Inclusion and access to all has long been a core value promoted by ACCA, but there is a growing body of evidence to suggest that diverse and inclusive workforces bring benefits to both business and wider society.
A new report from ACCA, Neurodiversity in accountancy, takes an in-depth look at a range of neurodivergent conditions including autism, dyslexia, ADHD and dyspraxia, including the experiences of neurodivergent ACCA members and other professional accountants.
The profession has much to gain from fully embracing neurodivergent talent
The report stresses throughout that the profession has much to gain from fully embracing neurodivergent talent, and sets out a series of practical strategies that will help organisations better support their neurodivergent employees.
The business case
Neurodiversity is a natural variation in the way in which the brain processes information. The report points out that while diverse thinking has aided our evolution and survival as a species, society has tended to expect a level of conformity of behaviour at work that has put neurodivergent people at a disadvantage. According to the Office for National Statistics, fewer than 30% of people with autism in the UK are in paid employment.
But in recent years, the benefits of diverse thinking have begun to be more widely understood, and organisations are increasingly recognising that they have an ethical responsibility to include and support neurodivergent individuals at work.
A neuro-inclusive environment fosters loyalty and reduces turnover
This new ACCA research, based on the experiences of accountancy professionals who are neurodivergent and thriving in the working world, ‘helps to define the reasons why cognitive variation matters, and why embracing neurodiversity is not only a moral imperative, but makes good business sense’.
The report sets out the business benefits of embracing neurodiversity:
- Diverse thinking: neurodiversity brings unique viewpoints and problem-solving approaches – allowing employees with different cognitive styles to contribute fresh ideas and innovative solutions.
- Increased productivity: accommodating neurodivergent individuals enhances overall productivity – when employees are supported, they can focus on their work more effectively.
- Talent attraction: organisations focused on building neuro-inclusive workplaces attract candidates – especially Generation Z, who are more driven by the social impact an organisation makes.
- Talent retention: a neuro-inclusive environment fosters loyalty and reduces turnover – employees appreciate workplaces that value their individual needs.
- Enhanced creativity: neurodivergent individuals often think outside the box – their creativity can lead to breakthroughs and novel solutions.
- Positive workplace culture: inclusive practices promote an atmosphere where employees feel respected and valued – leading to better morale.
Brand impact
The report argues that organisations that have made significant investment in attracting and supporting neurodivergent employees ‘have seen an impact on brand recognition, attracted new business, and gained access to an untapped talent pool – bringing innovation, creativity and problem-solving skills with them.’
Generation Z are attracted to organisations that can clearly demonstrate inclusive cultures
This is supported by ACCA’s Global Talent Trends 2024 study, which found that Generation Z are more likely to be attracted to organisations that can clearly demonstrate social impact and inclusive cultures and recruitment practices.
Real-life examples
The report profiles a number of neurodiverse accountancy professionals working around the world, detailing their experiences and their work to highlight the support that can help neurodivergent employees succeed at work.
The case studies include the development of ‘Braided’ technology – a written method of communication that gives everyone in a meeting the opportunity to contribute equally to the discussion. The technique was initially developed at NASA as a way of addressing the challenge of time delays when communicating with astronauts in deep space, but it is increasingly being used in the business world to encourage efficient and inclusive communication.
The focus should be on creating an environment where all can belong
Among the professionals interviewed in the report is Nic Chambers, managing director of Michael Page Malaysia, who was diagnosed with dyslexia as an adult. He argues that recruitment is beginning to focus on specialist roles over generalist positions, which may benefit some individuals with neurodivergent conditions.
‘We’re used to roles where we have a broad spectrum of responsibilities,’ he says. ‘Well, let’s deconstruct it, break it down to the fundamentals of the role. And if that’s what you’re good at, and you’re happy doing that, be the best in the business at just that.’
Practical support
The report includes a useful guide for employers that sets out a series of measures that can be taken to support neurodivergent employees on an organisational and individual level. At an organisational level, the focus should be on creating an environment where all can belong, and where policies and processes consider neuro-inclusion. The report suggests, for example, providing education and training opportunities to raise awareness, ensuring recruitment practices and job descriptions are inclusive, and creating neurodiversity champions and reverse mentoring programmes.
‘The North Star for an organisation should be neuro-inclusive design’
On an individual level, assistive technologies such as speech recognition software can help ensure that neurodivergent employees are not substantially disadvantaged, but the report stresses that even simple changes to ways of working can have a significant impact – such as flexible working hours that allow employees to avoid the intensity of public transport in rush hour.
‘The North Star for an organisation should be neuro-inclusive design,’ says the report, ‘where possible adjustments and ways of working are part of standard practice and no longer need to be requested.’
Neurodivergent employees often face challenges in ways of working that most take for granted, such as time management, taking notes and maintaining concentration. These cannot be addressed with training, as the brain of a neurodivergent person may not be ‘wired’ to complete these tasks without support.
This report is an important contribution to the debate, which aims to help employers better understand and benefit from a neuro-inclusive approach.
More information
See also articles in AB ‘Workplaces for the neurodiverse‘, ‘Success on the spectrum‘, ‘Build a neurodiverse workforce’ and ‘The neurodiversity solution‘
