Dimensions of diversity beyond gender: disability and neurodiversity
Dimensions of diversity beyond gender
Diversity, equity and inclusion (DEI) has been a focal point on the investor agenda for many years but the scope of diversity is evolving. Although gender continues to be a central and critical theme for DEI progress, investors can broaden the areas of diversity they can engage on. ‘Gender and Beyond: Diversity, Equity and Inclusion’, published by the First Sentier MUFG Sustainable Investment Institute highlights four broader dimensions of diversity: disability and neurodiversity; LGBTQ+; Ethnicity; and Socioeconomic background. These dimensions have been underexplored but are increasingly attracting stakeholder attention, alongside gender.
Investors have an opportunity to address DEI concerns through engagement and voting among investee companies. To support investors in deepening their understanding in this important area, we provide an overview of disability and neurodiversity in the workplace context, including actionable insights and engagement questions.
Disability
People with disabilities comprise an estimated 15% of the world’s population1 and around 18% of OECD (Organization for Economic Co-operation and Development) countries. Among working age adults with disabilities, most are likely to deal with impairments related to mobility, stamina, or mental health.
People with disabilities in the workforce face significant physical, attitudinal, social and communicative barriers to equal opportunities and independence. Disability is increasingly approached through a social model, which acknowledges the interactions between people with certain impairments and environmental barriers, such as those named above. By removing such barriers, people with disabilities will benefit from greater control over their lives and an inclusive workplace environment. Ultimately, these drive positive outcomes for employees and the company.
Workplace challenges
Education and employment are key challenges facing people with disabilities. For example, in the UK the disability employment rate is at 51%, which is significantly lower than 78% employment rate of the rest of the population.2 Comparatively, people with disabilities spend more time finding full-time employment; are more likely to work part-time; more likely to work in the public sector or for smaller employers; and are more likely to leave the labour market3. These factors contribute to a wage gap experienced by employees with disabilities. Within OECD countries, employees with disabilities tend to receive 85-87% of an average wage of employees without disabilities.
Despite the equality legislation introduced by many higher income countries, employees with disabilities continue to experience workplace discrimination. For example, in the US, over 30% of survey respondents experienced disability-related discrimination at work, while in Australia 45% reported experiencing unfair treatment or discrimination related to their disability.4
Employment rate of people with a disability (selected OECD countries, 2019)
Source: SII, OECD, Disability, Work and Inclusion: Mainstreaming in All Policies and Practices, OECD Publishing, Paris, 2022
Best practice
Employers have an opportunity to create inclusive work environments for employees with disabilities. Beyond ethical benefits, disability inclusion can have positive economic impacts, including increasing employee productivity and wellbeing, growing the talent pool, improving market access, strengthening reputation and social licence. Although limited resources, expertise and a need for flexible and differentiated action (pending the needs of employees with disabilities) are key challenges for developing an effective disability inclusion approach, there is best practice to follow:
Cultivating an accessible work environment:
|
| Raising awareness throughout the organisation to combat negative biases around disability |
| Employee engagement initiatives centred on building inclusive culture |
| Establishing networks for employees with disabilities |
| Providing dedicated medical benefits |
Initiatives that assist in strengthening disability inclusion in the workplace
| Initiative | Geography | Description | Weblink |
|---|---|---|---|
| The ILO Global Business and Disability Network | Global | 40 National Business and Disability Networks at a country level | www.businessanddisability.org |
| Disability Confident scheme (UK) | UK | Aids retention and recruitment with employers categorised at three levels from committed to leader | disabilityconfident.campaign.gov.uk |
| Include Ability | Australia | Resources for employees, employers, networks and pilot employment programs | includeability.gov.au |
| “Disability:In” Disability Equality Index | Global/US | Disability rating tool across Culture & Leadership, Enterprise-Wide Access, Employment Practices, Community Engagement, and Supplier Diversity | disabilityin.org/investors-are-in |
Neurodiversity
The human brain processes information in a myriad of ways. While many individuals have neurotypical thinking patterns – processing verbal, numerical and other types of information in similar ways, others may process information differently. Neurodivergence captures the spectrum of individuals with cognitive differences (see image 3 for key types of neurodivergence).
Similar to deepening an understanding of people with disabilities, an improved understanding of neurodiversity will support employers to create an inclusive working environment to facilitate employee wellbeing and positive business outcomes.
Neurodivergent employees can possess some of the most sought after skills in the workplace including a heightened ability to process information, creative thinking, an ability to provide a different perspective, elevated productivity and hyper-focus, and better memory. However they can also face challenges like time management, concentration and social difficulties. Fostering a workplace that accommodates such occupational difference like flexible work, additional training or assistive technology can help neurodivergent employees to tap into their strengths while mitigating challenges, allowing them to succeed in the workplace.
Employers are increasingly recognising the strengths of neurodivergent candidates in their recruitment initiatives however it is important to avoid blanket stereotypes or premise neurodiversity inclusion initiatives on stereotypical assumptions.
