Are HR Teams Being Unfairly Blamed for Neurodivergent Burnout?
It’s become common to hear that HR isn’t doing enough for neurodivergent staff. When someone with ADHD burns out, or an autistic employee’s request for adjustments falls flat, the narrative often centres around HR failure. But what if that critique, while understandable, is missing part of the picture?
Understanding the Pressure HR Faces
HR professionals are usually operating under enormous pressure. They’re expected to be culture shapers, conflict mediators, employment law experts, and wellbeing champions — often all at once. Add neurodiversity inclusion to the list, and you have a complex challenge with limited resources and high expectations.
The truth is, many HR teams do care about getting it right. The issue is less about intent and more about capacity. Most have not been given the specialist training needed to understand neurodivergent needs in depth. Many lack the time to implement changes properly. And very few have the internal authority to overhaul the systems that really need fixing.
Neurodiversity Isn't Just a Policy Issue
When support for neurodivergent staff breaks down, it’s often due to cultural or structural issues beyond HR’s control. Workplaces that value uniformity, speed, constant social engagement, or rigid deadlines can be difficult to navigate for many neurodivergent employees. These are systemic design problems — not just HR missteps.
Without senior buy-in or cross-departmental collaboration, HR is left applying surface-level fixes to deep-rooted issues. A workshop here, a line in a policy there. It’s well-meaning, but it doesn’t always address the real barriers.
What Would Fair Support Actually Look Like?
Fair support goes beyond accommodation. It requires workplaces to recognise that difference is not a deficit, and that success might look different from person to person. It means moving from reactive adjustment to proactive design.
Some practical examples might include:
Giving employees more control over their workflow or communication preferences
Providing training that helps managers recognise different communication and processing styles
Creating space for open dialogue, rather than forcing disclosure through rigid processes
Offering mentoring or coaching that speaks to the real experiences of neurodivergent professionals
HR can lead on this, but it needs organisational commitment and proper investment to make it work.
Rethinking the Blame
It’s tempting to point the finger when things go wrong. But blaming HR in isolation misses the complexity of the challenge. Instead, we should ask better questions. Are HR teams being given the right tools? Are leaders backing up inclusion strategies with real action? Is the workplace designed to support cognitive difference — or just tolerate it?
Blame won’t move us forward. Collaboration will. When HR professionals are equipped and supported, they can be powerful drivers of inclusive change.
Looking Ahead
Neurodivergent staff deserve more than tokenistic support. They deserve work environments that understand and value difference. HR can help build those environments — but they can’t do it alone.
Let’s stop assigning blame and start building shared responsibility. Neurodivergent inclusion isn’t just an HR initiative. It’s a leadership responsibility, a management challenge, and a cultural opportunity.
