I’ve spent over three decades working in facilities management. It’s an industry built on problem-solving, structure, and efficiency - all areas I’ve always felt comfortable in. But for most of my career, I couldn’t quite explain why certain ways of working suited me better than others.
When I was diagnosed as autistic in my forties, everything clicked. The way I process information, my focus on detail and logic, my preference for clear systems over vague instructions - suddenly, it all made sense.
That realisation made me think about workplaces, particularly in FM. Do we recognise and support neurodivergent professionals in the way we should? Are hiring processes designed to identify real talent? And when neurodivergent people do enter the industry, do we give them the tools they need to perform at their best?
Why FM needs different thinkers
The world of facilities management relies on precision, planning, and structured thinking. Everything from compliance, operational strategy, or risk assessments, success depends on systems that work.
Many autistic individuals thrive in this kind of environment. A study by Birkbeck University of London found that neurodivergent professionals often excel in hyperfocus (80%), creative problem-solving (78%), and detail processing (71%) - skills that FM teams depend on every day.
I’ve seen this throughout my own career. My ability to absorb complex information, focus on intricate details, and create clear, structured workflows has helped me in everything from contract management to compliance audits.
But the real value comes when teams include a mix of different perspectives. What happens when someone spots inefficiencies others miss? Or when outdated processes are challenged and improved? The FM sector evolves constantly. The more we encourage diverse thinking, the stronger we become.
Barriers that still exist
Despite the benefits, neurodivergent professionals remain significantly underrepresented in the workforce. The numbers show how much change is needed - Autistica reports that only 21.7% of autistic adults in the UK are employed, the lowest of any disability group. That’s not due to a lack of talent. It’s often because hiring processes and workplace structures create unnecessary obstacles.
Recruitment is a major hurdle. Interviews tend to favour quick thinking and confident social interaction, which don’t always reflect someone’s ability to perform the job itself. Meetings with vague agendas or workplaces with sensory distractions can make day-to-day tasks more difficult than they need to be. Small adjustments, such as structured interview formats, written follow-ups, and quieter working spaces, can remove these barriers entirely.
Another challenge is energy management. Like many autistic people, I have to plan my workload carefully. I often use spoon theory to explain it - every task uses up a “spoon” of energy, and once they’re gone, I need time to recharge. If my day is packed with back-to-back meetings, unexpected changes, or constant noise, I’ll run out faster.
This isn’t unique to me, it’s an issue many autistic professionals experience. A report by the Institute for Employment Studies found that 46% of employed autistic individuals in the UK are overqualified for their roles, often because workplaces don’t create environments where they can use their full skillset.
Practical steps for more inclusive workplaces
Neurodiversity inclusion isn’t complicated. Small, well-thought-out changes can help teams work better together and allow individuals to achieve their best. Here are a few things FM companies can focus on:
Improve recruitment processes: Standard interviews don’t always showcase a candidate’s strengths. Skills-based assessments, structured interviews, and trial workdays give neurodivergent professionals a way to demonstrate their ability in real-world settings.
Clearer communication: Structured, written communication helps everyone. Providing detailed job expectations, predictable schedules, and step-by-step guidance allows teams to work more efficiently.
Workplace design: Open-plan offices, bright lighting, and background noise can make focusing difficult. Creating quiet areas, offering flexible working options, and considering sensory-friendly design leads to better productivity.
Diverse leadership: Representation matters, and this is key. Seeing neurodivergent professionals in senior roles challenges outdated stereotypes. Research from McKinsey found that companies with diverse leadership teams are 36% more likely to outperform competitors. The message is clear - teams that embrace different perspectives do better.
Looking ahead
Facilities management has an opportunity to raise the bar for neurodiversity inclusion. It’s an industry that solves problems, drives efficiency, and adapts to challenges, so why not apply that same mindset to the workplace itself?
For neurodivergent professionals who feel uncertain about whether FM is the right fit: your skills are valuable, and your perspective is needed.
For businesses looking to create more inclusive environments: thoughtful changes can have a lasting impact. The right adjustments don’t just help autistic employees - they improve the workplace for everyone.
So, what comes next? What steps could your organisation take to recruit, support, and retain neurodivergent talent? How can FM businesses turn awareness into practical action? These are the conversations that lead to real change.
Let’s start them now.
How do you manage your spoons?
For neurodivergent professionals - what strategies help you manage your energy at work? What adjustments have made the biggest difference?
And for FM leaders - what’s working in your teams, and what could be improved?
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