Majority of employees hide their true personalities at work, new survey finds

A new survey commissioned by Online DISC Profile suggests that more than half of employees are choosing not to show their true personalities in the workplace – a behaviour linked to reduced psychological safety, emotional strain, and long-term identity challenges.

The study, which gathered responses from over 3,000 individuals, found that the majority conceal aspects of their personality from both colleagues and managers. This behaviour, known as masking, occurs when people suppress or modify their natural traits out of concern that these may not be accepted or valued in a traditional work environment.

Why employees feel compelled to hide who they are

Industrial and organisational psychologists point to low levels of psychological safety as a key driver of masking. When people believe they may face judgement, negative consequences, or misunderstanding, they are less likely to express themselves freely. This dynamic can be even more pronounced among individuals with neurodivergent traits – such as autism, ADHD, or anxiety – who may already face challenges navigating social expectations at work.

The survey’s findings highlight that masking is not simply a matter of discomfort; it can have genuine psychological effects. Continually monitoring and adjusting one’s behaviour to fit in can lead to heightened stress, emotional exhaustion, and spill-over strain in personal life.

Research also associates long-term masking with increased anxiety, reduced self-esteem, and in some cases, a gradual loss of identity as individuals struggle to reconcile their real selves with their workplace persona.

Neurodiversity and the added impact of masking

For neurodivergent employees, masking often requires additional effort and can be particularly draining. Experts note that the process of preparing to disclose personal challenges or traits – such as rehearsing conversations or arranging private discussions with managers – can be overwhelming for some individuals. Yet, when employees feel safe enough to share their needs, this often leads to greater understanding and improved working relationships.

The survey also found a strong appetite for more transparent and supportive workplace practices. More than seven in ten respondents said they would prefer working in an organisation with a clear and inclusive neurodiversity policy, regardless of whether they personally identify as neurodivergent. This indicates that inclusive policies are increasingly seen as beneficial to the workforce as a whole, not just to those with a diagnosis.

With employees spending a significant portion of their lives at work, the findings reinforce the need for organisations to foster environments where individuals feel comfortable being themselves. Clear policies around neurodiversity, empathetic leadership, and the thoughtful use of personality assessments can contribute to a culture where authenticity is encouraged rather than suppressed.