How dyslexic workers can benefit businesses

As many as one in 10 people in the UK are thought to be dyslexic, a widely misunderstood neurological difference. Like other neurodivergent people, workers with dyslexia face a number of barriers at work, from discrimination in the hiring process to stigma. But research shows that employers have a lot to gain from supporting dyslexic employees.

Dyslexia tends to be associated with reading and writing, but it’s actually about how people process information. Anatomical and brain imagery studies show differences in the way the brain of a person with dyslexia develops and functions, which means they process the information they encounter differently.

This can result in challenges with organisation, time management, communication and instruction comprehension, but it has also been linked to creativity, adaptability and a heightened ability to problem-solve.

In 2022, LinkedIn recognised "dyslexic thinking" as a skill which members could add to their profiles. And as workplaces change, a growing body of research shows dyslexic workers could help employers future proof their businesses.

Laura Gowers, a dyslexia assessor, teacher and campaigner, says individuals with dyslexia often exhibit strengths that make them valuable in a range of professional settings.

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“Although every individual is different, research highlights several key areas where people with dyslexia typically excel, including enhanced creativity because of their unique brain processing,” she says.

“They often approach problems from a different angle, which leads to innovative solutions and out-of-the-box thinking. This can be particularly beneficial for strategic problem-solving. Many individuals excel at visualising solutions and thinking non-linearly.”

In 2022, researchers at the University of Cambridge set out to examine developmental dyslexia from an evolutionary perspective, rather than the typical perspective of educational difficulty. They found dyslexia is linked to “enhanced abilities” in areas like discovery, invention and creativity that are vital for adapting to changing environments.

Because dyslexics think differently to others, they can also be adept at "big picture" thinking — in other words, seeing the connections between concepts that others might miss.

“This perspective allows them to approach projects or challenges holistically, making them adept at strategic planning or leadership roles,” says Gowers.

Having faced challenges in educational settings, many dyslexics also develop strong coping strategies, resilience, and adaptability. This can manifest as a heightened ability to overcome obstacles at work, particularly if they are adequately supported by an employer.

However, dyslexic people face a number of barriers at work. “Dyslexia is still widely misunderstood,” says Gowers. “Many people assume it only affects reading and writing skills, whereas it can impact memory, time management, organisation and processing speed. This stigma can prevent individuals from being hired or going for promotion.”

It’s also more difficult for dyslexics to find jobs because the recruitment process simply isn’t designed for dyslexic thinking. It tends to rely on standardised tests which can put people with dyslexia at a disadvantage and prevents them from highlighting their strengths. According to a recent survey of 601 neurodivergent UK employees, nearly half (48%) felt recruitment processes are unfair, with many reporting bias, negative attitudes and processes designed based on neurotypical assumptions.

“Recruitment processes that emphasise spelling, grammar, and time-based tests can disadvantage dyslexic individuals,” says Gowers. “Job descriptions that emphasise ‘strong written communication’ or ‘attention to detail’ without flexibility can inadvertently exclude qualified dyslexic candidates.”

A lack of flexibility regarding work systems, such as lack of accommodations such as ability to use a range of digital tools, rigid communication expectations, or performance metrics that don't account for cognitive differences, can also hinder dyslexic employees from performing at their best.

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One of the most important things is to create an open, supportive environment where employees can talk about problems or concerns without fear of reprisals. This provides people with a sense of psychological safety — a shared belief that it's OK to take risks and to express ideas and concerns.

“It’s important to raise awareness and educate staff,” says Gowers. “Offering training and workshops on dyslexia helps to reduce stigma and foster an inclusive culture. Educating managers about the strengths and challenges of dyslexia can promote a supportive environment and ensure that employees are given reasonable adjustments in their day to day tasks.”

Simple, reasonable adjustments, such as speech-to-text or text-to-speech software, dyslexia-friendly fonts, use of apps to check grammar or the option for verbal rather than written communication, can make a significant difference. Allowing flexibility with deadlines or tasks that require extensive reading or writing is also helpful.

“Reviewing recruitment processes to ensure that they don’t unintentionally disadvantage dyslexic candidates is crucial,” says Gowers. “This can include offering alternative formats for assessments or interviews, and focusing on skills and competencies rather than traditional measures of literacy.”

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