An overwhelming majority of project managers in the engineering sector believe their company has directly benefited from extra adjustments to accommodate neurodivergent staff, a survey conducted by the Association for Project Management (APM) has revealed.
The findings show 97% of engineering project managers believed the introduction of inclusive policies – such as more structured routines, sensory-friendly zones in offices, and inclusive onboarding and training – helped neurodivergent staff integrate into their businesses. APM’s research links these changes to better problem solving, stronger risk management and improved long-term planning.
In addition, 99% said engineering project management is welcoming and supportive of people who are neurodivergent, including those with conditions such as autism, ADHD and dyslexia. However, many respondents also think policies could be improved, with a majority saying their companies need more guidance on neurodiversity and how to accommodate neurodivergent staff.
Professor Adam Boddison OBE, Chief Executive of APM, the chartered membership organisation for the project profession, said the results indicate real progress and a willingness to go further.
Adam noted, “These results show that the project profession is in an excellent place when it comes to inclusive policies that actually make a tangible difference.
“While the figures around the benefits of having a neurodiverse team and the welcoming environment the industry has created are brilliant to see, the survey shows the project profession is not resting on its laurels.
“Many of the professionals surveyed are open to learning more about how hiring and training policies can be enhanced even further to ensure talented, neurodivergent individuals can find a place within the industry.
“It is pleasing to see that project management is doing many of the right things to not only welcome those with a neurodivergent condition, but doing so in a way that helps their projects succeed.”
More than 90% of those who identified as neurodivergent felt confident disclosing that to their employer. Of those individuals, more than 85% had adjustments made to their working patterns to accommodate this.
What policies are making a difference
According to the survey, the main policies put in place for neurodivergent staff were sensory-friendly rooms – such as those with adjustable lighting or quiet zones – introducing more structured routines to reduce anxiety from unexpected changes, inclusive onboarding procedures that account for various learning styles, and more flexibility around working hours.
Neurodiversity awareness training was also commonly cited as enabling teams to better understand and work with neurodivergent colleagues.
Adam added, “Awareness of neurodiversity and the adjustments individuals might need to cope with a demanding job is now higher than ever.
“Certain businesses will have their own policies and plans in place to better accommodate neurodiverse staff, but our survey shows the vast majority of neurodiverse people in the project profession are not just coping, but thriving.”
The latest findings follow previous APM research that found around three out of ten project professionals identified themselves as neurodivergent, pointing to a high level of acceptance within the profession and a clear case for scaling practical adjustments.
