Autism and ADHD in the Accountancy Profession

Recognising and accommodating neurodivergent individuals can bring unique strengths to the accounting field and allow accountancy firms to meet demands.

Neurotypical refers to individuals whose neurological development and functioning are consistent with societal expectations. The term neurodivergence implies that variations in thinking, learning, feeling and perceiving are natural and valuable expressions of human diversity, rather than pathological deviations from the norm. Being neurodivergent means the individual’s brain and nerve connections function differently from what is considered the typical brain but may engender unique talents and skills.

Today’s accountancy world is characterised by uncertainty and a wide range of challenges. Recognising and accommodating neurodivergent individuals can bring unique strengths to the accounting field and allow accountancy firms to meet these demands.

How can autism and ADHD benefit the accountancy profession?

Benefits of autism traits in accountancy include the ability to attend to detail and providing a unique perspective. These skills can lead to higher accuracy in financial records, meticulous adherence to regulatory requirements and innovative solutions and effective decision-making processes in complex financial scenarios.

People with hyperactive traits (ADHD) tend to have fearless, dynamic personalities, ideally suited for leadership and innovative pursuits. Individuals with hyper-focus tendencies, commonly seen in ADHD, can excel in tasks requiring prolonged concentration. This can be particularly beneficial during financial audits or intensive data analysis. Hypoactive (ADHD) individuals may possess uncanny visionary abilities, thereby supporting their accounting businesses’ ability to successfully adapt to economic, social and political changes. 

Neuroinclusiveness benefits talent acquisition and retention, workforce wellbeing and business productivity. So why is neuroaccessibility often so problematic? Leaders and their managers often lack the knowledge base and practical understanding of how to integrate neurodivergence into the workplace. They may find neurodiversity an alien or overwhelming concept. Managers may have not undergone effective training. In addition, neurodiversity courses often highlight the challenging aspects of neurodivergent conditions. Partial knowledge may leave them falsely confident that ‘if they have talked to one autistic person, they know all autistic people.’

Lack of understanding by HR or managers can lead to uncomfortable, if not terrifying, disclosure experiences. Often the employee is late diagnosed and struggles with knowing how to ask for help and what the solution is. Companies can also take the approach of relying on the neurodivergent person who is already overwhelmed to be an advocate for everyone else’s neurodiversity in the firm. Therefore, neurodivergent employees can feel disempowered from reaching out when they need reasonable adjustments or other accommodations. This can lead to self-doubt, masking, high anxiety and burnout.

In the UK, businesses can make use of the government-supported Access to Work Scheme, which helps neurodivergent individuals overcome barriers. However, the application process currently takes three months, and the forms are not very neurodivergent-friendly. HR may be able to help with the application process.

In conclusion, common corporate challenges faced by neurodivergent employees, such as communication barriers, sensory sensitivities, difficulties with organising tasks and managing time, as well as flexible working needs, can be overcome by a proactive approach. Embracing neurodiversity in accountancy is not only a step towards equity and inclusion but also a strategic advantage in today's diverse and dynamic business landscape.

So, how to move forward?

Neurodivergent accounting employees without an official diagnosis or with a late diagnosis often experience self-doubt and low confidence, chronic anxiety, or burnout. They will benefit from seeking support from people who validate their lived experience and use a strength-based approach to help them understand their unique way of thinking, learning, and behaving. Turning to such support often has an unexpectedly fast and transformational effect.