A new survey finds that most managers feel prepared to support employees who disclose autism, but only a third are confident about actually navigating accommodations. 

By Gillian Manning
Manager of Content Strategy

Good intentions may not be enough to support neurodivergent employees. A new report from NEXT for AUTISM identifies a readiness gap among people leaders. The survey polled 521 U.S. managers with direct reports. While 61% report that they feel prepared to support an employee who discloses autism, just 33% are confident about guiding that employee through the formal accommodations process. Seventy-eight percent worry about saying or doing the wrong thing, and the same share wants more training. 

Much of the learning happens on the job. Among managers who have supported a neurodivergent employee, 48% reportedly turned to the employee for guidance, while 28% relied on formal employer training and 27% went to HR. 

“Inclusion shouldn’t begin only when an employee asks for help. Employers need to take the lead in preparing managers to support neurodivergent employees proactively, rather than expecting employees to pave the way,” says Gillian Leek, CEO of NEXT for AUTISM. 

The report also found: 

  • 43% of managers who have experienced an employee disclosure feel confident navigating accommodation options, compared with 23% of those who have not; 
  • 24% adjust their management approach only when an employee explicitly requests it; 
  • only 33% feel confident identifying and supporting an employee who appears exhausted from constantly adapting to fit in; and 
  • 76% of Gen Z managers and 48% of Millennials have had an employee disclose neurodivergence, compared with 41% of Gen X and 28% of Baby Boomers, though younger managers were no more confident handling subtle scenarios such as masking. 

To close the gap, the report outlines four priorities for employers, including:  

  • training managers to recognize subtle signs of strain; 
  • giving them a standardized disclosure and accommodations playbook; 
  • making universal design practices such as written meeting summaries standard for entire teams; and  
  • funding structured professional development so readiness isn’t left to self-directed research. 
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