On 28 February 2024, the UK government published The Buckland Review of Autism Employment, led by Sir Robert Buckland KC MP and supported by Autistica. It surfaces a stark reality: only 3 in 10 autistic adults are in work, compared to 5 in 10 disabled people and 8 in 10 non‑disabled people. Autistic graduates are twice as likely to be unemployed after 15 months, with just 36 % in full‑time work; they are more likely to be overqualified, more likely on zero‑hours contracts, and least likely to be in permanent roles.
The review explores five key themes:
- Raising awareness, reducing stigma, and leveraging autistic employees’ talent
- Preparing autistic people effectively for career entry or return
- Adapting recruitment processes to meet neurodivergent needs
- Supporting autistic employees already in the workforce
- Enabling career development and progression
Across these themes, 19 concrete recommendations are offered, primarily aimed at shifting employer behaviour. Examples include: signing up for the Autistica Neurodiversity Employers Index; developing tailored training packages; improving career advice and recruitment guidance; and producing autism design guides for workplaces and tools such as IT systems to support autistic needs.
The report highlights reasons behind the employment gap: lack of understanding, negative stereotypes, inaccessible recruitment formats, ambiguous job descriptions, sensory challenges, and insufficient adjustments. Only about a third of autistic employees feel able to disclose their diagnosis; many are refused adjustments or find them poorly implemented.
This independent review acts as a complement to the UK National Autism Strategy 2021–26 and aligns with broader inclusion goals. The targeted five-year horizon aims to shift culture and reduce the autism employment gap.
Implications for organisations:
This review offers a blueprint for large corporates seeking to bridge the autism employment gap and become truly inclusive. Implementing autism‑specific adjustments, such as sensory‑friendly workspaces, adjustments to recruitment assessments, and improved disclosure support, is not only ethical but beneficial for productivity and retention. Many of its recommendations also benefit other forms of neurodivergence and disability. By embedding these changes into Talent Acquisition, People and Culture, reasonable adjustment policies and leadership training, organisations can unlock untapped talent and build sustainable competitive advantage.
EDI leaders should consider: signing up for the Neurodiversity Employers Index; commissioning autism design guides; embedding autism‑aware recruitment and progression pathways; training managers to deliver adjustments; and reviewing data disclosure and accommodation practices.
There is a clear call to action: closing this gap requires employer leadership. The Buckland Review tells us what needs to happen. It is now up to organisations to act.
You can access the report here.
