Learning disabilities – embracing the benefits to business
Many employers have a lack of understanding and awareness of neurodivergents and are therefore missing out on the benefits this wide range of people can bring to an organisation. That’s according to new research published by the Institute of Leadership & Management, which reports that one in seven people are neurodivergent, meaning they are differing in mental or neurological function from what is considered typical or normal (and includes a range of conditions such as autism and dyslexia).
Said Claire Smith, CEO of Autistic Nottingham:
“Most employers are scared to hire neurodiverse people as they only calculate the risks based on the deficits of the condition. Hopefully, this piece of research will not only enable employers to see the strengths that neurodiverse people bring to the workforce but will 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.”
Suzanne Dobson, CEO of Tourettes Action agreed:
“When we are trying to restart our economy we cannot afford to marginalise so many creative and intelligent people. 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. And yet, those making recruitment decisions sift people with TS out very quickly, swiftly followed by other neurodivergents.”
Creating an inclusive workplace
The findings of the research also revealed that neurodivergents feel their workplaces are not doing enough to ensure their colleagues behave inclusively towards them.
Over half of autistics (60%), dyspraxics (55%) and dyscalculics (53%) reported that people in their workplace behave in a way that excludes neurodivergent colleagues. But this feeling is not entirely shared by their neurotypical colleagues, with only 29% agreeing this is the case.
Sixty-three per cent of neurotypical respondents believe they have a high level of knowledge and awareness into neurodivergent conditions, particularly in relation to dyslexia and autism. However, while this might seem encouraging, the levels of discrimination demonstrated in the research may suggest knowledge and awareness is not as high as neurotypicals think.
Kate Cooper, Head of Research, Policy and Standards at The Institute of Leadership & Management, said:
“There are acknowledged benefits that neurominorities bring to our businesses, so we are calling for greater inclusivity for neurodivergent people in the workplace – or their valuable, diverse contributions will be lost. It’s apparent that 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.”
Kieran Rose, Managing Director of Infinite Autism, said:
“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.”
Neurodiversity in policies and procedures
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. This was particularly noticeable from respondents in the third sector – which has the greatest number of neurodivergent staff – with only 20% confirming appropriate references were made in either their diversity and inclusion or bullying and harassment policies.
Kate Cooper added:
“Although our findings show there are varying levels of inclusion in different sectors, there is a serious absence of references to neurodiversity in official policies and procedures across the board. Given one in seven people are estimated to be neurodivergent, we ask that leaders consider how this is impacting talent acquisition and employee retention.
“We recommend business leaders look into providing more unconscious bias and inclusion training for all staff, along with ensuring managers are fully aware of the range of reasonable adjustments that can be made to support neurodivergent staff. We also recommend organisations review their policies and procedures on inclusion, bullying and harassment to ensure they include provisions for their neurodivergent colleagues. A fully inclusive workforce is not only likely to be more innovative and productive but also more compassionate, an environment that is good for all employees.”
You can find the full research reports here.
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