One in four employees self-identify as neurodivergent, according to new DCU research

The research surveyed more than 1,500 neurodivergent and neuromajority (neurotypical) employees across three corporate workplaces. It also included six focus group sessions with neurodivergent employees across these workplaces.

It found 25% of respondents were either diagnosed or self-identified as neurodivergent. Commonly reported neurodivergences included autism, ADHD, dyspraxia, OCD, dyslexia, dyscalculia, sensory processing issues, anxiety, and depression among others.

The report revealed 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. This assessment was based on the World Health Well Being Index (WHO-5).

Over 80% of participants (both neurodivergent and neuromajority) 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.

Findings from the survey reveal that neurodivergent employees are less likely to hold a managerial position compared to neuromajority peers. The percentage of neurodivergent employees holding a managerial position ranged from 24% to 34% across the three workplaces, compared to a range of 39% and 51% for neuromajority participants.

Report co-author Dr Laura Gormley, School of Inclusive and Special Education at DCU’s Institute of Education said,

“This study highlights the challenges faced, often daily, by employees who self-identify or have been diagnosed as neurodivergent. We recognise this research reflects the feedback from 1,500 employees across three corporate workplaces but with the same challenges arising in all three workplaces, it would suggest that the findings are indicative of the Irish workplace more broadly.”

However, small changes by employers have a large impact on the wellbeing of neurodivergent employees:

“Small accommodations go a long way in fostering an inclusive workforce, whether that’s a review of hot-desking or creating quiet zones, and this is no longer just a nice-to-have for employees, it is crucial to sustained employee success and well-being.”

Report co-author and Head of the School of Inclusive and Special Education at the DCU Institute of Education Dr Aoife Brennan added,

“The findings contained within this report which reveal employees who are neurodivergent are less likely to hold managerial positions reinforces the need for employers to consider inclusivity in their strategising so that all employees have the same opportunity to progress and grow in their careers.

‘Many employers already do just that but as the workplace continues to evolve, and with the advancement of new technologies it is important that inclusion and opportunity for progression for everybody is at the heart of decision-making.”

Recommendations

The DCU report contains a series of recommendations for employers to review and improve their workplace environment in support of their neurodivergent employees.

This includes:

• Access to a quiet ‘focus’ space for all: Provide access to a recognised workspace within the immediate team environment where all employees are aware of its function in providing distraction-free work conditions.
• Reduce hot-desking: Work to minimise or eliminate hot-desking to provide consistency and predictability around working conditions.
• Reduce reliance on bright overhead lighting throughout the workplace: In the first instance determine if overhead lighting is necessary and consider ambient lighting, dimmable lighting or access to a darkened space.
• Authentic flexibility: Provide employees with agency over managing their own work schedule, in line with their roles and responsibilities.
• Sensory agency: build awareness among all employees regarding the necessity of sensory breaks to facilitate focus.
• Leadership and Support: All employees should have access to reasonable accommodations such as structured communication or task assignment that supports them in their work without having to disclose any neurodivergences.
• Empathy and Awareness: Develop a wider understanding of the lived experiences of neurodivergent employees, including the strengths that they bring to the workplace, as well as obstacles they may face.

The full report, titled ‘Awareness is one of the big things but then after awareness it’s action, right?’ Guidelines to tackling barriers in the workplace for neurodivergent people, is available here.