Why We Need to Talk About Workplace Bullying Against Neurodivergent Adults
Bridgette Hamstead
Workplace bullying is a serious issue that affects employees across industries, but neurodivergent adults are particularly vulnerable to mistreatment in professional environments. Despite growing awareness of diversity and inclusion, many workplaces remain hostile to autistic and ADHD employees, as well as others who process information, communicate, or engage with work differently. Neurodivergent individuals often face subtle or overt forms of bullying, including exclusion, micromanagement, excessive criticism, and even job loss as a result of being perceived as "difficult" or "not a good fit." Because workplace bullying against neurodivergent employees is frequently ignored, dismissed, or misinterpreted as a personal failing rather than a systemic issue, it remains an invisible and devastating problem.
One of the main reasons neurodivergent adults are more likely to experience workplace bullying is the expectation that all employees should conform to neurotypical social and professional norms. Many workplaces emphasize the importance of "team culture," social networking, and unwritten behavioral expectations that often conflict with the way neurodivergent individuals naturally function. Autistic employees, for example, may struggle with office politics, find small talk exhausting, or have difficulty interpreting vague social cues. ADHD employees may struggle with executive functioning challenges, making it harder for them to manage deadlines in ways that align with rigid corporate structures. Rather than receiving support or accommodations, neurodivergent employees are often labeled as uncooperative, socially awkward, or incompetent. These perceptions can lead to mistreatment by managers and coworkers, who may justify exclusionary behavior by claiming that the neurodivergent employee is not a "team player" or does not meet the company’s cultural expectations.
Bullying against neurodivergent employees often takes insidious forms that are not easily recognized as traditional harassment. Unlike overt aggression, neurodivergent individuals frequently face passive-aggressive exclusion, where they are left out of meetings, conversations, or social gatherings that are crucial for professional advancement. They may also experience constant micromanagement, with their work being scrutinized far more than that of their neurotypical colleagues. Some are set up to fail, given unclear instructions or impossible expectations, only to be criticized when they cannot meet them. Others are subjected to gaslighting, where their concerns about unfair treatment are dismissed, or they are made to feel as though they are imagining the hostility they face. This creates a toxic cycle where neurodivergent employees begin to doubt their own experiences and internalize feelings of failure, even when the real issue is a discriminatory work environment.
A major factor contributing to workplace bullying against neurodivergent individuals is the stigma surrounding accommodations and disclosure. Many neurodivergent adults fear that disclosing their diagnosis will lead to discrimination, so they attempt to mask their differences to fit in. However, masking—suppressing natural behaviors, communication styles, and cognitive differences to appear neurotypical—is exhausting and unsustainable. When neurodivergent employees struggle to maintain this facade, they may be perceived as inconsistent, unreliable, or unprofessional. Those who do disclose their neurodivergence often find that their accommodations are not taken seriously, ignored, or used against them. Employers may grant accommodations on paper but refuse to implement them in practice, creating an environment where neurodivergent employees are expected to function without the support they need while being held to the same standards as their neurotypical peers.
Many neurodivergent adults have been forced out of jobs not because of their actual work performance, but because of the hostility and exclusion they experienced in the workplace. A common tactic used against neurodivergent employees is manufactured incompetence, where they are denied access to information, given confusing instructions, or assigned tasks that do not align with their strengths. When they inevitably struggle under these conditions, their difficulties are used as justification for termination or demotion. Others face subtle but relentless social exclusion, where they are denied mentorship opportunities, passed over for promotions, or pushed into isolation until they feel they have no choice but to leave. These forms of bullying are difficult to prove, allowing employers to avoid accountability while continuing to create environments that are hostile to neurodivergent individuals.
The consequences of workplace bullying for neurodivergent employees are severe and far-reaching. Many experience intense burnout, which occurs when the stress of masking, workplace hostility, and lack of accommodations leads to complete mental and physical exhaustion. Burnout can take months or even years to recover from and often results in neurodivergent individuals leaving their industries entirely. The financial impact is also significant, as neurodivergent employees may struggle to maintain stable employment, leading to economic insecurity, difficulty accessing healthcare, and challenges in finding new jobs where they feel safe. The psychological toll is equally devastating, with many neurodivergent individuals experiencing anxiety, depression, and suicidal ideation as a direct result of workplace mistreatment.
Addressing workplace bullying against neurodivergent individuals requires systemic change at every level. Employers must go beyond surface-level diversity initiatives and actively work to create environments that support neurodivergent employees rather than forcing them to conform to neurotypical expectations. This includes educating managers and coworkers about neurodiversity, implementing clear anti-bullying policies that account for subtle and systemic forms of discrimination, and ensuring that accommodations are truly accessible and respected. Workplaces must also move away from rigid professional norms that penalize neurodivergent communication styles, executive functioning differences, and social behaviors.
