This research paper presents case studies of two organisations: one large employer based in the private sector and a medium-sized public sector employer whose workforces are neurodiverse - they employ both neurodivergent and neurotypical staff. Interviews were conducted with senior human resource managers and/or those able to give an overview of diversity policies at each organisation, one or more line managers of employees with neurological conditions and one or more employees with a neurological condition. The organisations were identified as a result of research and expert interviews. The aim of the research was to provide evidence that Acas could use both for debates about neurodiversity and to inform employer guidance that it develops.

The findings showed a number of actions are needed to improve employment for individuals with a neurological condition. For example, increasing awareness and understanding of neurodiversity through training, increasing visibility through mentoring, employee networks and role-modelling. Adjustments may also be required to successfully employ neurodivergent staff and more information is needed for employers on this topic. 

This research examined a three-month internship at the London offices of Deutsche Bank. Eight autistic graduates participated in the programme across five London offices. The graduates were aged 22-26, 2 were female and 6 were male. Interviews were conducted with four groups: the interns, the hiring managers, the team members of the interns and their buddies (a mentor assigned to them for the internship who worked outside their own team). Semi-structured interviews were conducted with the hiring managers and interns prior to the internship and in the final week of the internship. 

The results suggested that this was a positive, meaningful experience for most of those involved in the research.  Managers and colleagues reported better knowledge of autism and diversity and reflection on their own management styles. The interns mostly felt accepted, received support from their managers, team and buddies and many reported increased confidence. However, challenges were also experienced; for example, some interns had difficulty judging communication in the office environment. The report highlights four main recommendations: be clear and always be committed, treat people as individuals, provide widespread training on autism and create a point-person for autistic interns and their managers. 

This research was conducted from November 2012 to October 2013 and there were three main phases: a scoping stage involving informal interviews, analysis of national statistics and an evidence review; an online practice survey and follow up research; and interviews and survey work. The report discusses barriers to employment, for example, employers’ attitudes towards young people with ASD (Autism Spectrum Disorder) may be based on stereotypes and be inaccurate and searching online for jobs may be difficult for young people with ASD.  Additionally, there are also barriers to keeping a job, for example, sensitivities to noise, smell or colour and some cognitive barriers. However, the report discusses a variety of evidence-based solutions to help overcome these barriers. The report concludes by providing four recommendations for reducing or overcoming un-addressed barriers to employment for young people with ASD.