Is the automotive industry overlooking a hidden workforce? New research reveals untapped talent

With the automotive industry continuing to face significant skills shortages, could part of the solution already be working within our garages and workshops? New research from Autotech Group suggests that recognising and better supporting neurodivergent employees could play an important role in improving recruitment, retention and workforce productivity.

Our comprehensive survey of more than 220 automotive professionals working across garages, dealerships and aftermarket businesses found that 38% of respondents identified as neurodivergent, either through formal diagnosis or self-identification.

But while neurodiversity is already a significant part of the industry’s workforce, the findings suggest many individuals are not receiving the understanding or support they need to perform at their best.

From employees whose strengths go unrecognised to those reluctant to disclose their neurodivergence at work, the research highlights an opportunity for automotive employers to rethink how they attract, develop and retain skilled people.

And with the industry facing continued pressure to fill vacancies, it raises an important question: Are we overlooking valuable talent that is already within our businesses?

The hidden workforce already in our workshops

One of the most striking findings from our research is that 66% of respondents believe there is a wider, undiagnosed neurodivergent workforce of experienced professionals within the automotive industry.

Many respondents described receiving a diagnosis later in life or recognising neurodivergent traits without having received a formal diagnosis.

This matters because neurodivergent individuals can bring valuable strengths to automotive roles, including diagnostic thinking, pattern recognition, sustained focus and attention to detail. These capabilities are particularly relevant in an industry where vehicles are becoming increasingly complex, and technicians are required to combine mechanical expertise with advanced diagnostics, software and problem-solving.

Yet the survey suggests that these strengths are not always recognised.

Some respondents described being misunderstood by managers, overlooked for progression or struggling with workplace practices that did not reflect how they work best. For employers, this represents more than a missed opportunity to support individual employees. It could also mean failing to make the most of the skills and experience already available within their workforce.

Why employees aren’t always asking for support

Creating an environment where employees feel comfortable discussing their needs is an important part of retaining talent.

However, our survey found that 35% of neurodivergent respondents had not disclosed their condition at work.

Among those who explained their reasons for not disclosing, 55.6% said they did not see the benefit, while 51.9% feared being judged.

Others raised concerns about confidentiality, career progression and previous negative experiences. Perhaps even more concerning, 70% of respondents who answered questions about their disclosure experience said they had not been offered support afterwards.

For employers, these findings highlight why simply encouraging employees to speak up is not enough. People need confidence that their concerns will be taken seriously and that conversations about their needs can lead to meaningful support.

This does not necessarily mean introducing complicated policies or expensive technology. In many cases, it starts with managers understanding how individuals work best and being willing to explore different approaches.

Could small workplace adjustments improve retention?

One of the clearest messages from the survey is that employers do not always need to make significant changes to improve the working environment.

When asked what would help organisations better support neurodivergent employees, 42.9% of respondents highlighted the need for clearer advice on workplace adjustments. A further 35.7% identified industry guidance as a priority, while 23.2% highlighted management training.

Practical adjustments might include providing clearer written instructions, adapting communication methods, reducing unnecessary distractions or allowing greater flexibility in how tasks are completed.

The key is understanding what works for each individual rather than assuming that one approach will suit everyone. This is particularly relevant to automotive businesses, where productivity targets, time pressures and established workshop processes can make it difficult to recognise when someone needs a different approach.

For HR leaders, dealership groups and workshop managers, these findings raise an important consideration.

At a time when recruiting experienced technicians remains challenging, could relatively small changes to workplace practices help businesses retain employees who might otherwise leave?

Turning research into practical action

Our findings also reflect a wider shift in how neurodiversity is being considered within employment.

In October 2026, the Department for Work and Pensions published recommendations from its Expert Academic Panel on Neurodiversity, highlighting the importance of personalised workplace support and recognising individual needs rather than relying solely on formal diagnoses.

These themes were also central to our recent industry event, held at The Motor Ombudsman’s headquarters in London.

Bringing together automotive employers, industry experts and individuals with lived experience, the event explored how businesses can move beyond awareness and take practical steps to better recognise and support neurodivergent talent.

Discussions covered recruitment practices, management approaches, workplace adjustments, technology and the importance of creating environments where people feel able to perform at their best.

The experiences shared demonstrated that there is no single solution. However, there are practical steps that businesses of all sizes can take to better understand their workforce and create opportunities for people to succeed.

Simon King, CEO of Autotech Group, explains: “Neurodiversity is already part of this industry’s DNA; the challenge now is recognising it, which is why conversations like this are becoming increasingly important across the industry.

“Too many individuals are still being misunderstood or forced to fit into systems that don’t work for them, when with the right support they can thrive.

“The businesses that get this right won’t just improve inclusion; they’ll unlock a highly skilled workforce that’s been hiding in plain sight.”

Download our neurodiversity research and whitepaper

To help automotive employers turn these findings into practical action, we have published two resources exploring the challenges and opportunities surrounding neurodiversity in the automotive aftermarket.

Neurodiversity in the Automotive Aftermarket – Survey Results shares the findings from our industry research, including experiences of workplace support, disclosure, recruitment and the recognition of neurodivergent strengths.

The Inclusion Advantage – Automotive Whitepaper brings together perspectives from automotive employers, training specialists, neuroinclusion experts and individuals with lived experience. It explores practical approaches to recruitment, workplace culture, employee development and retention.

Together, these publications provide valuable insights for automotive HR professionals, dealership leaders, workshop managers and anyone involved in building a skilled, resilient workforce.

Download the full survey results and whitepaper

Frequently asked questions

What percentage of automotive professionals are neurodivergent?

Autotech Group’s survey of more than 220 automotive professionals found that 38% of respondents identified as neurodivergent, either through formal diagnosis or self-identification. This reflects the survey participants rather than a confirmed prevalence rate across the entire automotive workforce.

How can automotive employers better support neurodivergent employees?

Support starts with understanding individual needs. Clear communication, practical workplace adjustments, appropriate management training and flexibility in how tasks are completed can all help employees work more effectively. Different individuals will require different approaches.

Can supporting neurodivergent employees improve staff retention?

Creating a workplace where employees feel understood, supported and able to use their strengths can help address factors that contribute to disengagement and staff turnover. Autotech Group’s research highlights opportunities for employers to improve employee experiences, although it does not directly measure the impact of workplace adjustments on retention rates.

Do employees need a formal neurodivergent diagnosis to receive workplace support?

Not necessarily. Employers can discuss individual needs and consider practical adjustments without requiring employees to have a formal diagnosis. The focus should be on understanding any barriers employees face and identifying appropriate support.

Where can I download Autotech Group’s neurodiversity survey and whitepaper?

Both publications are available through the Autotech Group neurodiversity resource page. They explore the survey findings and practical approaches to recognising, supporting and retaining neurodivergent talent in the automotive industry.