Recognising that neurological
differences such as autism, ADHD, dyslexia, and dyspraxia are
natural variations rather than deficits has become central to
building innovative and inclusive workplaces. Neurodiversity
challenges traditional notions of “normal” and highlights the
unique strengths and perspectives that neurodivergent
individuals bring. In the UK, recent estimates suggest that
approximately 15% of the population is neurodivergent. This
significant representation underscores the importance of
designing systems and processes that accommodate a range of
cognitive styles.
Neurodivergent individuals are disproportionately represented
in the self-employed and small business sectors. For example,
research indicates that approximately 20% of entrepreneurs may
be dyslexic, almost double the prevalence found in the general
population, and within the UK's 4.4 million self-employed
workforce, a recent investigation by the ONS found that many
individuals choose self-employment because traditional
workplaces have not effectively met their unique needs. It is
estimated that approximately 20-35% of self-employed and
micro-SME workers are estimated to be neurodivergent.
Through the National Procurement Policy Statement, the UK
Government has a stated mission for public procurement to
‘Kickstart economic growth through…opportunities for small
businesses and social enterprises across the country’. Given
this stated mission, and the figures showing the scale of
neurodiversity in the workforce, UK public sector
organisations have an opportunity, and indeed a
responsibility, to reconsider their procurement processes.
Many neurodiverse-owned suppliers, or those employing
neurodivergent talent, face unique challenges when bidding for
contracts. Traditional public procurement has been
characterised by rigid, complex systems that can inadvertently
exclude neurodivergent suppliers. With the new flexibility
afforded by the Procurement Act 2023 (“PA23”), by adopting
inclusive practices, public sector bodies can level the
playing field and harness the innovation, creativity, and
problem-solving abilities that neurodiverse suppliers offer.
Challenges Faced by Neurodiverse Suppliers
Despite their significant potential, neurodiverse suppliers
often face several barriers within the public procurement
process:
- Complex Procurement Language: Tender
documents frequently employ dense, legalistic language
that can be a major barrier for individuals with
neurodivergent traits such as dyslexia or ADHD.
Simplifying language and using clear, concise formats is
essential to ensure all suppliers can fully understand the
requirements.
- Rigid Submission Timelines:
Traditional procurement deadlines and long waiting periods
are challenging for neurodivergent individuals who may
struggle with time management or executive functioning.
For instance, difficulties with “time blindness” can lead
to underestimating the time needed to complete tasks,
putting neurodiverse suppliers at a disadvantage.
- Overemphasis on Written Communication:
A heavy reliance on written submissions can disadvantage
those who may communicate more effectively through verbal
or visual means. Many neurodivergent individuals have
strengths in alternative communication modes, which may
not be adequately recognised in current tendering
processes.
- Lack of Clear Guidance: The
complexity of public procurement is compounded by a lack
of clear, concise guidance. Multiple portals, extensive
compliance requirements, and opaque specifications can
overwhelm neurodivergent entrepreneurs, who may require
more structured support to navigate the system.
- Unconscious Bias in Evaluation:
Evaluation processes may inadvertently favour neurotypical
behaviours. Neurodivergent entrepreneurs might present
their ideas in unconventional ways or struggle with
structured proposals, resulting in potential biases during
the supplier evaluation process.
Supporting Neurodiverse Suppliers
To overcome these challenges and promote inclusivity, UK
public sector organisations can implement several strategic
adaptations within their procurement processes:
1. Simplify Tender Documentation
