Despite the increasing recruitment of neurodiverse people in the tech industry, data shows life at work is still significantly tougher for those who identify as neurodivergent. Given the persistent levels of gender inequity in tech, new data reveals identifying as both gender and neurodiverse presents a double jeopardy. 

The technology sector has long struggled to achieve gender diversity, with female representation remaining stubbornly low despite extensive efforts across the STEM pipeline.

Yet, while gender diversity lags, these industries often have higher-than-average representation of neurodiverse workers. Data shows this pattern extends across technology, science, engineering and mathematics – fields that tend to attract individuals whose cognitive differences can be powerful assets in these contexts.

However, despite increasing numbers of neurodivergent workers in the tech industry, data also shows their experiences at work are often far from ideal. 

Given that women working in tech also report significant challenges at work, understanding the experience of neurodiverse employees requires a thorough assessment of the role that gender might play in forming those experiences.

Speaking to this, recent data collected from employees in the technology division of a large research organisation shed light on this double jeopardy. 

Results confirmed the experiences of employees were significantly more negative for those identifying as neurodivergent or as women, but substantially more so for those claiming both identities.

More diversity in the tech industry?

Increasing diversity at work not only reflects an ambition to create a culture free of prejudice, stigma or fear of difference, but also an improved awareness of the range of skills that diversity can bring to a workplace. 

Research has shown how a more diverse workforce can be associated with enhanced creativity, enriched communication, and improved problem-solving. 

Despite this growing awareness, levels of gender equity in the tech industry remain poor, particularly in the area of artificial intelligence (AI). In fact, the WEF’s 2025 Global Gender Gap Report estimates that it “will take another 123 years to reach gender parity” in these particular industries. 

In Australia today, women make up only 28 per cent of the tech workforce, and have even lower representation in leadership roles. Not only does this disparity lead to a lack of mentoring opportunities for women, but it also does little to help address unconscious gender bias, harassment or the wage gap. 

It is these factors that are known to contribute to poorer mental health outcomes for women. The challenges of isolation they experience are known to be associated with imposter syndrome, discrimination and increased stress.

Neurodiversity in the tech industry has, however, increased. This is thought to be due to the particular skillsets associated with neurodivergence.

People who identify as neurodiverse sometimes have heightened abilities to detect patterns, as well as to sustain high levels of concentration. 

These skills are perceived as useful and sought-after in areas such as data management, coding and analysis. For this reason, the awareness and promotion of neurodiversity has often focused on technology and technology-related fields. 

Psychological barriers for neurodivergent tech workers

Recent data shows that despite targeted recruitment efforts – and the increasing representation of neurodiverse employees in technology fields – many neurodivergent employees still feel overlooked in day-to-day workplace practices. These experiences are known to contribute directly to negative experiences at work.

There can be a few reasons for this. Firstly, neurodivergent people working in these industries report psychological barriers to self-disclosure. 

When they do disclose, however, they often report unsatisfactory outcomes such as action rarely being taken to make the appropriate and necessary workplace adjustments. 

Neurodivergent people working in technology industries also report more daily challenges than neurotypical people, often related to difficulties navigating change in the workplace. Data shows that, the more frequently a person is impacted by these challenges, the lower their mental wellbeing. 

Finally, it has been noted that the measures used to capture quality of life at work are not designed to adequately capture the experiences of neurodivergent people. This constrains the ability of such tools to capture the unique experiences not only of neurodivergent workers, but also other marginalised groups.

What this suggests overall is that, despite recruitment strategies now being designed to reap the benefits of a more diverse workforce, workplaces themselves may not be sufficiently set up with the equitable systems and inclusive policies necessary to support (or even identify) the ongoing needs of their employees.

“The WEF’s 2025 Global Gender Gap Report estimates that it “will take another 123 years to reach gender parity” in these particular industries.” 

Measuring the impact of gender and neurodiversity in the tech industry

Employees in the technology division of a large research organisation were recently surveyed on the subject of their workplace experiences. 

