With World Autism Acceptance Month underway, our HR Officer reflects on our priorities for true inclusion.
Here at Shout, we pride ourselves on our friendly, inclusive work environment and have worked hard to create a place where different perspectives are not just valued but essential. Feedback from our team often tells us that our people and our working environment are some of the things to be most proud of.
This culture has grown quite organically over the years. While inclusion has always been important to us, we hadn’t spent too much time thinking about the how and why of what we were doing, until we set to work last year to formalise our social responsibility action plan. It was at that point that we really started looking at ways to track our progress and shape a more structured approach to building a fully inclusive workplace.
One of the first things that came up in those discussions was our diversity data and demographics, and that got us thinking about how much of the picture they really show, particularly when it comes to neuroinclusion.
What does neuroinclusion mean to us?
Simply put, being neuroinclusive means creating and sustaining an environment where people of all neurotypes feel valued, supported and welcomed. It's about recognizing that neurological differences aren't barriers to overcome, but perspectives that strengthen our teams.
Neuroinclusion isn’t just the right thing to do, it’s a business imperative. Diverse perspectives drive innovation, yet too often hidden barriers prevent people from thriving.
The role (and limits) of demographics
We're not saying here that tracking data isn't valuable. Accountability is key to any meaningful strategy, and now that we're taking a more structured approach, having benchmarks to measure against is vital.
But data alone doesn’t tell the whole story. It can’t capture the variety of experiences within our workforce and recruitment pool. It can’t measure how safe someone feels to share their needs, or the hidden barriers that are present in many workplaces. And when it comes to neuroinclusion, those gaps in understanding can make a significant difference.
What my own neurodivergence has taught me about workplace barriers
As with many neurodivergent people I know now, I grew up feeling that I wasn’t quite like everyone else, but not understanding why. Back then, autistic traits were only really recognised if they fit a neat checklist of stereotypical behaviours, and autism was still predominantly associated with males.
I did well at school, allowing me to stay firmly under the radar, and carried that into my early working life. I was capable, but I found fitting in exhausting. At that time, my unrecognised neurodivergent traits were something I felt needed to be hidden, not harnessed, and certainly not celebrated. I never asked for support for fear of making myself vulnerable to the stigma and discrimination that had been very present throughout my life.
Looking back, my first barriers were already in place: a lack of understanding from both myself and those around me about what neurodivergence could look like. It wasn’t until my early thirties, during a school meeting about my son, that the penny dropped. After much deliberation I contacted my GP, who told me that they were seeing a “pandemic” of people my age coming forward after their children’s assessments triggered a realisation about themselves.
The road to diagnosis was long. This was another barrier: many workplaces require a formal diagnosis before offering support, yet waiting times are lengthy. Eventually, I was diagnosed as Autistic at 35, before subsequently being diagnosed with ADHD at 39. Both events marked the start of a steep learning curve, but a positive one. I learned what support makes a meaningful difference to me as an individual, and how small adjustments can make my work life not just more manageable, but more productive and ultimately more fulfilling.
Three and a half years later, my understanding is better than it’s ever been and I’m fortunate to be working in the most inclusive environment I’ve known. I’ve learned to appreciate my strengths, be kinder to myself on my more challenging days, and connect with others facing similar challenges.
The barriers I’ve seen first-hand
Across my working life, these have been the most persistent challenges:
Not understanding my own neurodivergence
The stigma that still exists around neurodivergence
Lack of understanding or support from colleagues and employers
Long waiting times for diagnostic assessment
Limited awareness of what workplace adjustments can look like
It’s clear now that many people fall through the gaps. Some don’t have or want a formal diagnosis. Some who do still don’t feel comfortable sharing it, or aren’t met with understanding when they do.
The data that drives Shout
Our reluctance to focus purely on demographics doesn’t stem from any overall dislike of statistics. Quite the opposite, it’s the statistics on neurodivergence at work that drive us to make a change.
The statistics are truly disheartening:
The Neurodiversity Index Report (2026) found that:
32 – 28% of neurodivergent employees report feeling psychologically safe to disclose.
51% of neurodivergent employees did not receive consistent, good support when they asked for it.
70% of employees with a neurodivergent family member say caring responsibilities impact their work.
The Chartered Institute of Personnel’s Neuroinclusion at work report (2024) found that:
Only around half of neurodivergent employees felt that their organisation had a supportive culture.
20% of neurodivergent employees report that they have experienced harassment or discrimination at work because of their neurodivergence
A third of respondents reported that their experience at work in relation to their neurodivergence has had a negative effect on their mental wellbeing.
Only 33% of organisations include neurodiversity in their EDI strategy.
Only 27% of organisations provide neurodiversity training for line managers, and less than half feel confident supporting neurodivergent employees.
A House of Commons research briefing in 2025 reported that, in the UK, only around 3 in 10 autistic adults are in work. This is despite the National Autistic Society research saying in 2021 that the majority want to work.
The business case is just as strong as the moral one. Studies have shown that neurodiverse teams can be up to 30% more productive, and initiatives like SAP’s Autism at Work have delivered significant savings through innovation and process improvement. It’s thought that increasing neurodivergent employment in the UK could boost the economy by £1.5 billion.
Our commitment moving forward
For us, neuroinclusion isn’t about chasing statistics - it’s about making sure that everyone, whether diagnosed or undiagnosed, disclosed or not, feels safe, valued and supported. Demographics will always have a place in measuring progress, but they’re just one part of the picture. The real measure of success is in the everyday experiences of our people. We’re not perfect but we are committed to learning, listening and improving. That’s why the commitment we’re making at Shout is to keep looking beyond the demographics, to keep challenging ourselves, and to keep improving so that everyone can thrive.