Legal protections for neurodivergent employees also need to be strengthened. While workplace discrimination laws exist, they are often inadequate in protecting neurodivergent individuals from the unique forms of bullying they face. Many cases of workplace bullying are difficult to prove, as they do not fit into the traditional definitions of harassment or discrimination. Employees who file complaints often face retaliation, further discouraging neurodivergent individuals from speaking out. Stronger legal frameworks, including clearer protections against workplace bullying and better enforcement of accommodation rights, are necessary to ensure that neurodivergent employees are not forced to choose between their mental health and their careers.
The broader cultural attitude toward work and professionalism must also shift. Many of the issues neurodivergent employees face stem from outdated and ableist beliefs about what makes a good worker. The expectation that employees must be highly social, adaptable, and able to function in fast-paced, overstimulating environments inherently disadvantages neurodivergent individuals. Rather than expecting neurodivergent employees to fit into these rigid molds, workplaces should embrace neurodiversity as an asset. Many autistic and ADHD individuals bring unique skills, such as deep focus, creative problem-solving, and innovative thinking, yet these strengths are often overlooked because workplaces prioritize conformity over genuine talent.
Workplace bullying against neurodivergent adults is a systemic issue that must be addressed with urgency. Too many neurodivergent individuals are suffering in silence, forced out of jobs, or struggling with the long-term effects of mistreatment that is often invisible to others. Until workplaces recognize and confront the biases that contribute to this discrimination, neurodivergent employees will continue to face exclusion, burnout, and instability. Real inclusion means not just allowing neurodivergent people into workplaces but actively creating conditions where they can thrive without fear of mistreatment. The conversation about workplace bullying must include neurodivergent voices, and the fight for workplace rights must extend to those who have been pushed to the margins for far too long.
Recommendations to Address Workplace Bullying Against Neurodivergent Adults
For Employers & Workplaces
Establish clear anti-bullying policies that explicitly recognize subtle and systemic forms of discrimination against neurodivergent employees.
Provide neurodiversity training for all employees, including managers, HR professionals, and leadership, to reduce bias and improve understanding.
Ensure that accommodations are meaningful, consistently implemented, and legally protected rather than performative or conditional.
Move away from rigid "professionalism" standards that penalize differences in communication, socialization, or executive functioning.
Create alternative ways for employees to engage in workplace culture that do not rely solely on networking, small talk, or social events.
Provide clear, direct communication and instructions for neurodivergent employees, avoiding vague, implied, or unstated expectations.
Allow for flexible work environments, including remote work, quiet spaces, and adjusted schedules to support neurodivergent needs.
Implement stronger protections against retaliation for employees who report bullying or workplace discrimination.
Promote neurodivergent individuals into leadership roles to help shape more inclusive workplace policies.
For Neurodivergent Employees
Document instances of workplace bullying, including emails, meeting notes, and interactions that demonstrate patterns of mistreatment.
Know your legal rights under the Americans with Disabilities Act (ADA) or equivalent workplace protections in your country.
Seek out neurodivergent-affirming career coaching or workplace advocacy organizations for guidance on handling discrimination.
If disclosing neurodivergence, do so strategically and with a clear understanding of potential risks and workplace culture.
Prioritize self-care and recognize when burnout is setting in to avoid long-term harm from a toxic work environment.
Connect with neurodivergent employee groups, unions, or workplace advocates to build collective support.
For Policymakers & Legal Systems
Strengthen workplace protections to explicitly include bullying and discrimination against neurodivergent employees.
Improve legal frameworks to recognize and address the systemic and often subtle nature of workplace bullying.
Require companies to include neurodiversity initiatives in their diversity, equity, and inclusion (DEI) programs.
Implement better mechanisms to hold employers accountable for failing to accommodate or protect neurodivergent employees.
Encourage independent audits of workplace cultures to assess neurodivergent accessibility and inclusion.
For Workplace Culture & Society
Shift the cultural perception of what makes a "good employee" to include diverse communication styles and cognitive approaches.
Challenge ableist narratives that equate neurodivergent traits with incompetence, difficulty, or social failure.
Recognize and value the unique strengths neurodivergent individuals bring to workplaces rather than focusing only on their challenges.
Encourage open conversations about neurodivergence that go beyond awareness to actively dismantling stigma and bias.
Workplace bullying against neurodivergent adults will not end without systemic changes in how workplaces, laws, and society as a whole view neurodivergent individuals. These recommendations provide starting points for creating environments where neurodivergent employees are not just included, but respected, supported, and able to thrive.