Survey: Government Agencies Need to Raise Workforce Neurodiversity Awareness

Writing about the assets that neurodiverse employees bring to the workplace, Forbes’ Mark C. Perna recently noted that he was “stunned” to learn that 20% of American adults have some form of learning and attention issue.

Pointing to U.S. Census Bureau data, that figure equates to roughly 65.6 million members of the workforce, Perna wrote.

“In other words,” the Forbes contributor continued, “it’s likely that one out of every five members of your organization is a neurodiverse individual who might be struggling if they’re treated like everyone else.”

New Eagle Hill Consulting research finds that many government employees are not only unaware of how many of their colleagues might be neurodiverse, but the majority are unfamiliar with the term and its meaning.

In a new report, Eagle Hill details findings from a recent survey of 1,261 full- and part-time adult employees. The survey also included more than 300 interviews with individuals working in government at the local, state and federal levels.

In a statement summarizing some of the key findings, Eagle Hill described neurodiversity as providing “a framework for recognizing that some individuals’ brain function and behavioral traits are differences, not deficiencies.”

Neurodiversity can encompass a number of differences, including autism spectrum conditions, attention deficit hyperactivity disorder, Tourette syndrome, dyslexia, dyspraxia and dyscalculia, the statement read.

Overall, 85% of government employees say they would hire or have hired a neurodivergent worker. However, 61% of government respondents said they were either unfamiliar with the term neurodiversity or didn’t know its meaning.

While 60% of government employees said training in sensitivity to social differences would be valuable, and 62% said they would be interested in training on managing neurodivergent workers, just 24% reported that training was offered at their agency.

Only 28% of government employees said their organization has held formal conversations about neurodiversity. In addition, close to 60% of government employees indicated that their employer does not seek out advice and input from neurodivergent employees when designing office spaces, teams and project management systems.

“With about 15% to 20% of the population identifying as neurodiverse, some government agencies are actively pursuing neurodivergent employees through pilot programs and other hiring initiatives,” said Eagle Hill Consulting President and CEO Melissa Jezior, in a statement.

“This is a smart move, given the workforce shortages facing agencies, and because neurodivergent employees can add tremendous value to an organization. Neurodiverse workers often have exceptional talents when it comes to creative problem solving, attention to detail, math and data analytics skills, reliability and perseverance.”

Still, neurodivergent employees can encounter significant workplace obstacles, Jezior added, such as stigmas, social and communication challenges and sensory sensitivities, for example.

“ … Our research finds there is much work to be done to raise awareness in the workplace about neurodivergent employees and to implement training and accommodations that will enable all employees to thrive,” said Jezior, citing training and equipping staff on how to successfully manage and support neurodivergent employees as an example.

“If leaders aren’t trained on how to effectively manage neurodivergent workers and there isn’t a culture that values their skills, agencies can’t fully tap into the unique strengths of these sharp employees.”