Key types of neurodivergence, their overlap and potential employee strengths
Source: Adapted from Dr Nancy Doyle based on work of Mary Colley
Workplace challenges
The number of neurodivergent individuals is under-represented as conditions associated with neurodivergence are underdiagnosed. For example, studies show high level of underdiagnosis of autism among adults from the UK,5 women and girls,6 and Black and Hispanic children.7 Further, individuals who received a diagnosis may not disclose it to their employer to avoid potential negative consequences.8 It is likely that businesses will have a mix of diagnosed and undiagnosed individuals within their workforce.
Best practice
Despite progress in this area, employers still have a long way to go to create inclusive environments that improve disclosure of neurodivergence. According to a survey report, 32% of employee respondents had not disclosed their condition; 29% of respondents did not ask for adjustments during the onboarding process; only 35% reported a high level of satisfaction with the level of support provided by their workplace. When asked about changes that could make a positive difference, most responses referenced flexible working, line managers’ attitudes, and improved communication.9 According to another survey, career progression and psychological safety were the key inclusion areas which strongly influence retention and wellbeing of neurodivergent employees, taking prevalence over provision of accommodations10.
Another important issue in the context of neurodiversity is providing necessary accommodations for parents of neurodivergent children, such as flexible working and remote working arrangements, and facilitating organisational support structures and awareness.
Company engagement questions on disability and neurodivergence:
- Is disability and neurodiversity inclusion integrated into the organisational approach to DEI?
- Do staff members have access to up-to-date and consistent training on disability and neurodiversity (including senior managers, HR, and line managers)?
- What is the process for choosing the training provider?
- What credentials are considered?
- Is the recruitment process inclusive of neurodivergent candidates and candidates with disabilities?
- Does the company provide accessibility adjustments in its office space and online services (websites and applications)?
- What alternative application routes are available to ND candidates or candidates with disabilities (e.g. applying over email or phone instead of the web-based application form, allowing additional preparation time)?
- Does the company assist with finding accessible transportation and accommodation for candidates with disabilities (in case of in-person interviews or assessment days)?
- What adjustments to the interview process are available to ND candidates and candidates with disabilities (e.g. providing interview questions in advance, allowing additional preparation time, providing alternatives for an in-person interview)?
- What structures and processes are in place to ensure a disability and neurodiversity inclusive workplace environment, and to facilitate wellbeing and career progression?
- How does the company ensure that line managers are equipped with the knowledge of organisational resources and networks designed to support ND employees and employees with disabilities?
- Does the organisation track the turnover of ND employees and employees with disabilities?
- How does the organisation regularly evaluate psychological safety and wellbeing of employees, including ND employees? If yes, what measures are taken to act on the findings?
- How is neurodiversity and disability inclusion integrated into the career progression pathways?
- What support networks or mentorship schemes are available for the ND employees and employees with disabilities?
- What flexible working arrangements are available for the employees with disabilities, ND employees and employees with ND children or children with disabilities? (e.g. WFH, flexible working hours)
- How does the company make sure that information on the existing support structures is easily available to all employees?
Dimensions of diversity beyond gender series
1 OECD, Disability, Work and Inclusion: Mainstreaming in All Policies and Practices, OECD Publishing, Paris, 2022
2 OECD, Disability, Work and Inclusion: Mainstreaming in All Policies and Practices, OECD Publishing, Paris, 2022
3 Based on the UK data for 2021-2022. Department for Work & Pensions, Employment of disabled people 2022, 26 January 2023
4 Sarah Aitchison, Disability and Job Disparities, 15 November 2023 https://www.atticus.com/advice/general/disability-and-job-disparities; Australian Human Rights Commission, IncludeAbility, Disability and employment in Australia
5 Elizabeth O’Nions et al, Autism in England: assessing underdiagnosis in a population-based cohort study of prospectively collected primary care data, The Lancet Regional Health, Vol 29, 2023
6 Durham University: Autism is still underdiagnosed in girls and women. That can compound the challenges they face
7 Desiree R. Jones, Christina Nicolaidis, Lisa J. Ellwood, Arianne Garcia, Khalilah R. Johnson, Kristina Lopez, TC Waisman, An Expert Discussion on Structural Racism in Autism Research and Practice, Autism Adulthood, Vol 2(4), December 2021; doi: 10.1089/aut.2020.29015.
8 Almuth McDowall, Nancy Doyle, Meg Kiseleva, Neurodiversity at Work 2023: Demand, Supply and a Gap Analysis, Birkbeck University of London, 2023
9 Lorne M. Hartman, Mehrdad Farahani, Alexander Moore, Ateeya Manzoor, Braxton L. Hartman, Organizational benefits of neurodiversity: Preliminary findings on autism and the bystander effect, Autism Research, 24 August 2023
10 Simonetta Longhi, Equality and Human Rights Commission, The disability pay gap, 2017
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