What's Happening?
The hospitality industry is grappling with the implementation of neurodiversity employment policies, as highlighted in recent research involving neurodiversity advocates and human resource professionals. Despite public commitments to neuroinclusion, many hotels fail to translate these into effective workplace practices. The research reveals a significant gap between policy announcements and actual employment practices, often resulting in 'neurodiversity-washing'—symbolic actions that do not address the real barriers faced by neurodivergent individuals. While over 40% of UK hospitality employers have some form of neuroinclusion policy, less than 15% of neurodivergent employees find these accommodations effective. This disconnect is particularly
concerning given the high unemployment rates among neurodivergent adults, especially those with autism, which range from 70 to 80%. The industry faces a moral and operational challenge, as it continues to experience chronic staff shortages.
Why It's Important?
The failure to effectively implement neurodiversity policies in the hospitality sector has broader implications for both social justice and business operations. By not fully embracing neurodivergent individuals, the industry misses out on a valuable talent pool that could help alleviate staffing shortages. Moreover, the current approach often marginalizes those with higher support needs, as hotels prioritize business cases over genuine inclusion. This selective inclusion not only undermines social equity but also fails to leverage the full potential of neurodivergent employees, who can offer unique cognitive strengths such as attention to detail and pattern recognition. The industry's reliance on business benefits rather than a rights-based approach creates conditions for selective inclusion, which does not serve long-term business interests or social justice.
What's Next?
For the hospitality industry to genuinely embrace neurodiversity, it must move beyond symbolic gestures and undertake structural redesigns that accommodate all employees. This includes addressing the franchisee challenge, where corporate policies are often not enforced at the property level. Mandatory reporting on accommodation outcomes and stronger oversight could ensure consistency across the sector. Additionally, hotels need to prepare their organizational structures before launching dedicated hiring programs for neurodivergent individuals. This preparation involves creating an inclusive culture where accommodations are standard practice, not contingent on disclosure of a diagnosis. By doing so, the industry can align its people-centered values with operational realities, ultimately benefiting both employees and business outcomes.
