One in four corporate employees self-identify or have been diagnosed as neurodivergent, according to new research from the Institute of Education at Dublin City University (DCU).
Commonly reported neurodivergences included autism, ADHD, dyspraxia, OCD, dyslexia, dyscalculia, sensory processing issues, anxiety, and depression among others.
The study consisted of a survey of over 1,500 neurodivergent and neuromajority employees across three corporate workplaces, and six focus group sessions with neurodivergent employees across these workplaces.
Findings from the survey showed that neurodivergent employees are less likely to hold a managerial position compared to their neuromajority peers.
According to the study, the well-being of neurodivergent employees is significantly poorer than that of their neuromajority colleagues, with 18.5% of neurodivergent employees likely experiencing significant levels of depression.
Dr Laura Gormley from the School of Inclusive and Special Education at DCU's Institute of Education, who co-authored the report, said that reflected a lack of support, acceptance and understanding in many workplaces.
"[it's about] moving away from this idea of a neuro-inclusion illusion, where companies have a stated commitment to neurodiversity and embracing neurodiversity," she said. "But really embracing that lived experience of what it's like to be a neurodivergent person and implementing small changes that can have a huge impact."
Over 80% of participants, both neurodivergent and neuromajority, said they believe that specific accommodations were necessary for neurodivergent employees to be successful at work with hybrid working, access to quiet spaces and flexible start/finish times identified as the accommodations of priority by neurodivergent employees.
"We're talking about really simple, actionable changes that companies are already moving on," she said. "What our participants were really calling for was real, authentic flexibility - so giving them the autonomy to really manage their workload and how best to manage their time in and out of the office.
"And even things like flexible start and work times so you're avoiding the rush hour commute, especially on a morning like this."
There has been some push back against the likes of remote and flexible working in some sectors recently, however Dr Gormley said there is evidence from around the world that embracing these kinds of arrangements for all workers is beneficial to a company's bottom line too.
"What we are seeing in the international literature is companies that are embracing neurodivergent workforces, like truly embracing them, they have a competitive edge," she said.
"They have higher revenues, higher stakeholder returns, they have better problem solving capacities, creativity, innovation. Itt's a win-win for everyone if we're supporting our neurodivergent employees," she said.
"They're one quarter of the workforce, and really this will support all employees," she added.
