Autism is on the political agenda - but employers have the power to create real change: Jodie Hill
The government’s renewed focus on autism in the wake of a new report by a House of Lords special inquiry committee is welcome and long overdue.
As someone who is neurodivergent and who spent years trying to navigate workplaces that didn’t understand me, I see this moment as significant.
But let’s be honest: warm words don’t change lives. Action does. And with only three in ten autistic people in employment in the UK (compared to five in ten disabled people) we are a long way from equality and inclusion for autistic people.
The committee’s new findings send a clear message: unless employers change how they hire, support and value autistic people, no government strategy - however ambitious - will shift that statistic. Progress will be determined not in Parliament, but in everyday workplaces across Yorkshire and beyond.
And that starts with understanding the barriers autistic people face. Traditional interviews favour confidence, eye contact, and small talk – none of which tells you if someone can actually do the job.
Job descriptions that still list “excellent communication skills” as essential, even when unnecessary, deter autistic applicants who communicate differently but just as effectively. If your hiring process relies on gut feeling or “culture fit,” you’re unintentionally excluding talent.
For those who do get hired, the challenges often continue. Too many autistic employees tell me they are exhausted before they’ve even started, because they’ve had to fight for reasonable adjustments they are legally entitled to, often adjustments that cost little or nothing.
Clear written instructions, predictable routines, quiet spaces, flexible hours or time to process information before responding aren’t special treatment. They are the foundations of good leadership. They can often also be a legal requirement.
In almost every training session I deliver, managers ask: How do I communicate more clearly? How do I manage sensory needs? What do I do if someone discloses they’re autistic? These are practical questions - and most managers have never been trained to answer them. They are promoted because they are technically strong, yet given no support to lead people.
This is where organisations must invest: structured, practical training pathways that build capability, not just awareness.
Policies matter too - they set the foundations for inclusion - but culture is what brings those policies to life. A psychologically safe environment, where someone can say “This environment is overwhelming for me” or ask for help, without fear of judgement, is worlds apart from a culture where people mask their differences until burnout hits.
And retention must be a priority. It’s not enough to hire autistic people - they need to feel they belong. That requires clear expectations, predictable processes, understanding communication and sensory differences, and transparent, supportive adjustment pathways.
As someone diagnosed later in life, I know firsthand how transformative understanding and support can be -and how damaging it is when systems fail to provide them. That’s why I do this work: because the system can change, and employers have the power to lead that change.
If employers act now, we can create workplaces where autistic people not only work, but truly thrive. And when autistic people thrive, organisations thrive.
Jodie Hill is managing partner of Thrive Law