The Myers-Briggs Company Takes a Closer Look at Workplace Diversity
Work is changing, and so are the ways people show up to it. The Myers-Briggs Company has released a new research study exploring how neurodivergent and neurotypical people move through their workdays—how they collaborate, communicate, and get work done. The report shares clear, practical insights meant to help organizations create environments where neurodiverse employees feel understood, supported, and able to contribute their best.
Why Personality Type Matters
The research notes that roughly 15–20 percent of the global population identifies as neurodivergent. Their on-the-job experiences can differ markedly from those of neurotypical colleagues. One stark data point stands out: nearly 80 percent of neurodivergent people face unemployment. That gap signals an urgent need for intentional, targeted approaches that make workplaces more accessible and responsive to different ways of thinking and working.
What the Study Looked At
The Myers-Briggs Company examined how workplace experiences diverge between neurodivergent and neurotypical groups, with special attention to personality types. By mapping these connections, the research gives organizations practical ways to fine-tune culture and processes—everything from team norms to communication and feedback—so neurodiverse employees can use their strengths with less friction and more impact.
Barriers Neurodivergent Employees Report
One of the most striking findings: 67 percent of neurodivergent participants said they change or mask their behavior to fit in at work. That pressure to blend in often comes with a cost—feelings of exclusion, a sense of not being supported, and fewer chances to participate fully compared to neurotypical peers. The message is plain enough: better, more inclusive day-to-day practices are overdue.
Building Inclusion Into Everyday Work
John Hackston, Head of Thought Leadership at The Myers-Briggs Company, underscores the growing recognition that embracing neurodiversity benefits everyone. Organizations that build genuinely inclusive workplaces don’t just check a box; they open the door to broader ideas, fresh perspectives, and stronger innovation. When teams welcome different thinking styles, opportunity spreads—across roles, levels, and especially to neurodivergent employees who are too often sidelined.
About The Myers-Briggs Company
The Myers-Briggs Company is a long-standing leader in personality assessment, focused on tools that help people work better together and navigate workplace dynamics with more clarity. In addition to the well-known MBTI assessment, the company offers resources such as the TKI, CPI, FIRO, and the Strong Interest Inventory. As a Certified B Corporation, it pairs commercial results with a commitment to positive social impact, aiming to strengthen both individual growth and organizational success.
Frequently Asked Questions
What does the report from The Myers-Briggs Company focus on?
It explores how neurodivergent and neurotypical people experience the workplace differently, with an emphasis on how personality types shape those experiences and outcomes.
How prevalent is neurodivergence in the global population?
The study highlights that about 15–20 percent of the global population is neurodivergent, underscoring why inclusive practices at work matter at scale.
What were the key findings of the study?
Many neurodivergent employees feel pressure to change or mask their behavior—67 percent reported doing so—which is linked to feeling excluded or unsupported compared to neurotypical colleagues.
How can organizations support neurodivergent employees?
By aligning workplace norms and processes with different thinking styles—clarifying communication, adjusting practices, and recognizing strengths—organizations can create spaces where neurodiverse employees can contribute more comfortably and effectively.
Who is John Hackston?
John Hackston is the Head of Thought Leadership at The Myers-Briggs Company. He advocates for inclusive workplaces and highlights how embracing neurodiversity can widen ideas, improve innovation, and benefit all employees.
