written as well as verbal instructions, and schedule structured check-ins.

• Leadership training: Equip managers to recognise strengths and provide constructive support without stigma.

• Accessible processes: Design job ads, performance reviews, and promotion pathways with accessibility in mind.

• Safe to disclose: Build environments where employees feel safe to share their identity without fear of stigma, supported by trusted leaders and allies.

• Trusted relationships: Strengthen manager–employee trust through consistency, empathy, and follow-through.

• Co-created frameworks: Involve neurodivergent employees in shaping inclusive policies and ways of working so solutions reflect lived experience.

• Peer networks and mentoring: Provide opportunities for connection so employees don’t feel isolated.

These are just some of the strategies that can make a difference. The most effective approaches are always co-designed with employees and tailored to individual as well as organisational needs.

The ripple effect of retention

Retention is more than just keeping people in roles for longer. It’s a sign of culture, leadership capability, and psychological safety.

When neurodivergent employees feel supported to stay and grow, the benefits are wide-reaching. Teams become more innovative. Psychological safety increases, encouraging people to share ideas and speak up. Organisational reputation strengthens, making it easier to attract talent from all backgrounds.

We’ve seen this on a global scale. SAP’s Autism at Work program didn’t just hire neurodivergent talent, it invested in retention through structured support. The results included stronger team cohesion, higher productivity, and measurable improvements in product development.

From Recruitment to Retention: Building a Neurodivergent Inclusive Workplace

So how do organisations move from good intentions to real impact? It starts with a shift in mindset: inclusion isn’t complete once someone is hired. Recruitment is step one; retention is the real measure of success.

Key areas to focus on include:

• Embedding inclusion into everyday processes: From job design to meetings, accessibility should be built in, not bolted on.

• Investing in leadership capability: Train managers to understand neurodivergence, foster psychological safety, and lead with empathy.

• Designing for growth, not just entry: Offer career pathways, mentorship, and visible opportunities for progression so neurodivergent employees can see a future with you.

Conclusion

Recruitment opens the door, but retention locks in the benefits. By making retention a neurodivergent-inclusive workplace priority, organisations move beyond surface-level diversity to build lasting cultures of equity, belonging, and innovation.

Ready to make retention part of your inclusion strategy? Let’s chat