A study by diversity consultancy Pearn Kandola revealed that nearly two thirds (63%) of neurodivergent workers reported hiding their condition from colleagues, and four in 10 (42%) felt uncomfortable asking for reasonable adjustments. The findings were published today (16 July).
“Where employees are unable or unwilling to reach out for help, or share details of disabilities or other conditions, it can present a difficult situation for employers,” said Marianna Zajac, Pearn Kandola research psychologist and co-author of the Neurodiversity at Work report, speaking to HR magazine.
“How do you tackle an issue if you’re not aware of it, or its true extent?”
Read more: How to create a thriving neurodiverse workplace
Around 15% to 20% of the population is thought to be neurodivergent; the umbrella term includes conditions such as autism, attention deficit hyperactivity disorder (ADHD), attention deficit disorder (ADD), dyscalculia, dyslexia and dyspraxia.
Toby Mildon, diversity and inclusion architect at DEI consultancy Mildon, said that employers need to normalise workplace adjustments so they are no longer a taboo.
He told HR magazine: “Some people are scared to ask for adjustments, because they worry it might put them at a disadvantage if others find out they have extra needs. But this is about making things fairer at work. By removing barriers through adjustments, we provide greater equity and fairness.
“HR leaders should first check how effective their adjustment process is. Often, it's complicated with many obstacles. They need to streamline it, to be as efficient as possible.”
Mildon added that adjustments should be available to everyone, not just disabled employees: flexible working hours, for example, can help working parents.
He said: “It's also important to communicate that asking for adjustments is normal, and not something to fear. Use internal communications to show employees who have benefited from adjustments without any negative consequences.”
Read more: A different slant: Reasonable adjustments alone won't cut it
Both Zajac and Mildon emphasised the importance of an inclusive recruitment process, to set expectations before employees’ first day at work.
“Recruitment processes are often non-inclusive,” said Mildon.
“They are usually designed by neurotypical or non-disabled people, making it hard for neurodivergent and disabled individuals to get through them. Ironically, if recruitment processes are designed with these individuals in mind, they become more accessible and inclusive for everyone.
“For example, giving candidates a sample of interview questions helps neurodivergent individuals prepare better, but everyone benefits from this change. Many people with non-apparent disabilities and long-term health conditions hide them from employers, fearing it might hurt their career progression or chances of getting a job interview.”
Zajac added: “Be proactive in asking employees what support they need. Right from the onboarding process, employees should be asked what support is required to help them thrive in their roles.”
Pearn Kandola's Neurodiversity at Work 2024 report is the result of surveying 600 neurodivergent workers in the UK.
