A recent survey carried out by the Institute of Leadership & Management has revealed that half of UK’s employers admit that they would not employ someone who had one or more neurodivergent condition.
The survey also found that UK organisations are actually not inclusive places to work for neurodiverse people, despite the fact that an estimated one in seven people are neurodivergent. The research, in partnership with Infinite Autism, Autistic Nottingham and Tourettes Action, has revealed a significant lack of understanding and awareness of neurodivergents in the workplace.
It also demonstrates that most company leaders/managers appear to be more knowledgeable about dyslexia than other forms of neurodiversity. Dyscalculia and dyspraxia are the least-known conditions. However, the majority of employers said they knew a little about ADHD/ADD, autism and Tourette’s, with just fewer than 3% saying that they had never heard of these conditions.
“While there’s a perceived level of understanding of neurodivergents and their requirements in organisations there is actually a gulf between the lived experience of neurodivergents and the perceptions of those experiences held by neurotypical people,” stated Kate Cooper, Head of Research, Policy and Standards at The Institute of Leadership & Management.
MOST BIASED INDUSTRIES
In short, the study reveals a high level of bias against employing people from neurominorities. Managers and leaders in the construction, engineering and manufacturing sectors had the most significant concerns around hiring neurodivergent talent. Approximately 32% said they would be “uncomfortable hiring autistics” and 29% admitted to “not being comfortable hiring dyscalculics”. In short, Around two in every 20 leaders said they would not employ a dyslexic person.
However, the highest level of bias exists towards people with Tourette Syndrome and ADHD/ADD. Over six in 20 managers/leaders said they would not employ someone who has Tourette’s Syndrome. “People living with Tourette Syndrome are especially marginalised as people mistakenly believe everyone with TS has the swearing tic, coprolalia, whereas only 10-15% do,” according to Suzanne Dobson, CEO of Tourette’s Action. However, she pointed out that “we cannot afford to marginalise so many creative and intelligent people” as the UK attempts to restart the economy.
FALSE STEREOTYPES & DISCRIMINATION
Despite the opportunities presented by employing neurodivergent talent, false stereotypes persist. Bias and stereotypes are in turn limiting the opportunities available to both neurodivergents, and to organisations not accessing this untapped talent, noted the research findings. Furthermore, many neurodivergent people report mental health issues arising as a result of active discrimination, exclusion and bullying because of their differences, or as a result of having to hide their differences.
“According to our research, the majority of diagnosed autistics, dyspraxics and dyscalculics reported that people in their workplaces behave in ways that exclude them, with just under half of dyslexics and people who have ADHD/ADD having similar experiences,” pointed out Cooper. Approximately 60% autistic, 55% dyspraxic and 53% dyscalculics reported that people in their workplace behave in a way that excludes neurodivergent colleagues. But this impression is not entirely shared by all their neurotypical colleagues, with only 29% agreeing this is the case.
The research also identified a lack of neurodiversity in organisations’ diversity and inclusion policies, and in their bullying and harassment policies and procedures. Only 27% could say they were certain that appropriate references were included in their diversity and inclusion policies.
NEURODIVERSITY BENEFITS
“Most employers are scared to hire neurodiverse people as they only calculate the risks based on the deficits of the condition,” explained Autistic Nottingham’s CEO Claire Smith. “ Hopefully, this piece of research will not only enable employers to see the strengths that neurodiverse people bring to the workforce but also make a significant contribution to the existing, small amount of research, development and managerial advice that is currently available in the field of neurodiversity.”
Kieran Rose, Managing Director of Infinite Autism, believes that recognising the unique lived experiences of neurodivergent people is fundamental to identifying and understanding the issues neurodivergents face in the workplace. This research is key to empowering neurodivergent workers and creating safe, equitable and accessible environments where their potential can be unlocked.”
KEY RECOMMENDATIONS
To help managers better understand neurodiversity, the Institute of Leadership & Management provides the following guidance:
- Provide unconscious bias and inclusion training for all staff.
- Review your organisation’s policies and procedures on inclusion, bullying and harassment.
- Ask neurodivergent staff if they would find any reasonable adjustments more enabling.
- Open channels of communication for neurodivergent staff to report negative experiences in the workplace, and address their responses.
- Be open to the opportunities presented by employing neurodivergent staff.
- Provide training for managers to ensure they are aware of the range of reasonable adjustments that can be made to support neurodivergent staff.
Click here for more information about the report.
Check out the following article on how to nurture neurodivergent talent.
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