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Neurodiversity: "For too many firms, it's an afterthought and not a focus"

ended 06. August 2024

When it comes to UK companies creating neurodivergent-friendly workplaces, “for too many firms, it's an afterthought and not a focus”, one expert in the field has said.

Jill Finch, founder at Croydon-based autistic-led social enterprise, A Collective, says: “There are many areas where neurodivergent strengths are seen as weaknesses at work, and where the average UK employer needs to improve and better understand us. For too many firms, it's an afterthought and not a focus.”

Meanwhile, Debbie Denyer, Neurodiversity Trainer at Debbie Denyer, said “discrimination remains a concern, with 3 in 10 neurodivergent employees not disclosing to their line manager or HR. Even if they did, less than half of managers feel equipped to support them, according to the CIPD Neurodiversity at Work report 2024.”

But Jasmine Miller, Director and Neurodiversity expert at Jasmine Miller Coaching, believes progress has been made: “UK companies have made progress in employing and harnessing neurodivergent employees' potential, with growing awareness of their unique strengths.”

The same view was shared by human behaviour specialist, Michelle Mills-Porter FPSA, of The People Reader:  “A positive shift towards recognising the unique contributions of neurodivergent individuals is emerging. There are instances where neurodivergent individuals are sought for their specialised skills, such as problem-solving, detecting anomalies and generating creative ideas. Recognising that many initiators of change and growth have historically been neurodivergent highlights the value they bring, shifting the perception from viewing neurodivergence as an issue to seeing it as an asset.”

But Andrew Burnett, autistic, founder of DiffandNet, the network for neurodivergent leaders and businesses, was less convinced: “Neurodivergent people are discriminated against in employment - only 20% of autistic people in the UK are employed, and 50% of managers say they would not hire neurodivergent people. Some companies have actively sought to recruit neurodivergent people, but in many cases this reinforces unhealthy and unhelpful stereotypes of neurodivergence such as “they’re good at numbers” or “they’re natural problem solvers” or similar tropes. Companies who really want to be allies can, and should, do better than recruiting neurodivergent people into roles which neurotypical managers feel might be appropriate- they should also commit to transforming workplaces and practices to make work more inclusive for everyone.”

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Jill Finch
Founder and Co-Director at A Collective
There are many areas where neurodivergent strengths are seen as weaknesses at work, and where the average UK employer needs to improve and better understand us. For too many firms, it's an afterthought and not a focus. We’re honest with a strong sense of justice. People believe that we miss social cues but often we sense the words don’t match the intention and don’t know how to handle that. We’d rather be straightforward. Sensory differences can make the workplace arduous, so we opt out of the ‘social’ side, e.g. lunch with colleagues, to have time to recoup. This is seen as not being a team player but we’re trying to ensure we’re fit to work and won't let colleagues down. Our brains are monotropic: we focus strongly on a small number of tasks at any given time. If able to do this, we can deliver exceptional work, but the pay off is that interruptions are painfully hard to deal with, so we don’t respond well. Neurodivergent-friendly workplaces are human-friendly, benefiting all of us.
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Debbie Denyer
Executive Coach, Facilitator & Neurodiversity Trainer at Coach the Difference Ltd
Imagine a workplace where everyone feels valued and empowered. In the UK, 76% of public and 72% of voluntary sectors say neuroinclusion is a focus for their business, yet only 55% of private companies are onboard. Larger firms are more committed, but 32% of all companies still neglect neuroinclusion. Discrimination remains a concern, with 3 in 10 neurodivergent employees not disclosing to their line manager or HR. Even if they did, less than half of managers feel equipped to support them, according to the CIPD Neurodiversity at Work report 2024. Neuroinclusive practices drive creativity, innovation and retention. There are great examples of flexible working, reasonable adjustments and training. Flexible policies benefit all employees and create thriving work environments. While neuroinclusion can seem daunting, research shows it positively impacts employee wellbeing and culture. It's not just the right thing to do but a strategic advantage in attracting and retaining talent.
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Jasmine Miller
Director & Founder at Jasmine Miller Coaching
UK companies have made progress in employing and harnessing neurodivergent employees' potential, with growing awareness of their unique strengths. While larger companies prioritise neurodiversity, implementation varies across organisations. Efforts include targeted recruitment, training and flexible working arrangements. Despite improvements, challenges like recruitment bias and inconsistent support remain, alongside misconceptions leading to discrimination. A neurodivergent workplace enhances innovation, creativity and productivity, which benefit neurotypical employees as well. Inclusive practices, such as clear communication and flexibility, support diverse needs. Continued efforts to reduce bias, improve accommodations and raise awareness are essential for truly inclusive workplaces, where sharing success stories and best practices can inspire wider adoption.