How employers can close the autism employment gap

There is a huge autism employment gap in the UK. 1 in 70 people are estimated to be autistic, according to Autism charity, Autistica, which equates to around 1 million people. But only 30% of working age autistic people are in employment.

This is despite the growing recognition of the value that neurodivergent individuals bring to the workplace. Differences in cognition and communication can be real source of strength for organisations. Likewise, many autistic people want to work.

Those employed face the largest pay gap for all disability groups. On average, they are paid two-thirds less than non-disabled people. Autistic graduates are highly likely to be overqualified, in a temporary role or on zero-hours contracts.

The Buckland Review of Autism Employment set out to uncover why this is the case, consulting with employers, employer organisations, autistic people, autism charities and specialist support groups. The report, published in March 2024, found that poor employer preparation, unfair hiring practices, unclear processes and outdated attitudes all play a role in maintaining the autism employment gap.

The report identifies 19 recommendations to tackle the status quo, including many for employers. These are grouped under 5 key themes, which we explore below.

1. Raise awareness, reduce stigma and capitalise on the productivity of autistic employees

Myths surrounding those with autism remain pervasive, as highlighted by Catherine Bourne. Many employers are hesitant about recruiting autistic employees, often based on misconceptions of barriers.

The review calls for a national awareness campaign aimed at employers, promotion of the Autistica Neurodiversity Employers Index and roll out of pilots of good practice that enable autistic staff to be recruited and to succeed.  

2. Support autistic people beginning or returning to a career

The next stage is providing foundational support for autistic people to enter or return to the workplace.

Employers are encouraged to offer volunteering, internships and apprenticeships which can allow autistic people to develop their work experience and skills. Participation in cross-industry support groups is another way in which autistic people may build their confidence and knowledge of the workplace.

There are existing government schemes to support employers in employing autistic people (Access to Work and the new Universal Support Programme). However, there is lack of awareness of these schemes and concern they are not consistently tailored to the needs of autistic people.

3. Design recruitment practices that meet the needs of autistic applicants  

Employers are under a legal duty to make reasonable adjustments to the interview process, yet it appears most do not make any.

The National Autistic Society Autism Insight Panel found that when autistic applicants disclose their needs, only 11% were offered reasonable adjustments at interviews. Being anxious about the inaccessibility of the application and interview process were cited as the biggest barriers to finding work for 73% of autistic young people and their parents and carers surveyed by Ambitious about Autism.

The report highlights just how important reasonable adjustments can be to help reduce anxiety as well as ensuring better accessibility for autistic applicants.

Employers are encouraged to advertise that they are willing to make reasonable adjustments, rather than wait for applicants to make such requests, as this can allow Autistic people to feel more confident disclosing their needs. The onus should not be on autistic people to communicate exactly what they will need and it is important that employers are aware that many autistic people will have had negative interview experiences in the past.

Examples of reasonable adjustments in recruitment, include:

• Job descriptions – avoid excessively lengthy descriptions, autistic people are more likely to rule themselves out if they do not meet every criteria. Watch out for confusing jargon, and ambiguous and generic statements which may also be exclusionary. 

• Interview questions – open ended ‘tell us about yourself and your achievements’ questions can disadvantage autistic people who may be overly honest about their weaknesses. Similarly, avoid hypothetical or abstract questions as these can be harder to answer and anxiety provoking.

• Methods of assessment - practical tests and assignments to be completed before interviews could provide a better representation of autistic candidate’s skills and aptitudes.

• Screening mechanisms – filtering software that rules out applicants with gaps in their employment history can penalise autistic candidates. Similarly, the use of AI or other software to assess social interaction by analysing eye contact or mannerisms during interview is also exclusionary.

4. Support autistic people already in the workforce

Not everyone who is autistic wants to disclose their diagnosis, but they should feel comfortable doing so if they wish. In one study, Autistica found that 1 in 10 had not disclosed to anyone at work and 65% were not open to their whole organisation about being autistic. For many, it is not their ability to do their job which is anxiety provoking, rather the fear of their experience at work if they are known to be autistic.

Employees are more likely to feel comfortable disclosing or find they do not need to disclose their diagnosis if there is an inclusive working culture, characterised by:

• acceptance and understanding of autistic people without judgement or stigma, who are treated as part of the workforce regardless of supported needed (if any);
• listening to autistic employees and valuing their input;
• valuing the contribution that autistic people make to the organisation without patronisation or unnecessary elevation;
• adaptations that are normalised and part of default working practice;
• prioritising the mental health of autistic employees through adaptation and access to support; and
• personal, sensitive and timely responses to autistic person’s needs and drawing on external support when this is appropriate.

Employers should provide staff training on autism to improve understanding of adaptations for autistic staff, challenge misconceptions and reduce the risk of bullying and exclusion by other employees. Where training is provided, it is often over-simplified, medicalised and based on a one-size-fits all approach which can do more harm than good.

The report recognises the importance of line managers, as the person to whom an autistic employee is most likely to turn to for support. A strong relationship is more likely to allow autistic people to disclose their diagnosis and feel comfortable asking for clarification of tasks without fear of being judged.

Reasonable adjustments should be provided, but autistic people may not always ask for them. One study in 2022 found that around one third of autistic employees did not request adjustments at work but would have found them useful. Almost one third did not feel comfortable discussing their needs at all. Autistic people fear repercussions from their employer or colleagues, struggle to navigate unclear organisational pathways and may be concerned about the impact on others. Even when implemented, some autistic employees reported having to continuously fight for them to remain in place.

The report goes further, advocating an “inclusion by design” approach. In addition to making reasonable adjustments for specific staff, foster a more flexible working environment that suits the needs of all staff, improving wellbeing and performance overall. For example, noise cancelling headphones reduce sensory overload for autistic employees, and promote concentration for others. Permitted time working from home may also help those with caring responsibilities.

The report recognises the lack of guidance for employers, recommending increased visibility of Disability Confident organisations to act as role models for other employers, promotion of the CIPD’s Neurodiversity at Work guidance, development of autism design guides for specific industries and improve the suitability and accessibility of assistive technology.

5. Support autistic staff to develop and progress their career

There are additional barriers for autistic employees seeking career progression.

The review points to a lack of confidence and self-advocacy, mistaken assumptions about their career goals and a rigid stereotypical perception of what makes a good manager or leader.

Networking and socialising can play a key role in progression, which disadvantages autistic people who can find navigating unstructured relational aspects of work challenging.

Autistic employees benefit from regular and structured appraisals, providing:

• direct constructive feedback, as opposed to relying on an employee to pick up on subtle cues;
• reassurance of strengths; and
• wellbeing check-ins and reflection on reasonable adjustments.

Another recommendation is establishing employee network groups, providing opportunities for contact building, skill sharing and mentoring.

Employers are encouraged to deliver strength-based training to address skill gaps and reshape jobs to better match teams’ skillsets. 

Many of these recommendations do not require significant investment from employers. Often it comes down to changing mindsets and adjusting our ways of working. A more inclusive workplace for autistic people brings benefits for all employees and in turn employers themselves. 

We echo the words of Sir Robert Buckland KC MP when he said “I call on employers and governments to lead this change and make these recommendations a reality”.