Inclusive Recruitment and Fair Work for Autistic Employees in Scotland

 12th Dec 2024

In the evolving discourse on workplace equity, autistic individuals are often overlooked. W&A Director Ross McQuarrie has recently joined the board of Into Work, a non-profit supporting disabled and neurodivergent people in achieving their employment goals.

Their "Closing the Fair Work Gap" report sheds light on the barriers faced by autistic workers in Scotland, where only 29% of autistic adults are employed, compared to 81.6% of non-disabled adults. Funded by the Scottish Government’s Increasing Understanding of Autism Programme, the report calls for systemic changes to Scotland's Fair Work Framework.

Understanding Autism at Work

Autism is a neurodevelopmental difference that affects communication, information processing, and interaction. While many autistic people bring unique strengths to the workplace, they often face:

• Stereotyping and discrimination: Misconceptions equate autism with incompetence.
• Limited opportunities: Traditional practices often exclude autistic individuals.
• Insufficient adjustments: Only 6.2% of employees surveyed had access to autism or neurodiversity policies.

Key Findings from the Report

• Fulfilment is Vital: Autistic employees value autonomy and using their skills. "Opportunities to work autonomously and solve problems" ranked highest in satisfaction.
• Voice is Weak: Many employees lack safe platforms to express concerns. "Effective voice" was rated the lowest dimension of Scotland’s Fair Work Framework.
• Inclusion Falls Short: While 84.6% of employers felt confident supporting autistic workers, many workplaces lacked dedicated neurodiversity policies.

Managers often underestimated gaps, highlighting a need for improved communication and alignment.

Recruitment and Onboarding: Breaking Down Barriers

Recruitment often creates significant hurdles for autistic candidates due to:

• Complex job descriptions that deter candidates.
• Sensory challenges like harsh lighting and noisy environments during interviews.
• Unclear processes that make preparation difficult.

Recommendations for Inclusive Recruitment

• Simplify job descriptions: Focus on core responsibilities to prevent self-deselection.
• Share process details: Provide information on interview formats, panel members, and the environment.
• Sensory-friendly interviews: Use quiet spaces with minimal distractions.
• Explore alternatives: Practical assessments and work trials can better showcase skills.

Beyond Recruitment: Building Inclusive Workplaces

Creating fair work environments requires structural and cultural changes:

• Add "Inclusion" to the Framework: Reflect the unique barriers faced by neurodivergent employees.
• Simplify Adjustments: Reduce bureaucratic hurdles and normalise support.
• Foster Awareness: Train managers to reduce stigma and increase empathy.
• Collaborate on Policy Design: Involve autistic employees in developing workplace policies and practices to ensure they address real-world challenges.

A Vision for Fair Work

Case studies in the report highlight successes and ongoing challenges:

• Good Practice: Shona, a regional director, implemented inclusive recruitment processes that benefited all candidates, such as pre-sending interview questions and designing sensory-friendly environments.
• Challenges Remain: Jean, a secondary teacher, struggled to access adjustments in a system designed for neurotypical norms, leaving her feeling unsupported despite her skills and dedication.

What This Means for Recruiters and Employers

Recruiters and hiring managers have a unique opportunity to lead the charge in creating fair work environments. By advocating for inclusive hiring practices, recruiters can help their clients tap into the strengths of autistic talent. This benefits not just candidates but also the organisations themselves, fostering diversity and innovation.

Key steps include:

• Educating clients on the business benefits of inclusion.
• Sharing evidence-based strategies from the report, such as simplifying job descriptions or adjusting interview processes.
• Positioning inclusivity as a competitive advantage in hiring.

Final Thoughts

Reading the "Closing the Fair Work Gap" report really brings home just how much work remains to be done in creating inclusive workplaces for autistic individuals in Scotland. The challenges are clear—stereotyping, lack of opportunities, and systems that don’t fully accommodate neurodivergence. But the solutions are equally clear: with some simple changes in how we recruit, onboard, and support employees, we can create work environments that truly allow autistic talent to shine.

For those of us in recruitment and HR, this is a real opportunity to lead the way in making workplaces more inclusive. It’s not just about filling roles; it’s about creating spaces where everyone—regardless of neurodivergence—can thrive. By listening, learning, and making thoughtful adjustments, we can help bridge this gap and ensure that fair work becomes a reality.