70% of Neurodivergent Employees Fear Disclosing at Work: What 2026 Data Means for Employers

For many neurodivergent employees, the decision to tell an employer they are neurodivergent is not simple. Disclosure can unlock accommodations and support, but it can also feel like a risk to how they are perceived, evaluated, and promoted. That tension is now measurable.

According to Understood.org’s 2026 Neurodiversity at Work Survey, conducted by The Harris Poll, 70% of neurodivergent employees worry that disclosing that they are neurodivergent could negatively impact them in the workplace.

For employers, that figure deserves attention. A large share of neurodivergent employees are weighing whether it’s safe to ask for the support that would help them do their best work.

The Gap Between Workplace Accessibility and Employees’ Confidence to Disclose

On paper, awareness and accessibility appear relatively strong. In the same survey, 69% of employees say their manager understands what neurodiversity is, and 73% say their workplace is accessible for neurodivergent employees.

But those perceptions coexist with persistent stigma. About 79% of neurodivergent adults report stigma around requesting accommodations. A workplace can be perceived as accessible while employees still worry about the consequences of disclosure. That gap between workplace accessibility and employees’ confidence to disclose is where employers have an opportunity to act.

The practical problem compounds the emotional one. The survey found that 70% of neurodivergent employees say they have no idea what accommodations they are entitled to, and 60% do not know who to talk to at work to request them. Even an employee who wants support may not know what exists or where to start.

Why Disclosure Concerns Matter for Employers

When employees do not feel safe disclosing, the effects do not stay with the individual. They surface in the work.

Some employees respond by masking, putting steady effort into appearing neurotypical rather than into the job itself. Others navigate their needs alone, without the accommodations or support that would ease the day. Over time, that strain can show up as reduced focus, lower productivity, and quiet attrition, and the cause is rarely visible to a manager.

There is also a clear education gap. Across the survey, 85% of adults say employers need better education on workplace accommodations. The appetite for a more supportive workplace is there. What is often missing is the structure to deliver it.

Callout: Neurodivergent Women Face Sharper Barriers

The disclosure gap is not felt evenly. The 2026 data show neurodivergent women carrying a heavier load than their peers.

• 75% of neurodivergent women feel pressure to mask, or to conform to neurotypical behaviors, at work.
• 68% of neurodivergent women say they are afraid to leave their job, compared with 37% of neurotypical women.
• Among those who requested accommodations, 22% of neurodivergent women report being denied, compared with 7% of neurotypical women.

For employers, these findings point to a retention concern. Neurodivergent women report greater pressure to mask, greater concern about leaving their jobs, and higher accommodation denial rates than their peers.

The AI Finding Employers Shouldn’t Miss

The 2026 survey also points to a shift in what employees expect. Neurodivergent employees are early adopters of workplace technology: 78% report using AI tools at work, compared with 59% of neurotypical employees.

More telling for employers, 57% of neurodivergent employees say they would be more likely to disclose that they are neurodivergent if their employer provided specialized AI tools. The finding suggests that access to tools designed with neurodivergent employees in mind may influence how supported employees expect to feel after disclosure.

What the 2026 Data Means for Employers

The data is clear: awareness is not the same as support. Many employees believe their managers understand neurodiversity, yet they still have concerns about disclosing or asking for support. Closing that gap is a matter of building the right structures, not asking employees to be braver. A few moves follow directly from the data.

1. Make support available without requiring disclosure. Much of the fear comes from a simple reality: getting help often means formally identifying yourself first. When employees can access confidential, non-clinical coaching and guidance on their own, they get support without having to disclose before they are ready. That changes the calculus.
2. Educate managers, and set the expectation clearly. With 85% of adults saying employers need better education on accommodations, manager readiness is a direct lever. Managers do not need to become experts. They need to understand enough to respond well and to point employees toward real resources. RethinkCare members report a 64% improvement in manager confidence supporting neurodivergent teams.
3. Make accommodation pathways obvious. Because 60% of employees do not know who to ask, a clear, well-communicated path to support removes a barrier that has nothing to do with willingness. Employees should be able to find what is available and how to request it without having to investigate.
4. Organize support around needs, not labels. The needs behind a disclosure request, such as executive functioning, communication, focus, and managing change, are practical and specific. Support that helps employees build those everyday skills is useful whether or not a formal diagnosis is ever named. Managers also need to know how to respond when those needs show up at work. Our Manager’s Guide offers practical guidance for helping managers recognize when an employee may need support, respond effectively, and connect them to the right resources.

How RethinkCare Helps Close the Trust Gap

For employers, RethinkCare provides a practical way to support neurodivergent employees without making disclosure the starting point. Employees can access confidential, practical support without requiring a diagnosis or disclosure.

The platform brings four connected capabilities into one experience. Navigation pairs employees with trained human Navigators who clarify next steps and help them navigate workplace supports and benefits. Expert Consultations and Coaching offer one-on-one sessions with credentialed experts, including Board Certified Behavior Analysts (BCBAs), to build practical routines and skills. A Digital Library provides on-demand, expert-led learning for employees and managers alike. Guided Journeys deliver personalized, next-step guidance as needs change. Because employees can start with confidential coaching and learning, they can get meaningful help without having to disclose before they are ready.

The outcomes employers care about follow. RethinkCare members report meaningful gains in focus and retention, with 96% reporting feeling more focused and 86% saying RethinkCare helped them stay in their role. Independent research supports the business case as well: a Total Economic Impact study conducted by Forrester Consulting found a 119% return on investment, including $2.8 million in productivity gains over three years. For global employers, that support scales across 190+ countries and territories, with 180+ languages available, and more than 30,000 live BCBA and coach consultations each year.

The Takeaway

The 2026 data makes the opportunity clear. Neurodivergent employees are already part of the workforce, and many have concerns about disclosing or asking for support.

Employers can build trust by creating the right conditions: support that does not require disclosure to access, managers who know how to respond, and clear paths to the help that already exists.

To see how RethinkCare can fit within your existing benefits stack, book a demo.