The questions covered six themes known to be central to wellbeing: diversity and inclusion, fairness and equity, leadership, learning and development, participation, and inappropriate behaviour. 

Survey takers were given the opportunity to voluntarily and anonymously provide information on their various social identities, including gender and neurodivergence.

When looking at results across all employees, results showed how all six themes were predictive of two key outcomes: an intention to remain at the organisation on the one hand, and active job seeking on the other. 

What was shown was that positive experiences of inclusion, fairness, leadership, learning, participation and workplace behaviour were associated with an increased intention to remain at the organisation. In turn, an increased intention to seek work elsewhere was associated with more negative experiences. 

But of all six themes, it was the experience of being in an organisation that positively valued diversity and inclusion that had the most impact on employee retention. 

When looking more closely at gender outcomes, women and gender-diverse people reported greater levels of harassment at work. Mirroring the experiences of inhibited self-disclosure by neurodiverse groups, they indicated less confidence in reporting inappropriate behaviour. 

These results affirm the importance of measures to build trust and a fair process in which concerns can be raised safely. 

Women and gender diverse people also reported more negative perceptions of their leadership teams than their male counterparts. This was related to their perception of both their direct supervisors and organisational executives being less representative and diverse, as well as less able to effectively manage diverse teams. 

Meanwhile, compared to their neurotypical counterparts, neurodiverse employees reported feeling that the workplace was less diverse, inclusive and fair, and presented fewer learning and development opportunities. 

Importantly, the challenging experiences of neurodiverse employees were reflected in their significantly lower intention to remain with the organisation. 

Finally, when looking at the intersection of gender and neurodiversity, the double jeopardy effect was found. For those employees identifying as a woman or gender diverse and as neurodivergent, their experiences in the workplace were substantially more challenging. 

Results revealed how perceptions of agency, voice and contribution to decision making were significantly compromised. In particular, employees reported more frequent interruptions in meetings and less freedom to voice contrary opinions. 

Even more concerningly, employees with these intersecting identities also reported higher rates of harassment.  

Overall, people identifying as both neurodivergent and as a woman or gender diverse reported a perception that their identities were less valued within the organisation.

Building more inclusive workplaces

The requirement to provide a psychologically safe work culture for all employees is just as important as ensuring equity at the recruitment stage. In other words, facilitating accessible and equitable opportunities is only a benefit if those recruited are able to feel heard, valued, and respected at work. 

Technology organisations know that building a successful organisation depends on recruiting a diverse range of talents and skills. And for an organisation’s HR function, supporting workplace neurodiversity is not just a moral and legislative imperative – it is also a strategic necessity in today’s intensely competitive world. 

What this new data tells us is that maintaining a thriving tech industry depends on ensuring the workplace culture is experienced by all as inclusive, fair and equitable, and with strong and accountable leadership. 

Achieving this requires a number of changes. First, we need accurate ways of measuring the experiences of all in the workplace, including those identifying as neurodiverse. 

Second, employers should strive to ensure a healthy representation of both neuro and gender-diverse people through all organisational levels. 

And finally, it’s crucial to provide a work culture that actively delivers on the changes required to ensure all minority groups are heard, understood and provided for. 

Today, HR stands at the forefront of a transformative strategic opportunity. By championing both gender and neuroinclusion, HR leaders can help their organisations unlock a wealth of untapped potential, driving success while setting a benchmark for truly inclusive leadership in the marketplace.

Contributors: Hughes, J., Zowghi, D., Halvorsen, B., Huston, C

Dr Sarah Vivienne Bentley

Dr Bentley is a senior research scientist with CSIRO’s Data 61. She is a research leader in the space of Responsible AI, and more particularly, its translation from principles to practice. 

​Cate MacColl

Cate MacColl is a PhD Candidate at the University of Queensland in cognitive and developmental psychology. Cate has an interest in social and applied science as well as statistics and behavioural modelling across a range of domains.