As a sector, engineering shares many common traits underneath the umbrella that includes technology, science and maths, but one in particular: we all struggle to attract a level of diversity within our workforce that matches the balance of that in society.

Except perhaps in one area: neurodiversity.

I say “perhaps” because with acknowledged levels of a lack of formal diagnosis it’s hard to quote precise numbers, but studies estimate that between 14% and 20% of the UK population is neurodivergent, yet the Institution of Engineering and Technology (IET) published a survey in 2023 that not only stated that 19% of respondents identified as definitely or possibly neurodivergent but goes on to say that in the report’s opinion, this number is still an underestimate of the true number within engineering.

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Neurodivergent is an umbrella term, referring to individuals whose brain functions differently from the neurotypical norm, and most of us would be able to name ADHD, autism and dyslexia as three examples, but these three are appraised to make up only between 13% and 27% of neurodivergence in the UK. The balance consists of perhaps less well known - and understood - examples and includes dyspraxia, dyscalculia, dysgraphia, hyperlexia and synaesthesia. In essence these neurotypes can affect how people process, interpret, learn, and experience the world.

Stereotypes are always to be approached with caution, but when we think about why for once our sector has met and maybe even passed a measure of diversity as it exists in society, it’s useful when considering why that might be the case to understand the value it brings to engineering.

Back then to the excellent IET report, which summarises the strengths of neurodivergent people through research carried out by the business-led forum, Neurodiversity in Business. Its research found that 80% identified hyper-focus as a strength, 78% cited creativity and 75% reported innovative thinking, with hyper-focus and creativity common across a range of neurotypes. Eleven further identified strengths included authenticity (64%) and long-term memory (55%). Another recent study found that neurodivergent employees in certain technology roles are between 90% and 140% more productive than their neurotypical colleagues; and another found that teams which include neurodivergent professionals can be 30% more productive than those which don’t.

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It’s not hard to see that, in our engineering sector’s requirement for complex problem-solving and innovation, these are a clearly useful set of superpowers to have in your toolkit. It also speaks directly to the inherent value of diversity, and why good business performance flows from understanding the power of including diversity of thought and perspectives in the conversation.

If we are all agreed on the value, then next as for any measure of diversity we must consider how we attract, retain and then develop the people who can be so beneficial to our businesses. Here, we should take a reality check because, as of March 2023, The British Association of Social Workers reported that only one in 16 autistic adults were in full-time employment, and an estimated 45% of neurodivergent individuals have lost or left their jobs due to misunderstandings and a lack of education and awareness among employers.

It all starts at the job advert and interview, and here the UK Government commissioned the Buckland Review of Autism Employment, which this year identified that poor preparation by employers, unfair hiring practices, unclear processes and outdated attitudes are keeping people with autism out of work. The report said those with autism have “far more negative experiences of interviews, group tasks and psychometric tests” compared to “neurotypical” jobseekers, and that they must navigate vague, generic job descriptions, ambiguous interview questions and “challenging” sensory environments.

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If we are successful at attracting, next up is keeping and developing this newly acquired talent, and a suggested first step is to invest in meaningful training for leaders and staff to understand the range of adjustments that can make a neurodivergent colleague feel comfortable and productive in their workplace. Here it’s worth remembering that under UK equality law, neurodivergence may be a protected characteristic, allowing those individuals to request reasonable adjustments with confidence. If a person is disabled and an adjustment is reasonable, it must be made - there is no discretion on the part of the employer. Handling these requests with the necessary sensitivity and understanding can seem challenging, but support is available from for example the UK Government’s Access to Work scheme.

Like every aspect of how we should interact with our colleagues, we should just start by considering how we make everyone feel welcome and included, or to quote Vernā Myers’ great phrase: “Diversity is being invited to the party, but inclusion is being asked to dance when you get there”.

Paul Sheerin is chief executive of Scottish Engineering