Improving the employment prospects of autistic people
The Government has recently announced that it is launching a review designed to increase the employment prospects of autistic people. Currently, autistic people are amongst the least likely to be employed of all disabled people, with only 29% in employment, as found by the Office for National Statistics. This is despite the fact that the National Autistic Society has found that 77% of unemployed autistic people want to work. Such statistics show the gravity of the situation, and it is hoped that this review will generate the welcome change required to close the employment gap and increase opportunities.
Employers can provide a solution to the unemployment figures, and will have a crucial role to play in the review. They will be required to engage with the barriers they may have in their workplaces and rethink their processes and ways of working. The benefit of this change will be three-fold:
- It will enable autistic people to realise their potential and feel supported in the workforce;
- It will enable employers to benefit from autistic people’s strengths and realise the competitive advantage that they can bring;
- It will help to boost the economy.
What is the Buckland Review of Autism Employment?
Sir Robert Buckland has been appointed to lead the review, and will be supported by the Department for Work and Pensions and the charity, Autistica. The review will start this month and the recommendations are hoped to be reported in September 2023.
The review aims to engage with autistic people, employers and support organisations to discuss and recognise what barriers are currently in place which prevent them from entering into the workplace and remaining in employment. The Government has announced that the review will consider the following issues:
- How autistic employees already in the workplace can be identified and supported;
- What could be done to prepare them to begin and/or return to work; and
- Current work practices and initiatives, to reduce stigma and improve productivity.
The review has a particular focus on autism, with the intention of breaking down barriers and resolving issues in ways which will be acceptable to autistic people, be effective in achieving the desired goal, and in ways which are realistic for employers to action and sustain. However, it is hoped that any positive change in this respect will also open up opportunities for other neurodivergent individuals, such as those with conditions such as ADHD, dyslexia and dyspraxia.
Autism and the law
Autism is a not an illness or a disease, it is a spectrum condition which can affect the way a person interacts, communicates and perceives things. The condition is lifelong, and if it “has a substantial and long-term adverse effect” on an individual’s “ability to carry out normal day-to-day activities”, it will amount to a disability for the purpose of the Equality Act 2010. Accordingly, employers have legal duties towards their autistic employees and are required to make reasonable adjustments to support them in the workplace. However, an employer is only under a duty to make reasonable adjustments where it knows or could reasonably be expected to know that the individual has a disability and is, or is likely to be placed at a substantial disadvantage compared to others who do not have a disability.
Autistic employees are an asset
Large employers such as EY, JP Morgan Chase, SAP and Autotrader are ahead of the curve in realising the benefits that autistic people bring to a workforce. JP Morgan Chase have proven what an asset autistic employees can be, through carrying out analysis which has shown that their autistic employees’ work was equal in quality, but that they were 48% more productive than their non-autistic counterparts. Separately, EY has recognised the innovation and creativity skills that autistic employees can contribute to the workforce, and in 2021 they launched the first neurodiverse centre of excellence in the UK designed to enhance creativity and innovation.
The review intends to showcase employers, like those noted above, who are already benefiting from a neurodiverse workforce. More employers may want to follow their example, and discover the great technical, creative, innovative and problem-solving skills that autistic people have to offer. However, to recruit and benefit from employing autistic people, employers must take steps to open up opportunities and rethink how they accommodate all employees.
Practical steps to support those with autism
There are many steps that employers could take in order to reduce barriers, open up opportunities and support autistic people in employment. It is important that this support begins at the recruitment stage, and employers could consider taking the following steps:
- Ensure job descriptions are tailored and appropriate for autistic people. Employers can do this by keeping the language simple, making necessary skills clear and adding images;
- Talk to any prospective candidates prior to the interview and ask them whether they require any adjustments to the interview process;
- Limit surprises by providing detailed information and specific resources well in advance, and if possible consider providing some interview questions in advance;
- Focus on what the individual can contribute to the business, rather than how they answer questions. In order to do this, you could consider using a different interview format, such as a practical task or work trial;
- Be flexible with the environment you conduct the interview in, you could offer an online interview, ensure a quiet space is available during the interview and/or offer breaks; and
- Ensure all communication is clear and consistent, questions should be asked one at a time and phrased clearly to ensure the individual is not overloaded with information.
If you already have autistic employees in your workforce, you should consider taking the following steps during their employment:
- Discuss with the employee what adjustments may help them in the workplace, this could be providing specialist equipment, allowing deviations from any uniform or dress code requirements and/or flexible working;
- Provide certainty in their workplace environment. Whilst hot-desking is now widely used in the workplace, it may unsettle an autistic person and it may be worth considering whether they would prefer an allocated desk;
- Provide training to non-autistic employees, so they can get a deeper understanding of their autistic colleagues and how best they can work with them;
- Utilise support networks available to employers and employees. For example, the National Autistic Society offers support and can advise on best working practices, as can the charity Autistica;
- Mentoring schemes can be beneficial to ensure that autistic employees have a familiar face to go to and a support network whilst working; and
- Consider developing a neurodiversity policy which can act as a resource to support those neurodiverse employees.
JP Morgan Chase provide an example of how to invest and nurture autistic employees. They have provided training to non-autistic people, so they have knowledge and understanding of autism. They also facilitate informal buddies and arrange mentoring on a broad range of topics such as career advice and finding people to sit with at lunch. This enables their autistic employees to feel supported, overcome any fears and progress with their career.
The outcome of the review will be awaited with interest but in the meantime, there are plenty of practical steps employers (of any size) can take to support job candidates and employees with autism.
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